Test Bank For Organizational Behavior For a Better Tomorrow, 2nd Edition Mitchell J. Neubert, Bruno

Test Bank For Organizational Behavior For a Better Tomorrow, 2nd Edition Mitchell J. Neubert, Bruno Dyck Chapter 1-16 Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 1 Shuffle: No Multiple Choice 1. Which of the following statements best describes organizational behaviour? a) It is the study of how authority flows in an organization. b) It is the study of financial incentives and their effects on an organization. c) It is the study of how organizations interact with each other. d) It is the study of how people act and interact with others in an organization.

Answer: d Difficulty: Medium Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Reflective thinking skills Bloom‘s: Knowledge

2. Which of the following is a possible outcome of studying organizational behaviour (OB)? a) Studying OB diminishes technical skills in employees. b) Studying OB provides employees with a better sense of the values and forces that influence them. c) Studying OB can have a negative impact on one‘s interactions by setting them apart from the organization. d) Studying OB fails to prepare you for management and leadership roles.

Answer: b Difficulty: Medium Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Analytic skills Bloom‘s: Comprehension 3. _____ refer to a person‘s expertise in a particular task or field. a) Technical skills b) Conceptual skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Relational skills d) Administrative skills Answer: a Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Reflective thinking skills Bloom‘s: Knowledge 4. _____ refer to a person‘s capability to understand complex issues and underlying causes and to solve problems with broad implications. a) Technical skills b) Conceptual skills c) Relational skills d) Administrative skills Answer: b Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Reflective thinking skills Bloom‘s: Knowledge

5. _____ are the talents possessed by a person that are required for getting along with and motivating people. a) Technical skills b) Conceptual skills c) Relational skills d) Administrative skills Answer: c Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Reflective thinking skills Bloom‘s: Knowledge

6. Which of the following is an example of a person successfully using relational skills? a) Getting along with employees in other organizations Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Designing a presentation for a conference c) Analyzing production quality from the given data d) Planning to purchase new machinery for the organization Answer: a Difficulty: Medium Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Analytic skills Bloom‘s: Application

7. Which of the following is an example of a person using his technical skills? a) Forming partnerships with other organizations b) Preparing an accounting sheet for a conference c) Negotiating salaries and appraisals with employees d) Solving issues during a workers‘ strike Answer: b Difficulty: Medium Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Analytic skills Bloom‘s: Application

8. The _____ approach tends to emphasize on organizational activities that contribute to the financial interests of a narrow range of stakeholders. a) Sustainable OB b) Stakeholder‘s c) Conventional OB d) Traditional Answer: c Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

9. The _____ approach emphasizes on organizational activities that contribute to multiple forms of well-being (financial, social, ecological, and spiritual) for a broad range of stakeholders.

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a) Sustainable OB b) Stakeholder‘s c) Conventional OB d) Traditional Answer: a Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

10. Which of the following theories focuses on character and the various ways that people practice moral standards in a community, thereby facilitating happiness? a) Max Weber‘s theory b) Aristotle‘s virtue theory c) Frederick Herzberg two-factor theory d) Expectancy theory Answer: b Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

11. _____ are the actions of a person that are noble or have value regardless of the end result or consequences. a) Ethics b) Goals c) Virtues d) Budgets Answer: c Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

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12. From an Aristotelian perspective, the purpose of human behaviour: a) Is it to maximize self-interest. b) Is to maximize individual performance. c) Is to increase short-term profitability. d) Is to maximize people‘s happiness.

Answer: d Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

13. According to the virtue theory approach, which of the following is a cardinal virtue? a) Self-control b) Conflict c) Happiness d) Sustainability Answer: a Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

14. According to the virtue theory approach, _____ is one of the cardinal virtues. a) Happiness b) Critical thinking c) Conflict d) Practical wisdom Answer: d Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

15. Which of the following is considered a priority in the conventional OB approach?

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a) Focusing on community interests b) Focusing on what is dynamic and difficult to explain c) Focusing on self-interest d) Focusing on relatively long-term impacts Answer: c Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

16. One of the priorities in the conventional OB approach involves: a) Focusing on what is dynamic and difficult to explain. b) Focusing on what is stable and can be explained. c) Focusing on relatively long-term impacts. d) Focusing on community interests.

Answer: b Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

17. In which of the following approaches is focusing on relatively immediate profits a priority? a) Conventional OB approach b) Stakeholder‘s approach c) Sustainable OB approach d) Traditional approach Answer: a Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

18. Which of the following is a common priority for both the conventional OB approach as well as the sustainable OB approach?

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a) A focus on relatively immediate profits b) A focus on what is dynamic and difficult to explain c) A focus on community interests d) A focus on bonds among people, actions, and organizations Answer: d Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension

19. A _____ is a common priority for both conventional and sustainable OB approaches. a) Focus on self-interest b) Focus on what is dynamic and difficult to explain c) Focus on job, group, and organizational performance d) Focus on what is stable and can be explained Answer: c Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension

20. Which of the following statements is considered a priority in the sustainable OB approach? a) Focusing on self-interest b) Focusing on what is dynamic and difficult to explain c) Focusing on relatively immediate profits d) Focusing on what is stable and can be explained Answer: b Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

21. One of the priorities in the sustainable OB approach involves: a) Focusing on self-interest.

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b) Focusing on what is stable and can be explained. c) Focusing on community interests. d) Focusing on relatively immediate profits.

Answer: c Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension

22. In which of the following approaches is focusing on relatively long-term consequences a priority? a) Conventional OB approach b) Stakeholder‘s approach c) Sustainable OB approach d) Traditional approach Answer: c Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

23. From a conventional OB perspective, which of the following management functions focuses on how managers set goals and design strategies to achieve them? a) Staffing b) Leading c) Controlling d) Planning Answer: d Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

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24. According to the sustainable OB approach, what should the planning phase of the management process involve? a) It should involve managers working alongside others to set goals and design strategies. b) It should involve arranging resources with a spirit of dignification, experimentation, and sensitivity to others‘ needs in the process. c) It should involve developing workplaces where the emphasis on financial and productivity goals is balanced by an emphasis on sustainability and healthy social relationships. d) It should involve overseeing the values, particularly the sense of justice.

Answer: a Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Comprehension

25. Which of the following statements best describes prudence? a) It is the virtue that urges people to implement initiatives that improve overall happiness, even if the actions might threaten their own status. b) It is the virtue that urges people to exercise foresight, reason, and discretion to achieve what is good for the community. c) It is the virtue that urges people to regulate their emotions as well as their ability to overcome impulsive actions and greed. d) It is the virtue that urges people to ensure that everyone connected with an organization gets his or her due.

Answer: b Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Comprehension

26. Dorothy is a manager at Taurus Corp. When Dorothy sets goals and lays down various strategies for attaining those goals, she is engaging in _____. a) Controlling b) Organizing c) Leading d) Planning Answer: d

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Difficulty: Hard Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application

27. From a conventional OB perspective, which of the following management functions involves arranging human and other organizational resources in order to achieve planned goals and strategies? a) Organizing b) Leading c) Controlling d) Staffing Answer: a Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

28. According to the sustainable OB approach, what should the organizing phase of the management process involve? a) It should involve managers working alongside others to set goals and design strategies. b) It should involve arranging resources with a spirit of dignification, experimentation, and sensitivity to others‘ needs in the process. c) It should involve developing workplaces where the emphasis on financial and productivity goals is balanced by an emphasis on sustainability and healthy social relationships. d) It should involve overseeing the values, particularly the sense of justice.

Answer: b Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

29. Which of the following statements best describes courage? a) It is the virtue that urges people to implement initiatives that improve overall happiness, even if the actions might threaten their own status.

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b) It is the virtue that urges people to exercise foresight, reason, and discretion to achieve what is good for the community. c) It is the virtue that urges people to regulate their emotions as well as their ability to overcome impulsive actions and greed. d) It is the virtue that urges people to ensure that everyone connected with an organization gets his or her due.

Answer: a Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

30. James works as a manager with WagonsandWheels Corp. He is in charge of determining how the production tasks are to be distributed and grouped among people. James is engaging in _____. a) Planning b) Controlling c) Organizing d) Leading Answer: c Difficulty: Hard Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application

31. From a conventional OB perspective, which of the following management functions uses systems and interpersonal human skills to influence others to achieve organizational goals? a) Staffing b) Leading c) Controlling d) Organizing Answer: b Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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32. According to the sustainable OB approach, what should the leading phase of the management process involve? a) It should involve managers working alongside others to set goals and design strategies. b) It should involve arranging resources with a spirit of dignification, experimentation, and sensitivity to others‘ needs in the process. c) It should involve developing workplaces where the emphasis on financial and productivity goals is balanced by an emphasis on sustainability and healthy social relationships. d) It should involve overseeing the values, particularly the sense of justice.

Answer: c Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

33. Which of the following statements best describes self-control? a) It is the virtue that urges people to implement initiatives that improve overall happiness, even if the actions might threaten their own status. b) It is the virtue that urges people to exercise foresight, reason, and discretion to achieve what is good for the community. c) It is the virtue that urges people to regulate their emotions as well as their ability to overcome impulsive actions and greed. d) It is the virtue that urges people to ensure that everyone connected with an organization gets his or her due.

Answer: c Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

34. Timothy works for Virgo Corp. He possesses good interpersonal skills and has the ability to motivate people working for him. As a result, his production division contributed significantly to the overall productivity in the last few months. Which of the following management functions is Timothy performing?

A) Controlling B) Planning C) Leading D) Organizing Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: c Difficulty: Hard Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Communication abilities Bloom‘s: Application

35. From a conventional OB perspective, which of the following management functions ensures that organizational members do what they are supposed to be doing and that their performance meets expectations? a) Staffing b) Leading c) Controlling d) Organizing Answer: c Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

36. According to the sustainable OB approach, what should the controlling phase of the management process involve? a) It should involve managers working alongside others to set goals and design strategies. b) It should involve arranging resources with a spirit of dignification, experimentation, and sensitivity to others‘ needs in the process. c) It should involve developing workplaces where the emphasis on financial and productivity goals is balanced by an emphasis on sustainability and healthy social relationships. d) It should involve overseeing the values, particularly the sense of justice.

Answer: d Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

37. Which of the following statements best describes justice?

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a) It is the virtue that urges people to implement initiatives that improve overall happiness, even if the actions might threaten their own status. b) It is the virtue that urges people to exercise foresight, reason, and discretion to achieve what is good for the community. c) It is the virtue that urges people to regulate their emotions as well as their ability to overcome impulsive actions and greed. d) It is the virtue that urges people to ensure that everyone connected with an organization gets his or her due.

Answer: d Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

38. Margaret is a team leader at Venusia Corp. She is in charge of maintaining quality and ensures that her team‘s performance meets the expectations. Moreover, she takes care of streamlining her team production. She is engaging in: A) Controlling.

B) Planning.

C) Leading.

D) Organizing.

Answer: a Difficulty: Hard Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application

39. In which of the following scenarios is the manager performing the controlling management function? a) Thomas, the HR Director at a publishing company, lists out the annual objectives that have to be achieved by the entire HR team and develops plans for accomplishing them. b) Jacob, a project manager at a software company, is initiating an action against unethical behaviour of a male employee toward other female workers. c) Martha, a floor supervisor at a manufacturing unit, is giving her employees tips and suggestions on ensuring that employees meet performance expectations. d) Jacqueline, the marketing director of a major appliance manufacturer, formulates objectives and targets for the marketing department to achieve over the next two financial quarters.

Answer: c Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application 40. Which of the following statements is true of the conventional perspective of organizational behaviour? a) Effectiveness emphasizes outcomes that are associated with personal interests and performance. b) Controlling requires fairness and sensitivity to the marginalized. c) Leading relies on relational self-control and treating all the members with dignity. d) Organizing emphasizes courage and experimentation in the organization.

Answer: a Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension

41. From a conventional OB perspective: a) Effectiveness balances conventional outcomes while emphasizing community interests, creativity, and consequences for a broad set of stakeholders into the foreseeable future. b) Controlling requires fairness and sensitivity to the marginalized. c) Leading relies on relational self-control and treating all the members with dignity. d) Organizing means ensuring that tasks have been assigned and the structure of organizational relationships facilitates the meeting of organizational goals.

Answer: d Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

42. According to the conventional OB approach, which of the following statements is true? a) Effectiveness balances conventional outcomes while emphasizing community interests, creativity, and consequences for a broad set of stakeholders into the foreseeable future. b) Controlling requires fairness and sensitivity to the marginalized. c) Leading means relating with others so that their work efforts help achieve organizational goals. d) Planning happens through participation, practical wisdom, and higher-order goals.

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Answer: c Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

43. Which of the following statements is true of the conventional perspective of organizational behaviour? a) Effectiveness balances conventional outcomes while emphasizing community interests, creativity, and consequences for a broad set of stakeholders into the foreseeable future. b) Controlling means ensuring that the actions of organizational members are consistent with the organization‘s goal and values. c) Leading relies on relational self-control and treating all the members with dignity. d) Planning happens through participation, practical wisdom, and higher-order goals.

Answer: B Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

44. Which of the following statements is true of the sustainable perspective of organizational behaviour? a) Effectiveness balances conventional outcomes while emphasizing community interests, creativity, and consequences for a broad set of stakeholders into the foreseeable future. b) Organizing means ensuring that tasks have been assigned and the structure of organizational relationships facilitates the meeting of organizational goals. c) Leading means relating with others so that their work efforts help achieve organizational goals. d) Controlling means ensuring that the actions of organizational members are consistent with the organization‘s goal and values.

Answer: a Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

45. From a sustainable OB perspective: Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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a) Planning happens through participation, practical wisdom, and higher-order goals. b) Organizing means ensuring that tasks have been assigned and the structure of organizational relationships facilitates the meeting of organizational goals. c) Leading means relating with others so that their work efforts help achieve organizational goals. d) Controlling means ensuring that the actions of organizational members are consistent with the organization‘s goal and values.

Answer: a Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

46. According to the sustainable OB approach, which of the following statements is true? a) Organizing means ensuring that tasks have been assigned and the structure of organizational relationships facilitates the meeting of organizational goals. b) Controlling requires fairness and sensitivity to the marginalized. c) Leading means relating with others so that their work efforts help achieve organizational goals. d) Planning is the process of deciding on an organization‘s goals and strategies.

Answer: b Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Comprehension

47. Which of the following statements is true of the sustainable perspective of organizational behaviour? a) Effectiveness emphasizes outcomes associated with personal interests, performance, commitment, predictability, and what profits a narrow set of stakeholders in the short term. b) Planning is the process of deciding on an organization‘s goals and strategies. c) Leading relies on relational self-control and treating members with dignity. d) Controlling means ensuring that the actions of organizational members are consistent with the organization‘s goal and values.

Answer: c Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Comprehension

48. Which of the following statements is true of the sustainable perspective of organizational behaviour? a) Effectiveness emphasizes outcomes associated with personal interests, performance, commitment, predictability, and what profits a narrow set of stakeholders in the short term. b) Organizing emphasizes courage and experimentation. c) Planning is the process of deciding on an organization‘s goals and strategies. d) Controlling means ensuring that the actions of organizational members are consistent with the organization‘s goal and values.

Answer: b Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Comprehension

49. A store manager observes that his team members may be more productive and happier if they share the leadership responsibilities, although it would mean that he would lose some authority himself. The decision to reorganize responsibilities reveals that the store manager displays which virtue? a) Self-control b) Justice c) Courage d) Practical wisdom Answer: d Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application

50. Which of the following statements is an example of the leading management function? a) Comparing work performance of individuals b) Integrating and coordinating activities c) Arranging and structuring work for teams d) Influencing individuals or teams as they work Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: d Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application

51. Which of the following statements is an example of the controlling management function? a) Comparing and monitoring work performance of individuals b) Developing plans to integrate and coordinate activities in a team c) Arranging and structuring work for teams d) Influencing individuals or teams as they work Answer: a Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application

52. Leaders who demonstrate high levels of self-control in order to serve their team members practice which concept? a) Internal locus of control b) Sustainable organizational behaviour c) Practical wisdom d) Conventional organizational behaviour Answer: b Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

53. Gerald is a manager at a piston manufacturing company and is in charge of more than 20 employees. On a weekly basis, he decides on the work that needs to be undertaken and assigns responsibilities to his team members. He gives his employees instructions on how various tasks are to be carried out and their respective deadlines. Gerald is engaging in _____. a) Controlling Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Planning c) Leading d) Organizing Answer: d Difficulty: Hard Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Application

54. A store manager is known for her ability to get along with her employees and for motivating them to do well. She most likely has strong ________ skills. a) Conceptual b) Motivational c) Technical d) Relational Answer: d Difficulty: Medium Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Analytic skills Bloom‘s: Comprehension 55. Max Weber‘s term of an ―iron cage‖ refers to which of the following? a) Hard work b) Individual passions c) Materialism d) A scheduled workday Answer: c Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension

56. The concept that performance can be measured multi-dimensionally supports which of the following?

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a) Conventional organizational behaviour b) Sustainable organizational behaviour c) Ideal types d) Virtues Answer: b Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Analysis

57. Understanding how both sustainable and conventional organizational behavioural approaches involve different values can help students develop their own ________ skills. a) Conceptual b) Critical thinking c) Relational d) Technical Answer: b Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension 58. Planning is an important aspect of a manager‘s job, and Tim believes in setting goals during an all-team meeting in January. What type of manager is Tim? a) Conventional b) Sustainable c) Popular d) Virtuous Answer: b Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Analysis

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59. Walter, the campus president, understands that his university plays an important role in the overall community and that he and his team must provide opportunities to serve the community.

Walter demonstrates which virtue? a) Courage b) Self-control c) Justice d) Practical wisdom Answer: d Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Analysis

60. Which practice is an important part of sustainable organizational behaviour? a) Corporate social responsibility b) Profit maximizing c) Productivity d) Iron cage Answer: a Difficulty: Medium Learning Objective: Illustrate the integration of organizational behaviour concepts.

Section Reference: 1.4 What You Will Explore In This Book AACSB: Analytic skills Bloom‘s: Comprehension

61. A focus on profits, competition, and productivity are benchmarks of which concept? a) Sustainable organizational behaviour b) Virtue theory c) Moonshot management d) Conventional organizational behaviour Answer: d Difficulty: Medium Learning Objective: Illustrate the integration of organizational behaviour concepts.

Section Reference: 1.4 What You Will Explore In This Book AACSB: Analytic skills Bloom‘s: Comprehension

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Fill In The Blanks

62. _____ are social structures created by individuals to support the collaborative pursuit of specific goals.

Answer: Organizations Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour AACSB: Reflective thinking skills Bloom‘s: Knowledge

63. _____ refers to explaining human behaviour in organizations, which includes examining the behaviour of individuals, groups, or all the members of an organization as a whole.

Answer: Organizational behaviour Level of Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour AACSB: Reflective thinking skills Bloom‘s: Knowledge

64. _____ refer to expertise in areas like marketing or accounting or finance or human resources.

Answer: Technical skills Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour AACSB: Reflective thinking skills Bloom‘s: Knowledge

65. Conventional OB tends to emphasize _____ and the interests of a narrow range of stakeholders in the immediate future.

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Answer: materialism Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

66. _____ seeks to nurture community and happiness by modeling and enabling the practice of virtues in financially viable organizations.

Answer: Sustainable OB Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

67. _____ are fundamental models or theoretical extremes.

Answer: Ideal types Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

68. _____ involves actively questioning and evaluating assumptions and information.

Answer: Critical thinking Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge

69. _____ is the process of planning, organizing, leading, and controlling human and other organizational resources towards the achievement of organizational goals.

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Answer: Management Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Knowledge

70. From a _____ perspective, planning focuses on how managers set goals and design strategies to achieve them.

Answer: conventional Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

71. A _____ approach of planning emphasizes how managers work alongside others to set goals and design strategies.

Answer: sustainable Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

72. It is impossible to escape, avoid, or eliminate the influence of ________________.

Answer: organizations Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Reflective thinking skills Bloom‘s: Knowledge

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73. By understanding ____________________ , you can get a better sense of the values and forces that influence your attitudes, feelings, and behaviour.

Answer: Organizational behaviour Difficulty: Easy Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Reflective thinking skills Bloom‘s: Knowledge

74. ____________________tends to emphasize what contributes to material or financial wellbeing and the interests of a narrow range of stakeholders in the immediate future Answer: Conventional OB Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension

75. From the _________________ perspective, the purpose of human behaviour is not simply to maximize individual material interests; rather, the purpose of human behaviour is to maximize people‘s happiness, which Aristotle called the ―supreme good.‖ Answer: virtue theory Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Analytic skills Bloom‘s: Comprehension

76. Evidence suggests that the number of practitioners and scholars practicing and promoting a __________________to OB is growing to meet the complex challenges of the future.

Answer: sustainable approach Difficulty: Easy Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Reflective thinking skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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77. Because a sustainable approach to _____________recognizes that individual and community well-being are closely related, members strive to make decisions that reflect the needs of multiple stakeholders (an organization‘s members, customers, owners, suppliers, and neighbours).

Answer: planning Difficulty: Medium Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Analytic skills Bloom‘s: Comprehension

78. The virtue of ____________, a hallmark of sustainable organizing, is evident when managers structure work to improve overall happiness even if it might reduce their own status or power.

Answer: courage Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

79. Leaders require _____________to use, but not abuse, their power when leading those around them.

Answer: self-control Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

80. ____________concepts are at the centre of our understanding of how individuals can influence and be influenced by their interpersonal relationships and organizational context.

Answer: individual-level Difficulty: Medium Learning Objective: Illustrate the integration of organizational behaviour concepts.

Section Reference: 1.4 What You Will Explore In This Book AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Comprehension

81. ________________ include a focus on ethics, attitudes and commitments, perceptions, and emotions.

Answer: Individual states Difficulty: Easy Learning Objective: Illustrate the integration of organizational behaviour concepts.

Section Reference: 1.4 What You Will Explore In This Book AACSB: Reflective thinking skills Bloom‘s: Knowledge

Short Answer Questions

82. Explain the importance of studying organizational behaviour (OB).

Answer: First, studying OB helps you to understand yourself. By understanding OB, you can get a better sense of the values and forces that influence your attitudes, feelings, and behaviour. Second, understanding OB can improve the interactions you have with others by providing practical suggestions for influencing and collaborating with them, working in teams, and leading organizations. Third, a strong grasp of OB will allow you to increase your contribution to an organization and prepare you to serve in a management or leadership role.

Difficulty: Medium Learning Objective: Discuss the three reasons to study organizational behaviour.

Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Communication abilities Bloom‘s: Comprehension

83. List the three skills required by managers and leaders and explain each of them.

Answer: According to prominent management philosopher and scholar Peter Drucker, the work of managers and leaders is a great responsibility; because it ―deals with people, their values, and their personal development.‖ Fulfilling this responsibility will require ―technical skills‖ or expertise in areas like marketing or accounting or finance or human resources, strong ―relational skills‖ that help you get along with and motivate people, and strong ―conceptual skills‖ that include the ability to understand complex issues, underlying causes, and problems with broad implications.

Difficulty: Medium Learning Objective: Discuss the three reasons to study organizational behaviour.

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Section Reference: 1.1 Why Study Organizational Behaviour (OB) AACSB: Communication abilities Bloom‘s: Comprehension

84. Explain the virtue theory by Aristotle.

Answer: From an Aristotelian perspective, the purpose of human behaviour is not simply to maximize performance, predictability, and short-term profitability, nor is it to maximize selfinterest. Rather, the purpose of human behaviour is to maximize people‘s happiness, which Aristotle called the ―supreme good.‖ Happiness is achieved by practicing virtues in community.

From a virtue theory approach, sustainable OB is about demonstrating concern for others and facilitating organizational members‘ practice of four cardinal virtues: practical wisdom, selfcontrol, justice, and courage.

Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Communication abilities Bloom‘s: Comprehension

85. Explain any four implications of the ideal types.

Answer: First, allowing the sustainable and conventional approaches to act as two end points can help us better understand the position that we and others occupy on a continuum. Second, understanding one ideal type helps to better understand a second ideal type. We develop a richer understanding of extraversion when we contrast and compare it to introversion. Third, learning two ideal types of organizational behaviour (OB) adds more complexity and can create tension, but mastering the ability to resist simple answers and explore and integrate opposing ideas or viewpoints is the mark of outstanding managers. Fourth, exploring two approaches to OB shows that the actions and practices of organizational members are not value-neutral.

Difficulty: Medium Learning Objective: Explain the two effective approaches to organizational behaviour.

Section Reference: 1.2 What Is Effective OB: Two Approaches AACSB: Communication abilities Bloom‘s: Comprehension

86. What is management and list its various functions?

Answer: The most common definition of management has two components, one focuses on what managers do, and the other on how they do it: Management is the process of planning, organizing, leading, and controlling human and other organizational resources towards the achievement of organizational goals. The basic functions of management are planning, organizing, leading, and controlling.

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Difficulty: Easy Learning Objective: Analyze the link between organizational behaviour and management.

Section Reference: 1.3 OB and Management AACSB: Communication abilities Bloom‘s: Comprehension

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Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 2 Shuffle: No

Multiple Choice

1. Which of the following maxims were Frank and Lillian Gilbreth most well-known for in the scientific management community? a) Finding the best way to perform a task b) Applying bureaucratic usefulness to the organization c) Finding critical human relations in organizations d) Applying total quality management to every task Answer: a Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

2. According to Max Weber, the scientific management approach contributed to the rise of the _____. a) Stakeholder approach b) Bureaucratic organization c) One best way approach d) Total quality management Answer: b Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

3. Mary Parker Follet made a significant contribution in the area of _____.

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a) Institutionalization b) Bureaucracy c) Total quality management d) Human relations Answer: d Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

4. Mary Parker Follet advocated that _____. a) There is only one best way to accomplish a specific task b) Authority should not always go to a person who holds a managerial position c) Work should be reorganized based on rules and procedures d) Institutionalized social norms and expectations should control people‘s actions Answer: b Difficulty: Medium Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

5. Which of the following conclusions was an outcome of further studies on the research done by Elton Mayo and Fritz Roethlisberger at the Hawthorne plant of the Western Electric Company? a) Workers‘ productivity will increase whenever managers give them special attention. b) Organizations can be managed in an impersonal manner. c) Institutionalized social norms and expectations control people‘s actions by setting up predefined patterns of behaviour. d) Authority should go to the person who holds the position of manager.

Answer: a Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

6. The ____________ highlights the complex interdependences between individuals, features of organizations, and the broader organizational context. a) Bureaucratic approach b) Systems theory c) Obstructionist stance d) Beliefs theory Answer: b Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

7. The systems theory advocates that _____. a) Managers should use a closed-system approach b) Authority should never rest with managers c) Managers should adopt an open-systems perspective d) Productivity increases when workers get special attention Answer: c Difficulty: Medium Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloomcode: Knowledge

8. Which of the following statements represents the views of W. Edwards Deming? a) Variability in quality of output is largely attributable to organizational systems and processes.

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b) Institutionalized social norms and expectations control people‘s actions by setting up predefined patterns of behaviour. c) Workers‘ productivity will increase whenever managers give them special attention. d) Work should be organized based on rules and procedures and reporting relationships should be designed to maximize efficiency.

Answer: a Difficulty: Medium Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

9. Which of the following concepts was highlighted by Philip Selznick during the beliefs era? a) Human relations b) Bureaucracy c) Total quality management d) Institutionalization Answer: d Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Communication abilities Bloom‘s: Knowledge

10. Which of the following concepts emerged during the beliefs era? a) Human relations b) Bureaucracy c) Total quality management d) Social construction of reality Answer: d Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

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Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

11. Which of the following is considered one of the major issues in the sustainability era of organizational behaviour (OB)? a) People are not questioning the systems responsible for the wide gap between the rich and the poor. b) Ecological sustainability is not important for organizations to remain competitive and viable. c) People are increasingly acting with regard to less tangible concerns such as aesthetics and spirituality. d) Research suggests that people are more interested in materialistic and economic rewards.

Answer: c Difficulty: Medium Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge

12. Which of the following trends have emerged during the sustainability era? a) People are not questioning the systems responsible for the wide gap between the rich and the poor. b) Ecological sustainability is not important for organizations to remain competitive and viable. c) Research suggests that people are more interested in materialistic and economic rewards. d) People around the world are increasingly more interested in the quality of life and a sense of community.

Answer: d Difficulty: Medium Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Knowledge 13. Organizational behaviour (OB) research generally starts with _____. a) The development of hypotheses b) A question expressed in terms of a theory c) Testing of hypotheses in the context of an organization Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Confirming results by additional studies Answer: b Difficulty: Medium Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Analytic skills Bloom‘s: Knowledge

14. A meta-analysis is a study that _____. a) Focuses on factors that are easily quantifiable to draw conclusions b) Represents the association between two variables c) Combines the evidence from numerous studies to draw general conclusions d) Advocates the use of rules and procedures in organizational tasks Answer: c Difficulty: Medium Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Analytic skills Bloom‘s: Knowledge

15. Which of the following statements is true of conventional OB research? a) The perceived objectivity of the conventional approach makes it difficult to implement. b) Many conventional OB research designs have a quantitative or positivistic orientation. c) Conventional OB research is more likely to engage in qualitative research designs. d) Measuring the views of multiple stakeholders can be easily done by quantitative methods.

Answer: b Difficulty: Medium Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Analytic skills Bloom‘s: Knowledge

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16. Conventional OB emphasizes the importance of _____. a) Organization-specific responsibility b) Corporate social responsibility c) Institutionalization d) Social construction of reality Answer: a Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Analytic skills Bloom‘s: Knowledge

17. Corporate social responsibility focuses on _____. a) One particular form of well-being b) The welfare of multiple stakeholders c) The organization‘s owners d) Financial interests of the organization alone Answer: b Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Analytic skills Bloom‘s: Knowledge

18. Which of the following statements is true of sustainable OB? a) It seeks to manage customers to serve the financial interests of the organization. b) It always acts to seek financial well-being. c) It focuses on the well-being of a particular stakeholder. d) It is characterized by its service and relationship-building orientation with customers.

Answer: d

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Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Analytic skills Bloom‘s: Knowledge

19. Sustainable OB: a) Seeks to manage customers to serve the financial interests of the organization. b) Always acts to seek financial well-being. c) Focuses on the well-being of a particular stakeholder. d) Strives to enhance multiple forms of well-being for multiple stakeholders.

Answer: d Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Analytic skills Bloom‘s: Knowledge

20. With conventional OB, management is ethically obligated to _____. a) Take care of economic as well as social goals b) All the stakeholders c) The organization‘s owners d) Care for the natural environment Answer: c Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

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21. Triumph Chemicals Inc. is a company producing a variety of chemical compounds. The company shows little concern toward the environmental hazards caused by the byproducts of its manufacturing processes. It releases toxic chemicals into the nearby lake to avoid the costs involved in setting up a treatment facility. Which of the following does the company adopt for managing the environment? a) Market approach b) Obstructionist stance c) Defensive strategy d) Stakeholder approach Answer: b Difficulty: Hard Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

22. Which of the following statements is true of the obstructionist stance? a) Organizational members do only as much as is legally required and may even try to use the law to their own advantage. b) Organizational members show concern for environmental concerns in response to demands or opportunities in the marketplace. c) Organizational members acknowledge the need to make ecological choices that are reasonable in the eyes of society. d) Organizational members do as little as possible to address environmental problems.

Answer: d Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

23. An organization adopting an obstructionist stance would: Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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a) Show environmental concern based on market demands. b) Do only what is legally required of them. c) Focus on narrowly defined economic priorities. d) Address the concerns of various stakeholder groups.

Answer: c Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

24. With a(n) _____, organizational members do only as much as is legally required and may even try to use the law to their own advantage. a) Market approach b) Obstructionist stance c) Defensive strategy d) Stakeholder approach Answer: c Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

25. Which of the following scenarios is an example of a defensive approach? a) A retail store collaborates with its suppliers to promote eco-friendly products. b) A chemical plant meets the minimum safety requirements dictated by legislations. c) A metal processing industry deposits all the scrap metal on a nearby empty land. d) A restaurant uses degradable food packaging on the insistence of its customers.

Answer: b

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Difficulty: Hard Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

26. Daily Fresh is a store selling food products. The results of a customer survey showed that most people preferred organically grown food products. Hence, the store started to look for suppliers specializing in organic food products. In this scenario, Daily Fresh is adopting a _____ toward managing the environment. a) Market approach b) Obstructionist stance c) Defensive strategy d) Stakeholder approach Answer: a Difficulty: Hard Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

27. The _____ goes beyond the market approach and responds to the environmental concerns of various stakeholder groups, including customers, the local community, business partners, and special-interest groups. a) Ethnocentric approach b) Obstructionist stance c) Defensive strategy d) Accommodation approach Answer: d Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

28. Which of the following approaches is exhibited by an organization going out of its way to learn about the needs of different stakeholder groups? a) Proactive approach b) Obstructionist stance c) Defensive strategy d) Ethnocentric approach Answer: a Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

29. Which of the following statements is true of the accommodation approach? a) Organizational members do only as much as is legally required and may even try to use the law to their own advantage. b) Organizational members show concern for environmental concerns in response to demands or opportunities in the marketplace. c) Organizational members acknowledge the need to make ecological choices that are reasonable in the eyes of society. d) Organizational members taking this approach do as little as possible to address environmental problems.

Answer: c Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

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30. Which of the following statements represents the actions of a firm adopting the market approach? a) Organizational members do only as much as is legally required and may even try to use the law to their own advantage. b) Organizational members show concern for environmental concerns in response to demands of customers. c) Organizational members acknowledge the need to make ecological choices that are reasonable in the eyes of society. d) Organizational members taking this approach do as little as possible to address environmental problems.

Answer: b Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

31. Which of the following scenarios is an example of a market approach by organizations? a) A retail store collaborates with its suppliers to promote eco-friendly products. b) A chemical plant meets the minimum safety requirements dictated by legislations. c) A metal processing industry deposits all the scrap metal on a nearby empty land. d) A restaurant using biodegradable food packaging on the insistence of its customers.

Answer: d Difficulty: Hard Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

32. Which of the following scenarios is an example of an accommodation approach? a) A retail store collaborates with its suppliers to promote eco-friendly products.

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b) A chemical plant meets the minimum safety requirements dictated by legislations. c) A metal processing industry deposits all the scrap metal on a nearby empty land. d) A restaurant using biodegradable food packaging on the insistence of its customers.

Answer: a Difficulty: Hard Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

33. Which of the following scenarios is an example of a proactive approach? a) A paint company allocates funds for research on eco-friendly paints to promote environmental well-being. b) A chemical plant meets the minimum safety requirements dictated by legislations. c) A metal processing industry deposits all the scrap metal on a nearby empty land. d) A restaurant using biodegradable food packaging on the insistence of its customers who are willing to pay an extra amount.

Answer: a Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

34. Which of the following statements is true of sustainable development? a) It has little concern about the environment. b) It addresses the concerns of the future generations. c) It only implements practices required by law. d) It is limited to environmental concerns highlighted by a section of the public.

Answer: b

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Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Analytic skills Bloom‘s: Knowledge

35. Jupiter Energy Solutions Inc. aims to reduce the usage of conventional sources of energy by developing technologies for effective harnessing of wind and solar energy. The company‘s aim is to contribute to the conservation of resources for the future generation. Which strategy for environmental management has the company adopted? a) Sustainable development b) Obstructionist stance c) Defensive strategy d) Ethnocentric approach Answer: a Difficulty: Hard Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

36. Nebulia is a country rich in the production of tropical fruits. It is dependent on Helmsford, its neighbour, for food grains and spices, while Helmsford imports fruits from Nebulia. Which of the following terms best describes the interdependence between these two countries? a) Sustainable development b) Specialization c) Globalization d) Ethnocentrism Answer: c Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Multicultural and diversity understanding Bloom‘s: Application

37. Which of the following approaches are used by organizations that adopt sustainable OB when working in other cultures? a) Corporate social responsibility b) Egalicentrism c) Polycentrism d) Sustainable development Answer: c Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

38. Which of the following approaches is used by conventional OB when working in other cultures? a) Materialism b) Egalicentrism c) Polycentrism d) Geographic Answer: c Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

39. Which of the following statements defines ethnocentrism? a) It assumes organizational members in a host country know the best way to manage an organization in their country. b) It is the belief that your own country offers the best way to manage in a foreign country.

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c) It is characterized by two-way, give-and-take communication that fosters mutual understanding and community. d) It believes in adopting the policies of the host country.

Answer: b Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

40. Which of the following statements best describes egalicentrism? a) It assumes organizational members in a host country know the best way to manage an organization in their country. b) It is the belief that your own country offers the best way to manage in a foreign country. c) It is characterized by two-way, give-and-take communication that fosters mutual understanding and community. d) It believes in adopting the policies of the host country.

Answer: c Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

41. Which of the following statements is a characteristic of polycentrism? a) It is the belief that the best way to maximize a firms‘ profits is to adapt to the practices found in foreign countries. b) It is the belief that your own country offers the best way to manage in a foreign country. c) It is characterized by two-way, give-and-take communication that fosters mutual understanding and community. d) It is a means of developing new practices than a process of picking and choosing the ―best of‖ existing practices from around the world.

Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

42. Which of the following statements is an important feature of egalicentrism? a) It is the belief that the best way to maximize a firms‘ profits is to adapt to the practices found in foreign countries. b) It emphasizes the importance of understanding the differences among cultures and learning from each other. c) It emphasizes the fact that an organization‘s home country is more advanced and developed than a foreign country. d) It is the belief that your own country offers the best way to manage in a foreign country.

Answer: b Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

43. White Pharmaceuticals Inc. is a multinational firm with a number of branches across the world.

When working in countries with different cultures, it focuses on mutual coordination and an understanding of the differences in cultures. Which of the following approaches has the company adopted? a) Ethnocentrism b) Imperialism c) Egalicentrism d) Polycentrism Answer: c Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Multicultural and diversity understanding Bloom‘s: Application

44. Best Foods Inc. is a multinational company. It believes that the practices followed in its home country are the most appropriate ones to follow in foreign countries. Which of the following describes the company‘s approaches in dealing with multiple cultures? a) Ethnocentrism b) Imperialism c) Egalicentrism d) Polycentrism Answer: a Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

45. Orchid Paints Inc. is a multinational company. It recently opened a branch in Maldovia. The company has decided to adopt the business strategies followed in Maldovia to maximize its profits.

Which of the following approaches has the company adopted for working with diverse cultures? a) Ethnocentrism b) Imperialism c) Egalicentrism d) Polycentrism Answer: d Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

46. Ruby Industries Inc. is a company high on individualism. Hence, it would: a) Emphasize that its policies are the best for operating in different cultures.

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b) Show least concern for the environmental implications of its activities. c) Use a piece-rate system to increase workers‘ productivity. d) Reward workers based on their tenure in the company.

Answer: c Level of Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

47. Which of the following statements is true of organizations in an individualistic culture? a) It emphasizes the importance of the well-being of the society. b) Employees are motivated by opportunities for personal gains. c) Loyalty to the group is higher. d) Pay increase is based on the tenure of a person in an organization.

Answer: b Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

48. _____ is the dimension of national culture that lays emphasis on conformity and stability. a) Uncertainty avoidance b) Power distance c) Challenging authority d) Quality of life Answer: a Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

49. Angela is brought up in a society that adopts a collectivist culture. Which of the following characteristics is she most likely to have? a) Emphasis on opportunities for personal gain b) Emphasis on friends and extended family c) Emphasis on the present and immediate gratification d) Emphasis on inequality and respect for authority Answer: b Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

50. Which of the following is characteristic of cultures emphasizing materialism? a) Placing a high value on assertiveness b) Placing a high value on cooperation c) Interest in aesthetic and spiritual concerns d) Emphasis on personal relationships Answer: a Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

51. Simon is highly motivated to work toward achieving a higher position and a wealthy lifestyle.

According to Hofstede, which dimension of national culture is seen in this example? a) Uncertainty avoidance b) Materialism c) Ethnocentrism d) Power distance Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: b Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

52. Which of the following is a characteristic of culture that emphasizes quality of life? a) Placing a high value on assertiveness b) Placing a high value on individual self-interests c) Interest in aesthetic and spiritual concerns d) Emphasis on high paying jobs Answer: c Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

53. Ryan grows up in a society that gives importance to the quality of life. Hence, Ryan would: a) Place a high value on assertiveness. b) Place a high value on individual self-interests. c) Give more importance to personal relationships. d) Focus on extrinsic rewards.

Answer: c Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

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54. People in a low power distance culture tend to: a) Expect managers to make decisions. b) Prefer predictable rules and regulations without ambiguities. c) Show hesitation in voicing disagreements. d) Challenge authority and participate in decision making.

Answer: d Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

55. Which of the following scenarios illustrates the concept of high power distance in cultures? a) Sam prefers to work cooperatively with his boss in setting his own targets. b) Patricia is hesitant to question her manager‘s decisions. c) Albert likes a phone and immediately buys it on credit. d) Syeda participates in making decisions along with her work team.

Answer: b Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

56. Which of the following scenarios illustrates the concept of low power distance in cultures? a) Sam prefers to work with a set of defined rules and regulations. b) Patricia is hesitant to question her manager‘s decisions. c) Albert likes a phone and immediately buys it on credit. d) Syeda participates in making decisions along with her work team.

Answer: d Difficulty: Hard Learning Objective: Discuss the influence of globalization on organizational behaviour.

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Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

57. Which of the following scenarios illustrates the concept of time orientation in cultures? a) Sam prefers to work with a set of defined rules and regulations. b) Patricia is hesitant to question her manager‘s decisions. c) Albert likes a phone and immediately buys it on credit. d) Syeda expects her manager to make all important decisions.

Answer: c Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

58. Which of the following statements is true of cultures with high uncertainty avoidance? a) They prefer predictable rules and regulations to ambiguity and risk. b) Managers expect members to be relatively adaptable and willing to try new things. c) It is considered entirely appropriate that power is distributed unevenly throughout society. d) Members tend to prefer immediate rewards to delayed gratification.

Answer: a Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

59. Which of the following scenarios illustrates the concept of high uncertainty avoidance in cultures? a) Sam prefers to work with a set of defined rules and regulations. b) Patricia is hesitant to question her manager‘s decisions. c) Albert likes a phone and immediately buys it on credit.

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d) Syeda expects her manager to make all important decisions.

Answer: a Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

60. Which of the following scenarios illustrates the concept of low uncertainty avoidance in cultures? a) Sam prefers to work with a set of defined rules and regulations. b) Patricia is hesitant to question her manager‘s decisions. c) Cindy likes to bring innovative ideas to her work as a design engineer. d) Syeda expects her manager to make all important decisions.

Answer: c Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Application

61. Which of the following statements is true of a culture with low uncertainty avoidance? a) People prefer predictable rules and regulations to ambiguity and risk. b) Managers expect members to be relatively adaptable and willing to try new things. c) People prefer to make only small improvements to the ―tried-and-true‖ traditions. d) Managers should expect members to respond well to stable and predictable structures and systems.

Answer: b Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

62. What is the focus of scientific management? a) Engendering and maintaining societal well-being b) Organizing and analyzing corporate stakeholders c) Forming and enhancing organizational self-interest d) Analyzing and improving work process efficiency Answer: d Difficulty: Medium Learning Objective: Discuss the history of organizational behavior.

Section Reference: 2.1 Brief History of OB AACSB: Analytic skills Bloom‘s: Comprehension

63. A theory of organizational behaviour that emphasizes subconscious and informal beliefs that inform organization life is known as a) Institutionalization. b) Societal well-being. c) Bureaucratic organization. d) Conventional well-being.

Answer: a Difficulty: Medium Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Reflective thinking skills Bloom‘s: Comprehension

64. In organizational behavior research, what is the relationship between a dependent and an independent variable? a) An independent variable has minor influence on a dependent variable. b) A dependent variable influences an independent variable. c) An independent variable must be segregated in order to have any impact on a dependent variable. d) A dependent variable is influenced by an independent variable.

Answer: d Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Analytic skills Bloom‘s: Analysis

65. While both conventional and sustainable organizational behaviour practices employ standard scientific method norms, their focus is different. What is this primary difference in focus? a) While conventional research welcomes research that might require qualitative, unconventional methods, sustainable research focuses on data that requires objective observation. b) While conventional research broadly defines data as empirical, sustainable research welcomes a quantifiable and prolonged approach to research methods. c) While conventional research focuses on data that can be objectively and quantifiably observed, sustainable research welcomes research that might require qualitative, creative methods. d) While conventional research focuses on qualitative and creative methods, sustainable research welcomes differing perspectives on how to manage complex problems.

Answer: c Difficulty: Medium Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Analytic skills Bloom‘s: Analysis

66. Sustainable organizational behaviour toward stakeholders is more likely to a) Emphasize the upcoming third-quarter profits. b) Highlight the value of serving others. c) Stress the importance of collective hard work. d) Emphasize the role of corporate governance.

Answer: b Difficulty: Medium Learning Objective: Describe stakeholder relationships and management's responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis

67. Why have organizations become increasingly sensitive to the natural environment?

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a) The natural environment provides organizational necessities such as raw materials, minerals, water, and air. b) The natural environment allows corporations to dispose of their waste in expedient manners. c) The natural environment provides many recreational opportunities for board members and key managers. d) The natural environment permits organizations to write off numerous tax obligations.

Answer: a Difficulty: Medium Learning Objective: Describe stakeholder relationships and management's responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis

68. What are the differences between legal and market approaches toward the management of the natural environment? a) The legal approach seeks loopholes in requirements, while the market approach is solely focused on economic priorities. b) The legal approach only focuses on economic priorities, while the market approach seeks to respond to stakeholder concerns. c) The legal approach only entails what the law minimally requires, whereas the market approach looks to maximize ever-changing market opportunities. d) The legal approach looks only to meet minimal legislative requirements, whereas the market approach proactively enhances the environment.

Answer: c Difficulty: Medium Learning Objective: Describe stakeholder relationships and management's responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis

69. How does conventional organizational behaviour toward working with other cultures differ from that of sustainable organizational behaviour? a) While a conventional approach might assume that your own country offers the best way to manage in a foreign nation or that the host country knows best how to manage its organization, a sustainable approach recognizes cross-cultural opportunities to learn from each other. b) While a conventional approach recognizes cross-cultural relationships and opportunities to learn from each other, a sustainable approach believes that the foreign organization knows how to best manage its employees.

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c) While a conventional approach emphasizes opportunities to learn from each other—thereby growing economically—a sustainable approach believes the host nation should learn from outside sources. d) While a conventional approach assumes the host country knows best how to manage its organization to pursue economic success, a sustainable approach recognizes the need for outside inputs to increase multicultural diversity.

Answer: a Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Analysis

70. What are the key characteristics of a national culture? a) Individual choices, ideas, interests, and aptitudes b) Unique skills, thoughts, characteristics, and inclinations c) Common skills, aptitudes, characteristics, and personality traits d) Shared knowledge, beliefs, values, and general patterns of behaviour Answer: d Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Comprehension

71. What is the primary difference in emphasis between a culture that is highly individualistic and one that is highly collectivistic? a) A culture that emphasizes individualism promotes individual self-interest, while a culture that stresses collectivism believes that the interests of the group are paramount. b) A culture that highlights individualism encourages material gain, while a culture that stresses collectivism promotes cooperation and relationships. c) A culture that stresses individualism believes the interests of all individuals are of key importance, while a culture that emphasizes collectivism promotes meaningful work. d) A culture that emphasizes individualism encourages family unity above all, while a culture that promotes collectivism stresses workplace camaraderie.

Answer: a Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

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Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Analysis

Fill In The Blanks

72. _____ focuses on analyzing and improving the efficiency of work processes.

Answer: Scientific management Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Communication abilities Bloom‘s: Knowledge

73. _____ has occurred when organizational practices or rules are accepted and perpetuated without regard to rationality.

Answer: Institutionalization Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Communication abilities Bloom‘s: Knowledge

74. A(n) _____ is any group within or outside the organization that is directly affected by the organization and has an interest in its performance.

Answer: stakeholder Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Communication abilities Bloom‘s: Knowledge

75. _____ is the obligation of organizations to act in ways that protect and improve the welfare of multiple stakeholders.

Answer: Corporate social responsibility Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Communication abilities Bloom‘s: Knowledge

76. The _____ is composed of all living and nonliving things that have not been created by human technology or human activity.

Answer: natural environment Level of Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Communication abilities Bloomcode: Knowledge

77. _____ is the type of development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

Answer: Sustainable development Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Communication abilities Bloom‘s: Knowledge

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78. _____ refers to the increased interdependence and integration among people and organizations around the world.

Answer: Globalization Level of Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Communication abilities Bloomcode: Knowledge

79. A(n) _____ is often defined as an organization that receives more than 25 percent of its total sales revenue from outside its home country.

Answer: multinational company Level of Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Communication abilities Bloomcode: Knowledge

80. _____ is an assumption that members in a host country know the best way to manage an organization in their country.

Answer: Polycentrism Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Communication abilities Bloom‘s: Knowledge 81. _____ includes shared values, beliefs, knowledge, and general patterns of behaviour that characterize a country‘s citizens.

Answer: National culture Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Communication abilities Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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82. Max Weber described how the scientific management approach contributed to the rise of the ______________________.

Answer: bureaucratic organization Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Reflective thinking skills Bloom‘s: Knowledge

83. Follett viewed organizations as __________________ in which managers and workers work in harmony, neither dominates the other, and each has the freedom to discuss and resolve differences and conflicts.

Answer: communities Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Reflective thinking skills Bloom‘s: Knowledge

84. Conventional and sustainable OB researchers follow ___________ norms of scientific methods and rigour, but there are some different tendencies within each stream.

Answer: similar Difficulty: Easy Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Reflective thinking skills Bloom‘s: Knowledge

85. A number of studies have investigated the relationship of pay (independent variable) with ________________ as the dependent variable. Across a range of studies, the findings indicate that these variables are only slightly related.

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Answer: job satisfaction Difficulty: Easy Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Reflective thinking skills Bloom‘s: Knowledge

86. A sustainable approach recognizes organization-specific responsibilities but does not always act to _______________ financial well-being.

Answer: maximize Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Reflective thinking skills Bloom‘s: Knowledge

87. _______________OB is based on the belief that with the considerable power organizations have to affect other stakeholders, there also is considerable responsibility to these stakeholders.

Answer: Sustainable Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Reflective thinking skills Bloom‘s: Knowledge

88. Sustainable OB is more likely to emphasize that _______________ provides a sense of purpose for members.

Answer: serving others Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Reflective thinking skills Bloom‘s: Knowledge

89. Organizational members with a polycentric orientation believe the best way to maximize their firms‘ profits is to adapt to the practices found in _________________.

Answer: foreign countries Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

90. Egalicentrism is more a means of developing _______________ than a process of picking and choosing the ―best of‖ existing practices from around the world.

Answer: new practices Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

91. In countries with high levels of __________________, effective ways to increase workers‘ productivity may include using piece-rate systems and basing promotions and salary on workers‘ individual performance, rather than on the length of time they have worked in an organization.

Answer: individualism Difficulty: Easy Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge Short Answer Questions

92. Briefly describe the contributions of Mary Parker Follet toward management.

Answer: Follett argued that authority should not always go to the person who formally holds the position of manager, but rather that power is fluid and should flow to the worker whose knowledge and experience makes him or her best able to serve the company at any given time. Follett viewed organizations as ―communities‖ in which managers and workers work in harmony, neither dominates the other, and each has the freedom to discuss and resolve differences and conflicts.

Follett was far ahead of her time and drew from sociology and psychology to promote a human rather than a mechanistic approach to organizational behaviour (OB).

Difficulty: Easy Learning Objective: Discuss the history of organizational behaviour.

Section Reference: 2.1 Brief History of OB AACSB: Communication abilities Bloom‘s: Knowledge

93. Explain the basic process of organizational behaviour (OB) research.

Answer: OB research generally adheres to the following basic process. It starts with a question, expressed in terms of a theory (a collection of assertions explaining what is likely to cause behaviour and why), and the development of hypotheses that are specific predictions about the relationships between the variables of interest. These hypotheses are then tested in the context of organizations or in behavioural laboratories, which yield information and data that are analyzed to draw conclusions. In turn, these conclusions are confirmed or disconfirmed by additional studies.

Difficulty: Medium Learning Objective: Recognize organizational behaviour as a science.

Section Reference: 2.2 OB as a Science AACSB: Communication abilities Bloom‘s: Knowledge

94. Explain the concept of the stakeholder approach.

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Answer: The accommodation or stakeholder approach goes beyond the market approach and responds to the environmental concerns of various stakeholder groups, including customers, the local community, business partners, and special-interest groups. Organizational members acknowledge the need to be socially responsible as well as the desire to make ecological choices that are reasonable in the eyes of society. They may agree to participate in specific programs they believe are worthy of support.

Difficulty: Medium Learning Objective: Describe stakeholder relationships and management‘s responsibilities to stakeholders.

Section Reference: 2.3 Stakeholder Relationships AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

95. What are the salient features of an egalicentric approach?

Answer: Egalicentrism recognizes that a key opportunity of cross-cultural relationships is the ability to learn from one another. It is characterized by a give-and-take communication that fosters deeper mutual understanding, community, and new insights. Egalicentrism is more a means of developing new practices than a process of picking and choosing the ―best of‖ existing practices from around the world. Even so, a sustainable approach does not discount the impact of culture in shaping how people behave and respond to each other. The emphasis is not on arguing about which culture is best, but on understanding the differences among them and learning how to interact with each other to accomplish shared interests.

Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

96. Explain uncertainty avoidance.

Answer: Cultures with high uncertainty avoidance scores prefer predictable rules and regulations to ambiguity and risk. When working in these countries, managers should expect members to respond well to stable and predictable structures and systems, to have a heightened appreciation for conformity, and to become anxious when routines are disrupted. By comparison, in cultures characterized by low uncertainty avoidance, members are more likely to value and to be comfortable with risk taking and innovativeness. Managers expect members to be relatively Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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adaptable and willing to try new things. Organizations in countries with low uncertainty avoidance are likely to reinforce risk taking by recognizing and rewarding members who take reasonable chances that result in benefits for the organization.

Difficulty: Medium Learning Objective: Discuss the influence of globalization on organizational behaviour.

Section Reference: 2.4 Global Environment AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 3 Shuffle: No Question type: Multiple Choice

1. The positive potential of diversity is typically reflected in theories about _____. a) social categorization b) social identity c) information processing d) cognitive dissonance Answer: a Difficulty: Easy Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Multicultural and diversity understanding Bloom‘s: Comprehension

2. _____ groups are encouraged by organizations so that minorities can draw support from them. a) Diversity b) Affinity c) Glass ceiling d) Focus Answer: b Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

3. Which of the following is true of valuing diversity? a) It maximizes the negative effects of our natural tendency to categorize people based on their characteristics. b) It typically occurs naturally in most work environments. c) It is more likely to lead to stereotyping of people in order to see them as one whole similar unit. d) It minimizes the possibility of forming biased judgments.

Answer: d Difficulty: Medium Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Multicultural and diversity understanding Bloom‘s: Comprehension

4. According to conventional organizational behaviour, which of the following is true of diversity and surface characteristics? a) They can provide the basis for connections and synergies. b) They offer potential benefits for organizations that should be maximized. c) They focus on affirming the uniqueness of individuals by emphasizing differences. d) They tend to offer a perfect balance between honouring community and valuing uniqueness.

Answer: b Difficulty: Medium Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Multicultural and diversity understanding Bloom‘s: Comprehension

5. In the context of diversity, which of the following is a difference between conventional and sustainable organizational behaviour?

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a) Conventional organizational behaviour balances uniqueness with honouring community, while sustainable organizational behaviour focuses on de-emphasizing differences. b) Conventional organizational behaviour typically looks beyond individuals‘ surface characteristics to discover internal attributes, while sustainable organizational behaviour is less likely to treat diversity as an inherent characteristic of true community. c) Conventional organizational behaviour believes in embracing differences as part of a group, while sustainable organizational behaviour focuses on members as individuals apart from a group. d) Conventional organizational behaviour recognizes the value of diversity in contributing to organizational goals, while sustainable organizational behaviour is more likely to celebrate diversity and emphasize uniqueness.

Answer: d Difficulty: Medium Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Multicultural and diversity understanding Bloom‘s: Comprehension

6. Which of the following is a characteristic trait of sustainable organizational behaviour? a) practicing inclusiveness b) defending one‘s neighborhood c) valuing community over uniqueness d) reinforcing categories instead of breaking them down Answer: a Difficulty: Medium Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Multicultural and diversity understanding Bloom‘s: Knowledge

7. Which of the following is true of abilities? a) They tend to be similar to skills and can be learned. b) They are usually acquired and are less inherent in nature. c) They are usually unstable traits that become evident later in life. d) They tend to be significant predictors of important life outcomes.

Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

8. Identify the correct statement about higher cognitive abilities. a) They are more visible than physical abilities. b) They are linked to lower counterproductive behaviours. c) They are weak predictors of job performance. d) They are generally less important than physical abilities in organizations.

Answer: b Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

9. _____ refers to the unique and relatively stable pattern of behaviours, thoughts, and emotions shown by individuals. a) Personality b) Attribution c) Behaviourism d) Ability Answer: a Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

10. Which of the following is true of people with a Machiavellian personality type?

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a) They typically perform poorly on the job. b) They believe in co-existence with co-workers. c) They avoid manipulating others to seek accomplishments. d) They have potentially harmful unrealistic expectations about others.

Answer: a Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

11. Which of the following is true of individuals with a positive affect? a) They are characterized by a neurotic personality. b) They generally tend to be enthused. c) They are characterized by features that are related to introversion. d) They are characterized with a state of being anxious.

Answer: b Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

12. Rex is an achievement-oriented individual. His firm always uses him during time crunches, as he is one of the most dependable members of his team. He sets goals that lead him to demonstrate high levels of performance. In this scenario, which of the following Big Five personality traits does Rex exhibit? a) Extraversion b) Neuroticism c) Hedonism d) Conscientiousness Answer: d Difficulty: Medium

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Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Reflective thinking skills Bloom‘s: Application

13. Which of the following best defines organizational citizenship behaviour? a) It refers to exhibiting behaviours of nationalism in the workplace that result in the formation of affinity groups. b) It refers to work behaviour that goes beyond job expectations to help others or aid the organization. c) It refers to the modifying organizational rules and norms to fit one‘s beliefs and expectations. d) It refers to a form of workplace deviance that seeks to correct perceived injustices.

Answer: b Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

14. Which of the following is true of the personality trait of openness to experience? a) It generally cannot contribute by itself to high performance in most jobs. b) It is primarily responsible for creating a negative attitude toward diversity. c) It is undervalued because it creates divisive subgroups. d) It always leads to stereotyping.

Answer: a Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

15. Among the Big Five personality traits, which of the following is typically associated with an individual being good-natured and trustful?

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a) Conscientiousness b) Emotional stability c) Agreeableness d) Extraversion Answer: c Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension

16. According to conventional organizational behaviour, which of the following is true of abilities and personality traits? a) They are poor indicators of individual job productivity. b) They are less likely to predict an individual‘s behaviour. c) They can be useful only in addressing larger and broader organizational needs rather than individual goals. d) They can be helpful in explaining performance in individual jobs.

Answer: d Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension

17. Which of the following is identified as the most critical factor in helping a team bond and reducing conflict? a) Agreeableness b) Hedonism c) Conscientiousness d) Extraversion Answer: a Difficulty: Easy

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Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Communication abilities Bloom‘s: Knowledge

18. Which of the following corresponds to a conventional application of the Big Five personality trait of extraversion? a) agreeing with top-down rules of management b) distancing oneself from group work c) being assertive and initiating action d) being inconsiderate in working with a diversity of people Answer: c Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension

19. Which of the following is a sustainable application of the Big Five personality trait of conscientiousness? a) agreeing with the management on all terms b) helping others beyond what is required c) manipulating others to seek individual accomplishments d) adapting to change and profitable innovation Answer: b Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension

20. Which of the following corresponds to a sustainable application of the Big Five personality trait of emotional stability?

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a) engaging customers and initiating actions to exert status b) contributing to productivity exclusively across individual tasks c) adapting to change and seeking innovation for self-enhancement d) being calm and considerate in working with a diversity of people Answer: d Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality Learning Objective: Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension

21. Tina is a broad-minded project manager who is always open to fresh perspectives. She believes in incorporating sustainable workplace practices. Being a firm believer in being open to new experiences and in sustainable organizational behaviour, Tina should typically _____. a) manipulate her individual ideas to suit her team‘s needs b) learn from diverse stakeholders and promote creativity c) develop mutual trust with co-workers through hedonistic principles d) be extremely assertive and initiate autonomy Answer: b Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Reflective thinking skills Bloom‘s: Application 22. Which of the following is a personality inventory based on Carl Jung‘s work on psychological types? a) Myers–Briggs Type Indicator b) David W. Keirsey Temperament Sorter c) Riso–Hudson Enneagram Type Indicator d) Macdonald Triad Answer: a Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

23. Which of the following is true of the Myers-Briggs Type Indicator? a) It is more evaluative in terms of ‗good‘ and ‗bad‘ in comparison to the Big Five personality traits. b) It is more focused on description and understanding. c) It is devised to make insights of type theory less accessible. d) It is obsolete and less user-friendly as it does not provide a personality inventory.

Answer: b Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

24. Which of the following Myers-Briggs dimensions corresponds to the Big Five trait of agreeableness? a) Extraversion-Introversion b) Judging-Perceiving c) Feeling-Thinking d) Intuiting-Sensing Answer: c Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s:Comprehension

25. Which of the following Myers-Briggs dimensions corresponds to the Big Five trait of openness to experience?

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a) Extraversion-Introversion b) Judging-Perceiving c) Feeling-Thinking d) Intuiting-Sensing Answer: d Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension

26. Which of the following Myers-Briggs dimensions corresponds to the Big Five trait of conscientiousness? a) Extraversion-Introversion b) Judging-Perceiving c) Feeling-Thinking d) Intuiting-Sensing Answer: b Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension 27. _____ is a broad trait that integrates an individual‘s sense of self-esteem, generalized selfefficacy, emotional stability, and locus of control. a) Five-Factor assessment b) Positive/Negative affectivity c) Core self-evaluation d) Peripheral self-introspection Answer: c Difficulty: Easy Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

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Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Knowledge

28. Which of the following best defines locus of control? a) It refers to an individual‘s consistent belief about the sources of success and failure. b) It refers to an individual‘s self-introspection of his abilities. c) It refers to an individual‘s inherent bias toward people with specific personality traits. d) It refers to an individual‘s motivational levels irrespective of the existing circumstances.

Answer: a Difficulty: Easy Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Comprehension

29. Which of the following is true of individuals with an external locus of control? a) They are more likely to be self-starters. b) They exhibit a personal responsibility to improve. c) They are more likely to demonstrate determination. d) They attribute life outcomes to forces beyond their command.

Answer: d Difficulty: Medium Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Comprehension

30. Which of the following components of a core self-evaluation is relatively stable after an individual‘s childhood? a) generalized self-efficacy b) self-esteem c) emotional stability d) locus of control Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: b Difficulty: Medium Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Comprehension

31. Which of the following is true of a high level of self-efficacy? a) It negatively relates to an individual‘s performance at work. b) It is more important than general mental ability. c) It cannot be further increased by coaching and training. d) It is less important than conscientiousness and work experience.

Answer: d Difficulty: Medium Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Comprehension

32. Which of the following best defines generalized self-efficacy? a) It refers to an individual‘s overestimation of positive traits and an underestimation of his or her inabilities, relative to other individuals. b) It refers to a person‘s inability to complete a task or perform a job successfully. c) It refers to a person‘s belief in his or her ability to cope with and perform in a variety of situations. d) It refers to an individual‘s belief that he or she is way superior to other individuals owing to his or her perceived social and cultural differences.

Answer: c Difficulty: Easy Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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33. Vivian undertakes a core self-evaluation that assesses her personality traits effectively. Her results indicate high levels of generalized self-efficacy. This indicates that Vivian is more likely to: a) exert less effort in completing a task b) persist in the face of difficulties c) set unrealistic goals d) manipulate others‘ behaviours instead of adapting to circumstances Answer: b Difficulty: Hard Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Reflective thinking skills Bloom‘s: Application

34. The relationship between strong core self-evaluations and positive work behaviour is stronger when individuals: a) are sensitive to the concerns of others b) are entirely focused on themselves c) focus on evaluations of self as apart from a group d) prefer to be directed by others rather than assuming individual responsibility Answer: a Difficulty: Easy Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Comprehension

35. From a sustainable perspective, which of the following is true of core self-evaluations and evaluations of a group? a) They indicate that people with low core self-evaluations seldom prosper in specific contexts. b) They are more likely to effectively influence individual behaviour. c) They indicate that individuals with a less-than-ideal childhood begin to see themselves more negatively over time. d) They emphasize the need to focus on evaluations of self as distinct from that of a group.

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Answer: b Difficulty: Medium Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Synthesis 36. _____ are a set of personal tenets that guide a person‘s actions in evaluating and adapting to his or her world. a) Abilities b) Skills c) Assets d) Values Answer: d Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

37. With regard to beliefs about the human nature of workers, which of the following is true of Theory X managers? a) They are inherently lazy. b) They avoid working hard unless forced to do so. c) They design structures and systems that will ensure people work hard. d) They adopt a relatively humanistic approach to management practice.

Answer: c Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Comprehension

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38. Which of the following is true of the McGregor's Theory Y of the human nature of workers? a) It reflects the ―classical‖ approach to management. b) Under this theory, workers are seen as sets of hired ―hands.‖ c) Under this theory, managers are not merely seen as ―brains‖ of an organization. d) It is based on the assumption that workers prefer to be directed rather than shouldering responsibility.

Answer: c Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Comprehension 39. Which of the following is true of William Ouchi‘s Theory Z of human nature of workers? a) It states that people tend to dislike being members of a group and would much rather prefer individual tasks. b) It emphasizes the belief that people work most productively in stable groups. c) It is associated with management practices for short-term employment rather than long-term employment. d) It discourages the idea of investing on training of workers.

Answer: b Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

40. In terms of values and beliefs, which of the following is true of sustainable organizational behaviour? a) It suggests that members of an organization are motivated only to contribute to the material output of the organization rather than its spiritual nature. b) It is less likely to favour positive beliefs about human nature in the future. c) It is likely to embrace the potential for change in other members of an organization. d) It supports McGregor‘s Theory X of human nature of workers.

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Answer: c Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Synthesis 41. According to Milton Rokeach‘s classification of values, which of the following values relates to desirable ends? a) Rhetoric values b) Instrumental values c) Aesthetic values d) Terminal values Answer: d Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

42. Which of the following is a difference between terminal values and instrumental values? b) Terminal values are related to desirable ends, while instrumental values are desirable means to achieve the ends. b) Terminal values are specific to how a person goes about living, while instrumental values particularly refer to what a person values achieving in life. c) Terminal values include outcomes related to love and charity, while instrumental values include individual status and power. d) Terminal values are preferred modes of behaviour, while instrumental values are preferred ways of existence.

Answer: a Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Analysis

43. Which of the following is an example of an instrumental value? a) Health b) Peace c) Charity d) Wealth Answer: c Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

44. Which of the following is true of instrumental values? a) They relate to desirable ends. b) They correspond to what a person values achieving in life. c) They are undesirable means to achieve end states. d) They correspond to the way a person goes about living.

Answer: d Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

45. Which of the following is an example of an instrumental value emphasized in sustainable organizational behaviour? a) Individual well-being b) Individual status c) Experimentation d) Power

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Answer: c Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Synthesis

46. Which of the following best defines the value hedonism? a) It refers to the practice of living in accordance with established norms. b) It refers to the act of pursuing self-gratification and pleasure. c) It pertains to the value of choosing autonomy over dependence. d) It pertains to the act of preserving the welfare of others.

Answer: b Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

47. _____ refers to the value of choosing autonomy in order to ensure personal independence. a) Benevolence b) Universalism c) Self-direction d) Self-transcendence Answer: c Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

48. Which of the following values refers to seeking new and challenging experiences?

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a) Conformity b) Tradition c) Stimulation d) Benevolence Answer: c Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Communication abilities Bloom‘s: Knowledge

49. Which of the following two values are similar to each other and hence along the same value continuum? a) Conformity and Hedonism b) Achievement and Benevolence c) Stimulation and Tradition d) Conformity and Benevolence Answer: d Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Analysis

50. Based on the relative emphasis on self-interest, which of the following seeks self-interest rather than others‘ interest? a) Power b) Universalism c) Benevolence d) Tradition Answer: a Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

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Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

51. Which of the following values works toward maintaining a status quo? a) Self-direction b) Security c) Hedonism d) Achievement Answer: b Difficulty: Easy Learning Objective: Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

52. Fred is a manager who believes in living in accordance with established norms and expectations set by his organization. He is a motivated individual who does not believe in pursuing self-gratification or exerting control for the sake of status. Based on these characteristics, which of the following values does Fred have? a) Power b) Self-direction c) Hedonism d) Conformity Answer: d Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Reflective thinking skills Bloom‘s: Application

53. Based on research on values and the value continuum, which of the following is true of the ten values placed along two dimensions? a) Conformity and tradition are values that are close together and situated on the opposite side of stimulation.

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b) Universalism is a value that works toward establishing self-interest and therefore on the opposite side of benevolence. c) Hedonism and achievement are conflicting values placed along opposite dimensions along the value continuum. d) Self-direction and security co-exist as similar values that fall along the same dimension of the value continuum.

Answer: a Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Synthesis

54. Wiley is an ambitious individual who believes in demonstrating competence in his workplace to achieve personal success. He constantly works toward self-gratification and seeks to pursue a value that will help him do so. Which of the following values is Wiley most likely to have? a) Tradition b) Hedonism c) Universalism d) Benevolence Answer: b Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Reflective thinking skills Bloom‘s: Application

55. Which of the following is more likely to be pursued by an individual who seeks selftranscendence? a) Power b) Hedonism c) Achievement d) Universalism Answer: d

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Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge

56. Which of the following is more likely to be pursued by an individual who values conserving the status quo in an organization? a) Conformity b) Stimulation c) Self-direction d) Self-enhancement Answer: a Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Comprehension

57. Which of the following is more likely to be pursued by an individual who values openness to change? a) Conformity b) Stimulation c) Security d) Tradition Answer: b Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Comprehension

58. From a conventional organizational behaviour perspective, which of the following is more likely to be true of beliefs and values? a) They can help promote mutual benefits and trust.

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b) They can directly help explain productivity. c) They can help influence individual behaviour. d) They can explain individual behaviours.

Answer: d Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Synthesis

59. From a sustainable organizational behaviour perspective, which of the following is more likely to be true of beliefs and values? a) They can help promote mutual benefits and trust. b) They can help in directly explaining performance in individual jobs. c) They can provide the foundation for establishing synergies. d) They can help explain productive behaviour.

Answer: a Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Synthesis

Question type: Fill in the Blank

60. An unseen barrier that blocks the advancement of a minority in organizations that are run by a visible majority is typically known as a(n) _____.

Answer: glass ceiling Difficulty: Easy Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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61. _____ typically looks beyond individuals‘ surface characteristics to discover what internal attributes might connect to needs within an organization.

Answer: Sustainable organizational behavior Difficulty: Easy Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics Learning Objective: Diversity and Surface Characteristics AACSB: Analytic skills Bloom‘s: Knowledge 62. _____ abilities refer to the characteristics of an individual‘s intellect and its functioning.

Answer: Cognitive Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge

63. _____ is an example of cognitive ability.

Answer: Reasoning Difficulty: Easy Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Comprehension

64. _____ personalities strive for achievement but can burn out themselves and others in the process.

Answer: Type A Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Analytic skills Bloom‘s: Knowledge 65. _____ refers to an individual‘s self-evaluation of worth.

Answer: Self-esteem Difficulty: Easy Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Knowledge 66. _____ refers to a person‘s belief that he or she will be able to complete a task successfully.

Answer: Self-efficacy Difficulty: Easy Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Knowledge 67. _____ refers to an assessment of a group‘s abilities and likelihood of succeeding.

Answer: Collective Efficacy Difficulty: Easy Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Analytic skills Bloom‘s: Knowledge

68. _____ states that managers assume people are inherently lazy, dislike work, and will avoid working hard unless forced to do so.

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Answer: McGregor‘s Theory X Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Knowledge 69. Based on Milton Rokeach‘s classification, participation and sustainability are _____ values.

Answer: instrumental Difficulty: Easy Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.

Section Reference: 3.4 Beliefs and Values AACSB: Communication abilities Bloom‘s: Knowledge

Question type: Short Answer Questions

70. In the context of diversity, explain how visible surface characteristics can play a role in shaping an individual‘s perceptions.

Answer: The visible surface characteristics of individuals around us can shape our initial perceptions of them. They can result in potential biases surfacing, for example, they can surface during decisions about whom to hire or promote. While many surface characteristics are qualities we are born with, like skin colour, some are chosen, such as tattoos, hairstyle and colour, and body piercings. Some research shows that the effects of internal characteristics in explaining behaviour persist and may even strengthen over time, but the effects of external or surface characteristics can diminish over time as diverse group members get to know each other.

Difficulty: Medium Learning Objective: Identify diversity and surface characteristics and their value to achieving organizational goals.

Section Reference: 3.1 Diversity and Surface Characteristics AACSB: Multicultural and diversity understanding Bloom‘s: Comprehension

71. Describe the significance of the Big Five personality trait of emotional stability in an organization.

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Answer: Emotional stability tends to be important across most jobs. A person high in emotional stability is able to remain calm and perform in stressful situations without feeling emotionally exhausted or acting inconsiderately toward others. In contrast, a person low in emotional stability (highly neurotic) is likely to be anxious, nervous, moody, and self-absorbed.

Difficulty: Medium Learning Objective: Discuss abilities and personality and their effect on achievement and performance in organizational roles.

Section Reference: 3.2 Abilities and Personality AACSB: Communication abilities Bloom‘s: Comprehension 72. Explain the outcomes of an individual‘s self-esteem in relation to his organization.

Answer: Self-esteem is an individual‘s self-evaluation of worth. Although feelings of worth can fluctuate, self-esteem as a component of core self-evaluations is relatively stable after a person‘s childhood. Individuals with low self-esteem may be motivated to prove themselves worthy or perform to make up for their sense of inadequacy, but generally the outcomes of poor self-esteem are negative for the person and the organization. In contrast, a healthy self-esteem is associated with greater enjoyment of work, job performance, and career satisfaction, and less psychological strain and motivation to work out of guilt or anxiety.

Difficulty: Medium Learning Objective: Explain what core self-evaluations are and how they help to understand organizational behaviours and attitudes.

Section Reference: 3.3 Core Self-Evaluations AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis 73. Describe the importance of Douglas McGregor‘s theories of human nature in the work of evolutionary psychology and other research fields.

Answer: Douglas McGregor‘s ideas and subsequent research points to the importance of the assumptions we make about human nature. More recently, the discussion of human nature has resurfaced in the work of evolutionary psychology, in which some scholars have ascribed to humans the characteristics of evolved mammals with purely selfish instincts. Proponents of this theory argue that selfishness explains it all, which is consistent with classic Theory X thinking.

Regardless of which side one favours, this belief and others are likely to shape how one acts toward others or manages others. In research related to an individual‘s beliefs about if people can change, studies have been able to demonstrate that if leaders believe people can change, they are more likely to make investments in developing employees and give them credit for changes in behaviour.

Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.Section Reference: 3.4 Beliefs and Values AACSB: Analytic skills Bloom‘s: Comprehension

74. Explain the importance of values in the context of organizational behaviour.

Answer: Values are particularly important in influencing which organization a person chooses to work for and whether he or she intends to stay in that organization. Also known as a value fit, it means individuals tend to be attracted to and feel comfortable in organizations that have the same values. Perceptions of value fit also come into play as recruiters make decisions about who they think might be a good fit for their organizations. People‘s values can also have a significant impact on the organizations they create and the way those organizations evolve as they grow.

Difficulty: Medium Learning Objective: Discuss beliefs and values and how they develop and guide behaviour in relationships and organizations.Section Reference: 3.4 Beliefs and Values AACSB: Communication abilities Bloom‘s: Comprehension Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 4 Shuffle: No

Multiple Choice 1. Which of the following statements best defines the term, ―Describe ethics and how organizational characteristics affect ethical behaviour.‖? a) They are attachments or bonds to people, actions, or organizations. b) They are the summary evaluations of a particular object or person. c) They are a set of principles or standards that differentiate right from wrong. d) They are the dynamic conditions of a person that are manifested in the way he or she behaves.

Answer: c Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

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2. Which of the following is a characteristic of a person at the preconventional level of moral development? a) Describe ethics and how organizational characteristics affect ethical behaviour is established through conscience and reason. b) Describe ethics and how organizational characteristics affect ethical behaviour is established by transcendent universal principles. c) Describe ethics and how organizational characteristics affect ethical behaviour is determined by self-interest. d) Describe ethics and how organizational characteristics affect ethical behaviour is determined by social norms or external factors.

Answer: c Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

3. At which level of moral development are right and wrong determined by what is rewarded and punished? a) Conventional b) Para-conventional c) Postconventional d) Preconventional Answer: D Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

4. Margaret is an employee at Virgo Corp. She is self-centred and follows the rules in order to avoid punishment. Which of the following levels of personal moral development has Margaret reached? a) Para-conventional b) Conventional Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Preconventional d) Postconventional Answer: c Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

5. Who among the following is at the preconventional level of personal moral development? a) Jonathan makes organizational decisions himself and uses his managerial position for personal benefits. b) George balances the concern for self with concern for his subordinates and the common good. c) Gary follows rules and lives up to the expectations of others. d) Lewis is guided by an internalized set of principles universally recognized as just and right.

Answer: a Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

6. Which of the following is a characteristic of a person in the preconventional stage of moral development? a) Sticking to rules to avoid physical punishment b) Maintaining order by fulfilling obligations to which one has agreed c) Following rules laid by society and close family d) Following self-chosen ethical principles even if they violate the law Answer: a Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

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7. George‘s repeated tardiness led his supervisor to cut it out of his paycheck. He was further warned that a repetition of this behaviour would lead to a larger portion of his pay being cut.

George could not afford to lose any more of his pay and decided to never be late for work again.

Which of the following levels of moral development does George exemplify in this scenario? a) Postconventional b) Conventional c) Preconventional d) Para-conventional Answer: c Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

8. Gary assesses his level of reasoning abilities and understands that he is at the conventional level of personal development. In which of the following situations does Gary typically exhibit this level of development? a) When he makes organizational decisions himself and uses his managerial position for personal benefits b) When he balances his concern for self with concern for his subordinates and the common good c) When he is guided by an internalized set of principles universally recognized as just and right d) When he follows rules and lives up to the expectations of others Answer: d Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

9. Who among the following is at the conventional level of personal moral development? a) Joseph balances the concern for self with concern for his subordinates and the common good. b) Lewis makes his decisions based on what his family and colleagues say. c) Gary follows rules and performs well to avoid punishments. d) Jonathan makes organizational decisions himself and uses his managerial position for personal benefits.

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Answer: b Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

10. Henry conforms to the expectations of good behaviour as defined by his family and friends. He believes in the norms of right and wrong set by external standards more than those set by his inner conscience. By which of the following levels of moral personal development is Henry characterized? a) Para-conventional b) Conventional c) Preconventional d) Postconventional Answer: b Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

11. While studying ethical behaviour, Tina analyzes the level of moral development that she herself exhibits. She considers herself maturing with every experience and is presently characterized by a postconventional level of moral development. Based on this level of moral development, Tina is more likely to be: a) Bound to meet the expectations of good behaviour as defined by her family and friends. b) Concerned with receiving external rewards and avoiding punishments. c) Egocentric and satisfying her immediate self-interests. d) Guided by an internalized set of principles universally recognized as just and right.

Answer: d Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Application

12. Margaret was a senior executive of Taurgo Corp. till she became a whistle-blower and reported to the authorities alleged bribery and scams committed by its management. Which of the following levels of moral development was Margaret exemplifying when she testified against her employers? a) Para-conventional b) Conventional c) Preconventional d) Postconventional Answer: d Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

13. Who among the following is at the postconventional level of personal moral development? a) Jonathan makes organizational decisions himself and uses his managerial position for personal benefits. b) Joseph balances the concern for self with concern for his subordinates and the common good. c) Gary follows rules and lives up to the expectations of others. d) Lewis makes his decisions based on what his family and colleagues say.

Answer: b Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

14. Martha works as a senior manager in a financial consulting firm. When she deals with her subordinates, she understands and guides them using her morals to differentiate between right and wrong. Which of the following levels of personal moral development has Martha reached? a) Para-conventional b) Conventional c) Preconventional d) Postconventional

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Answer: d Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application 15. Janet is a nurse at a retirement home. Contrary to the doctor‘s prescription, she reduces the dosage of a particular drug for one of the residents when she notices that the regular usage of the drug causes certain side effects. Which of the following is the level of personal moral development that Janet has reached? a) Preconventional b) Postconventional c) Conventional d) Para-conventional Answer: b Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Application

16. A moral point of view refers to: a) A framework of values we use to develop our internally consistent and logically justified principles and standards of right and wrong. b) The innate or developed capability to recognize, manage, and discuss emotions, how they determine behaviour, and their importance in an organization. in relationships. c) The uncomfortable mental state we experience if our behaviour does not fit our perceptions and their effect on information received in an organization. or deeper beliefs. d) A perspective that promotes a balance between the human and ecological concerns in all the efforts of an organization.

Answer: a Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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17. _____ considers the results of an action before determining the ethical nature of the action. a) Consequentialist theory b) Utilitarianism c) Egoism d) Virtue theory Answer: a Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge 18. _____ is a moral philosophy that holds that ethical managers strive to produce ―the greatest good for the greatest number.‖ a) Sustaincentrism b) Virtualism c) Egoism d) Utilitarianism Answer: d Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

19. Flexigen Corp. is a pharmaceutical company. It has recently released an approved drug that has minor side effects. Despite the side effects, the drug is not removed from the market as it provides significant relief to a larger number of people than those affected by the side effects. Flexigen Corp‘s action can be justified on grounds of _____. a) Sustaincentrism b) Egoism c) Utilitarianism d) Impression management Answer: c Difficulty: Hard Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis

20. The state government of Tauresia has instructed its utilities firms to schedule rolling blackouts on a daily basis. The purpose of these blackouts is to ensure that power supply is available to its neighbouring states. The government believes that although people may suffer some discomfort during these blackouts, it is in the best interests of a larger group of people. The Tauresian government‘s decision is an example of _____. a) Egoism b) Sustaincentrism c) Impression management d) Utilitarianism Answer: d Difficulty: Hard Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis 21. _____ is a moral philosophy based on what ―benefits me the most.‖ a) Utilitarianism b) Egoism c) Virtualism d) Sustaincentrism Answer: b Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

22. _____ is a perspective that promotes a balance between the human and ecological concerns in all the efforts of an organization. a) Utilitarianism Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Egocentrism c) Ethnocentrism d) Sustaincentrism Answer: d Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Comprehension

23. _____ consists of the formal and informal systems found in an organization that are aimed at influencing the ethical behaviour of organizational members. a) Ethical climate b) Ethical culture c) Perception d) Attribution Answer: b Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Comprehension

24. According to Kenneth Goodpaster, _____ is an unbalanced and excessive focus on a single purpose or goal. a) Halo effect b) Bystander apathy c) Teleopathy d) Cognitive dissonance Answer: c Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Comprehension

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25. Which of the following is true of teleopathic individuals?

A) They tend to be highly demotivated.

B) They attach themselves strongly to ethical inclinations.

C) They generally exhibit low levels of enthusiasm.

D) They are generally dedicated to the job they do.

Answer: d Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Comprehension

26. _____ is the extent to which a person thinks about and is concerned about his or her job. a) Job involvement b) Job enrichment c) Job dissatisfaction d) Job buzz Answer: a Level of Difficulty: Easy Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Knowledge

27. Which of the following is true of the ABC framework of attitudes? a) It includes attitudes pertaining to behavioural intentions. b) It is not inclusive of attitudes pertaining to what one plans to do. c) It excludes attitudes that are a reflection of cognitive thoughts. d) It includes only attitudes pertaining to what one feels at a given situation.

Answer: a Difficulty: Medium Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

28. Which of the following is true of attitudes in the context of organizational behaviour? a) They are the same as values and beliefs of an individual in purpose and function. b) They are summary evaluations of a particular object or individual. c) They are poor indicators for explaining an individual‘s job performance. d) They apply broadly to a variety of situations and are not specific.

Answer: b Difficulty: Medium Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Knowledge

29. Which of the following factors typically reflects a high degree of job satisfaction? a) Higher attrition rate b) Lesser absenteeism c) Lower employee turnover d) Decreased organizational commitment Answer: b Difficulty: Medium Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Knowledge

30. _____ are attachments or bonds to people, actions, or organizations. a) Commitments b) Perceptions c) Attributions d) Attitudes Answer: a Difficulty: Easy Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

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Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Knowledge 31. Which of the following statements is true of high organizational commitment? a) It increases work withdrawal among employees. b) It increases the rate of absenteeism in an organization. c) It increases employees‘ emotional attachment toward an organization. d) It increases the employee turnover in an organization and increases attrition rate.

Answer: c Difficulty: Medium Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Comprehension

32. _____ are the subjective interpretations we give to information and messages we receive from sensory inputs. a) Commitments b) Perceptions c) Attributions d) Attitudes Answer: b Difficulty: Easy Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Reflective thinking skills Bloom‘s: Knowledge 33. _____ are people‘s explanations of the causes of their behaviours or performance. a) Commitments b) Perceptions c) Attributions d) Attitudes Answer: c Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Reflective thinking skills Bloom‘s: Knowledge

34. Which of the following is true of impression management? a) It is less likely to be influenced by cultural differences. b) It is more likely to exclude self-promotion tactics. c) It can contribute to negative emotions toward an actor. d) It can contribute to higher performance ratings.

Answer: d Difficulty: Easy Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Reflective thinking skills Bloom‘s: Knowledge

35. Hilton is a project manager who is conducting performance reviews and employee appraisals.

While assessing Jason, one of his team members, Hilton bases Jason‘s appraisal on comparing his traits to that of a typical successful employee. He fails to consider the unique characteristics of Jason‘s situation. By which of the following perceptual errors is Hilton characterized? a) Fundamental attribution error b) Availability bias c) Representativeness d) Selective perception error Answer: c Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Reflective thinking skills Bloom‘s: Application

36. Rex believes in the importance of first impressions so much so that he finds it difficult to change it even when presented with contrary evidence. Rex‘s perceptual bias is referred to as a(n) _____. a) halo/horn effect Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Anchoring and adjustment error c) Selective perception d) Fundamental attribution error Answer: b Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Reflective thinking skills Bloom‘s: Application

37. The perceptual error that occurs when a person uses only one piece of known information to come to a general perception about another person is known as a(n) _____. a) halo/horn effect error b) Selective perception error c) Anchoring bias d) Adjustment bias Answer: a Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

38. Which of the following is true about the halo effect? a) A single trait of a person influences the overall perception of him. b) The perception of a person is being influenced by the surrounding environment. c) Evaluating people based on their stand out characteristics. d) An individual is evaluated based on personal perceptions about his group.

Answer: a Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

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39. Which of the following is true of the perceptual error of availability bias? a) It helps to navigate the constant bombardment of information. b) It leads to blindly ignoring information that contradicts an existing opinion. c) It is driven by a general desire to avoid cognitive dissonance. d) It is rooted in limitations in the information we possess or our memory.

Answer: d Level of Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

40. Screening out information that contradicts an existing perception is known as a(n) _____. a) Cognitive dissonance error b) Halo effect bias c) Fundamental attribution error d) Selective perception error Answer: d Difficulty: Easy Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

41. Which of the following best defines the fundamental attribution error? a) It refers to the act of using one piece of known information to make generalizations. b) It refers to the act of attributing something based on recent or memorable information in order to make judgments. c) It refers to the act of screening out information that contradicts an existing perception. d) It refers to the act of attributing the source of another‘s behaviour to personal factors instead of to the situation.

Answer: d Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

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Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

42. Hannah and Alice are peers in a software company. Due to her workload, Hannah requests Alice to help her complete her project. Alice makes a mistake in the code that Hannah has to spend several days to fix. Hannah feels that Alice has made a mistake on purpose, while in reality, Alice has done it accidentally. This is an example of a(n) _____. a) Cognitive dissonance error b) Availability bias c) Actor-observer bias d) Fundamental attribution error Answer: d Difficulty: Hard Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Application

43. Robert and Frida work in a large event management firm. While the event that Frida worked on was a huge success, the one that Robert worked on had several issues and was not as successful.

Frida feels that Robert failed because he is irresponsible and lacks the skills to be successful in the event management industry. However, the real reason for Robert‘s event failing was the vendors that were contracted. Frida‘s observation about Robert is an example of a(n) _____. a) Anchoring and adjustment error b) Fundamental attribution error c) Cognitive dissonance error d) Teleopathy error Answer: b Difficulty: Hard Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Application

44. Which of the following best describes cognitive dissonance?

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a) It is the tendency for failing to sufficiently adjust a judgment from an initial impression (an anchor), even in the face of contrary evidence. b) It is the uncomfortable mental state we experience if our behaviour does not fit our perceptions or deeper beliefs. c) It is the bias toward attributing others‘ behaviour or performance to personal factors, like personality or effort, instead of the situation in which it occurred. d) It is a belief that a statement is true just because the person has heard it repeated over and over again.

Answer: b Difficulty: Easy Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

45. Naomi is an achievement-oriented, efficient project manager who generally attributes her success to her own actions but tends to blame situational factors when it comes to her failures. This tendency of hers exemplifies a(n) _____. a) Fundamental attribution error b) Availability bias c) Halo effect d) Anchoring and adjustment error Answer: a Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Application

46. The tendency to alter attributions based on whether a person is judging oneself or someone else is known as a(n) _____. a) Halo effect error b) Cognitive dissonance error c) Actor-observer bias d) Anchoring and adjustment bias Answer: c Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Level of Difficulty: Easy Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension 47. Hilda and Nancy are working on a collaborative project. Hilda attributes Nancy‘s delay in completing her portion of the project to Nancy‘s inabilities. However, when Hilda‘s portion of the project is also delayed, she attributes it to external factors beyond her control. Hilda is characterized by the perceptual error of a(n)_____. a) Availability bias b) Actor-observer bias c) Anchoring bias d) Adjustment bias Answer: b Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Application

48. Tracy is working on a project, the process for which was decided by her manager. She is aware that the process is inefficient and not the best way to do the project, but her manager insists that it gets done his way. Tracy is most probably suffering from ____________. a) Selective perception bias b) Fundamental attribution error c) Cognitive dissonance d) Teleopathy bias Answer: c Difficulty: Hard Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Application

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49. Self-awareness, self-management, empathy, and use of emotion are the four main components that generally describe a) Emotional dissonance. b) Emotional labour. c) Emotional intelligence. d) Emotional control.

Answer: c Difficulty: Medium Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Analytic skills Bloom‘s: Comprehension

50. _____ are affective states that arise in response to information or messages a person receives from specific sensory inputs. a) Attributions b) Emotions c) Perceptions d) Cognitions Answer: b Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Communication abilities Bloom‘s: Knowledge

51. Which of the following can be used to minimize work pressure and stress? a) Refraining from listening to people‘s problems b) Providing people high work load c) Refraining from helping people out of toxic situations d) Intercepting toxic messages and translating them into simpler ones Answer: d Difficulty: Medium Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Application

52. _____ is a term given to the display and management of appropriate emotions as part of fulfilling job responsibilities. a) Fundamental attribution error b) Cognitive dissonance c) Emotional labour d) Emotional intelligence Answer: c Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge 53. _____ allows us to read nonverbal messages and understand the emotional content of others‘ communications. a) Fundamental attribution error b) Cognitive dissonance c) Emotional labour d) Empathy Answer: d Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge

54. _____ is the innate or developed capability to recognize, manage, and exercise emotions in relationships. a) Cultural intelligence b) Emotional intelligence c) Emotional labour d) Artificial intelligence Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge

55. _____ is the ability to recognize when emotional responses are triggered and by what. a) Empathy b) Self-management c) Self-awareness d) Cognitive dissonance Answer: c Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge 56. Which of the following best describes emotional intelligence? a) Understanding one‘s own emotions and the emotions of others b) Failing to understand the emotions of others c) Projecting one emotion while feeling another d) Emotions cannot be used for internal motivation Answer: a Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge

57. Which of the following statements is true of high emotional intelligence? a) It results in increased job turnover. b) It results in decreased commitment in employees. c) It results in decreased performance rates. d) It results in increased employee job satisfaction.

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Answer: d Difficulty: Medium Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Analytic skills Bloom‘s: Comprehension

58. Which of the following statements is true of high emotional intelligence? a) It results in decreased job turnover. b) It results in decreased employee job satisfaction. c) It results in decreased performance rates. d) It results in decreased commitment in employees.

Answer: a Difficulty: Medium Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Analytic skills Bloom‘s: Comprehension 59. Affective states that arise in response to information or messages a person receives from specific sensory input are called a) Perceptions. b) Attributions. c) Attitudes. d) Emotions.

Answer: d Difficulty: Medium Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Analytic skills Bloom‘s: Comprehension

60. The uncomfortable mental state we experience if a current perception, belief, or behaviour conflicts with a past perception deeply held belief or previous behaviour is called a) Cognitive dissonance. b) Negative attitude.

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c) Selective perception. d) Fundamental attribution error.

Answer: a Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

61. Some perceptual errors or biases most people occasionally commit include: a) Attributes, impression management, and emotion control. b) Representativeness, selective perception, anchoring, and adjustment. c) Attitude control, emotion control, and selective hearing. d) Commitment management, negative attitude, and low self-esteem.

Answer: b Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

62. An active attempt to limit or influence the information the perceiver receives is called a) Attribution process. b) Attitude control. c) Emotion control. d) Impression management.

Answer: d Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension 63. People‘s explanations of the causes of behaviors or performance are considered Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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a) Attitudes. b) Perceptions. c) Attributions. d) Emotions.

Answer: c Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

64. Gordon is generally pleased with his job, but lately has been feeling slightly disenchanted.

What do these feelings refer to? a) Job satisfaction b) Job involvement c) Job attitude d) Job participation Answer: a Difficulty: Medium Learning Objective Text: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Analytic skills Bloom‘s: Analysis

65. The difference between job involvement and job satisfaction is a) Satisfaction relates to how much a person enjoys their job, whereas involvement refers to their hours worked. b) Satisfaction refers to their overall performance, whereas involvement refers to a superiors‘ idea of time commitment. c) Satisfaction refers to how likely a person is to stay in their job, whereas involvement refers to the concern one feels towards their job. d) Satisfaction relates to a person‘s general attitude whereas involvement is the amount of thought or concern that a person gives a job.

Answer: d Difficulty: Medium

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Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Analytic skills Bloom‘s: Analysis

66. The informal shared perceptions of what are appropriate practices and procedures are considered a) Ethical culture. b) Code of ethics. c) Ethical behaviour. d) Ethical climate.

Answer: d Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Analytic skills Bloom‘s: Comprehension

67. There are variable levels of moral development. For example, if right and wrong are determined by social norms or external standards, this level is called a) Post-conventional. b) Conventional. c) Pre-conventional. d) Predictable.

Answer: b Difficulty: Medium Learning Objective Text: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis

Fill In The Blanks

68. _____ are dynamic conditions of a person evident in what he or she thinks, feels, or acts.

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Answer: States Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge 69. _____ is the state or level of a person‘s moral reasoning.

Answer: Moral development Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

70. Our _____ is a framework of values we use to develop our internally consistent and logically justified principles and standards of right and wrong.

Answer: moral point of view Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge 71. _____ are ways of acting that are noble or have value regardless of the end result or consequences.

Answer: Virtues Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

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72. _____ is a formal written statement of an organization‘s primary values and the ethical rules it expects its members to follow.

Answer: Code of ethics Difficulty: Easy Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge

73. _____ are the summary evaluations of a particular object or person by another person.

Answer: Attitudes Difficulty: Easy Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Knowledge

74. _____ is a motivational force that binds a person to a particular organizational entity.

Answer: Organizational commitment Difficulty: Easy Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Knowledge 75. _____ refers to relying on memorable information, either dramatic or recent, to make judgments.

Answer: Availability bias Difficulty: Easy Learning Objective: Discuss perceptions and their effect on information received in an organization.

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AACSB: Reflective thinking skills Bloom‘s: Knowledge

76. _____ are affective states that arise in response to information or messages a person receives from specific sensory inputs.

Answer: Emotions Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge

77. _____ is the innate or developed capability to recognize, manage, and exercise emotions in relationships.

Answer: Emotional intelligence Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge

78. Research indicates that _____________________ are influenced by individual attributes and by the organizational context in which the individual works Answer: ethical and unethical behaviour Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Analytic skills Bloom‘s: Comprehension

79. For a manager at the ________________ level of moral development, right and wrong are determined by what is rewarded and punished.

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Answer: preconventional Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Comprehension

80. Unlike values and beliefs, which apply more broadly to a variety of situations, _________________ are directed toward something or someone specific.

Answer: attitudes Difficulty: Easy Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Reflective thinking skills Bloom‘s: Knowledge

81. Members with ___________________ are the most motivated to contribute positively to the organization by willingly exerting effort, helping others, and making creative contributions.

Answer: affective commitment Difficulty: Medium Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Analytic skills Bloom‘s: Comprehension

82. If an organization can create a sense of obligation by providing fair exchanges of pay for performance, the resulting ___________________ can motivate extra effort, helping, and creativity, but not to the extent that affective commitment does.

Answer: normative commitment Difficulty: Medium Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

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AACSB: Analytic skills Bloom‘s: Comprehension

83. ______________________can contribute to higher performance ratings and positive emotions toward the actor, but it also can backfire if it includes deception Answer: Impression management Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Comprehension

84. When we judge a person from a particular culture based on the typical person we have experienced in the past who is from that culture, this can be helpful to aid understanding, but it also can distort reality by inaccurately stereotyping people and deemphasizing their individuality.

This is an example of ___________________.

Answer: representativeness Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Application

85. The tendency to alter attributions based on whether a person is judging herself or someone else is called the ______________________.

Answer: actor-observer bias Level of Difficulty: Easy Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perception AACSB: Analytic skills Bloom‘s: Knowledge

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86. _________________are usually more intense than moods, while moods tend to last a bit longer and are influenced to some degree by personality.

Answer: Emotions Difficulty: Easy Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Reflective thinking skills Bloom‘s: Knowledge

87. _______________________ of emotions is the skill of harnessing emotions to positively influence interactions with others.

Answer: Self-management Difficulty: Medium Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Analytic skills Bloom‘s: Comprehension

88. Rather than telling employees what emotions to exhibit, a _______________approach will work toward creating a work environment in which the desired emotions develop naturally and are genuinely expressed.

Answer: sustainable Difficulty: Medium Learning Objective: Discuss emotions, how they determine behaviour, and their importance in an organization.

Section Reference: 4.4 Emotions AACSB: Analytic skills Bloom‘s: Comprehension

Short Answer Questions

89. Explain moral point of view and its importance.

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Answer: A moral point of view is a framework of values we use to develop our internally consistent and logically justified principles and standards of right and wrong. It acts as a sort of lens that influences the way we view the process of making ethical decisions and the way we act ethically in the workplace. A rights-based moral point of view emphasizes maintaining and protecting the fundamental rights and privileges of individuals.

Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis

90. Describe the consequentialist theory, and explain the approaches involved.

Answer: The consequentialist theory considers the consequences of an action in determining what is ethical. In other words, an action that results in beneficial outcomes, whether financial or social, is deemed ethical, whereas an action that results in harmful outcomes (costs) is deemed unethical.

Perhaps the best-known consequentialist theory is utilitarianism, which holds that what is ethical produces ―the greatest good for the greatest number.‖ Another consequentialist approach is egoism, a point of view in which the utility of the option depends on the consequences for the individual decision maker.

Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Analysis

91. What are the steps for implementing an effective ethics compliance system?

Answer: The steps for implementing an effective ethics compliance system are: (1) setting standards for ethical behaviour (code of ethics); (2) assigning high-level staff to oversee compliance; (3) communicating the standards by a variety of means; (4) establishing monitoring and reporting systems; (5) enforcing compliance through defined discipline systems; and (6) ensuring ongoing responsiveness to violations and modifying systems as appropriate.

Difficulty: Medium Learning Objective: Describe ethics and how organizational characteristics affect ethical behaviour.

Section Reference: 4.1 Ethics AACSB: Ethical understanding and reasoning abilities Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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92. Define commitments and list the reasons for commitments.

Answer: Commitments are attachments or bonds to people, actions, or organizations. Individuals can have a variety of commitments within a work environment, some strong and others weak. For example, people can be committed to their co-workers but not to their organization, or they can be committed to the organization but not to a particular organizational change. Commitments also form for different reasons. Commitments can arise due to limited alternatives, attitudes, or obligations.

Difficulty: Medium Learning Objective: Explain attitudes and commitments and their influence on performance and turnover.

Section Reference: 4.2 Attitudes and Commitments AACSB: Analytic skills Bloom‘s: Knowledge

93. Define impression management. What are the techniques involved in it?

Answer: Impression management is an active attempt to limit or influence the information the perceiver receives. Common impression management techniques include self-promotion tactics like talking about accomplishments and claiming responsibility for positive events, or agreeing with and flattering the perceiver. Impression management can contribute to higher performance ratings and positive Discuss emotions, how they determine behaviour, and their importance in an organization, toward the actor, but it also can backfire if it includes deception.

Level of Difficulty: Medium Learning Objective: Discuss perceptions and their effect on information received in an organization.

Section Reference: 4.3 Perceptions AACSB: Analytic skills Bloom‘s: Knowledge

Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 5 Shuffle: No

Multiple Choice

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1. Which of the following statements best describes Maslow‘s hierarchy of needs? a) People who are unable to satisfy higher-order needs at a basic level will compensate by oversatisfying lower-order needs. b) People are motivated to satisfy their five levels of needs in a hierarchical order, starting with physiological and ending with self-actualization needs. c) Certain types of needs or desires are acquired during an individual‘s lifetime. d) Motivation depends on individuals‘ learned expectations about their ability to perform certain tasks and receive desired rewards.

Answer: b Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Comprehension 2. Which of the following statements is true of Maslow‘s theory? a) Any or all needs can influence individual behaviour at any given time. b) Certain types of needs or desires are acquired during an individual‘s lifetime. c) Lower-order needs always take priority and must be substantially satisfied before higher-order needs are activated. d) The work characteristics associated with dissatisfaction are quite different from those pertaining to satisfaction.

Answer: c Difficulty: Medium Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Comprehension 3. Stella wants to be hired by a large advertising firm. She feels the job would help her utilize her creative skills. Which of the following needs is Stella looking to satisfy? a) Physiological and esteem needs b) Social needs c) Self-actualization needs d) Affiliation needs Answer: c Difficulty: Hard Learning Objective: Identify the innate needs of people in organizations.

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Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Application

4. According to the ERG theory, the _____ category corresponds to physiological and safety needs in Maslow‘s hierarchy. a) Existence b) Growth c) Esteem d) Self-actualization Answer: a Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Analysis

5. The _____ category corresponds to the highest level of needs in the ERG theory system. a) Physiological b) Social c) Growth d) Esteem Answer: c Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloom‘s: Knowledge 6. How does Alderfer‘s ERG theory differ from Maslow‘s theory? a) It does not assume that lower-level needs must be satisfied first. b) It suggests that certain types of needs or desires are acquired during an individual‘s lifetime. c) It claims that motivation depends on individuals‘ learned expectations about their ability to perform certain tasks. d) It states that behaviour is directed and motivated by a person‘s goals.

Answer: a Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Analysis

7. The _____ suggests that people who are unable to satisfy higher-order needs at a basic level will compensate by oversatisfying lower-order needs. a) Correspondence principle b) Frustration–regression principle c) Expected utility hypothesis d) Self-fulfilling prophecy Answer: b Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloom‘s: Knowledge

8. Albert feels that his company has not given him sufficient opportunities to utilize his skills to advance his career. Therefore, he joins a sports club where he can socialize with people. This example provides an illustration of the _____. a) Expected utility hypothesis b) Self-fulfilling prophecy c) Frustration–regression principle d) Correspondence principle Answer: c Difficulty: Hard Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Application

9. Which of the following statements summarizes the findings of Herzberg from his studies on employee behaviour? a) Behaviour is directed and motivated by goals. b) Motivation depends on individuals‘ learned expectations about their ability to perform certain tasks and receive desired rewards. c) Certain types of needs or desires are acquired during an individual‘s lifetime. d) Work characteristics associated with dissatisfaction were quite different from those pertaining to Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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satisfaction.

Answer: d Difficulty: Medium Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Comprehension

10. _____ refer to the presence or absence of sources of job dissatisfaction, such as working conditions, pay, company policies, and interpersonal relationships. a) Intrinsic motivators b) Extrinsic motivators c) Motivator factors d) Hygiene factors Answer: d Level of Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloomcode: Knowledge 11. According to Alderfer‘s ERG theory, _____ needs focus on how people interact with their social environment. a) Existence b) Growth c) Relatedness d) Physiological Answer: c Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloom‘s: Knowledge

12. _____ is the cardinal virtue that is evident when all stakeholders connected with an organization get their due. a) Practical wisdom b) Self-control Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Courage d) Justice Answer: d Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloom‘s: Knowledge

13. _____ states that people develop certain types of needs during their lifetime through their experiences and interactions with the surrounding environment. a) McClelland‘s acquired needs theory b) Goal-setting theory c) Expectancy theory d) Maslow‘s hierarchy of needs Answer: a Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloom‘s: Knowledge

14. Robert meets his old schoolmate Simon who has become a successful and world-famous cardiologist. As a consequence, Robert is motivated to put more effort into expanding his business and making it a multinational organization. Which of the following motivational theories does the given scenario explain? a) ERG theory b) Acquired needs theory c) Expectancy theory d) Regulatory focus theory Answer: b Difficulty: Hard Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloom‘s: Application

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15. The sustainable approach toward affiliation gives importance to _____. a) Personal accomplishment b) Community c) Individual power d) Equity Answer: b Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloom‘s: Knowledge

16. According to goal-setting theory, _____. a) People can easily identify stretch goals b) Commitment does not have significant impact on motivation c) Specific and difficult goals produce higher levels of output d) General goals are more influential on a person‘s productivity Answer: c Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloom‘s: Knowledge

17. Steven is the manager of the software development team at Sunrise Solutions Inc. When setting targets for the year, he states that each employee should complete three individual projects during the course of the year. Which of the following characteristics of a SMART goal is evident in the given example? a) Specific b) Measurable c) Achievable d) Significant Answer: a Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

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AACSB: Analytic skills Bloom‘s: Application 18. After setting goals for its employees, Silver Industries Inc. sets up a portal where employees are required to update their daily activities for assessment purposes. Which of the following characteristics of a SMART goal is evident in this example? a) Specific b) Measurable c) Achievable d) Significant Answer: b Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloom‘s: Application 19. Light Industries Inc. produces engines for automobiles. The company‘s top management has stated that the next target should be to produce engines for ships. Due to the completely divergent thinking required for this project, the design engineers have been initially unable to figure out the requirements to achieve this target. This example shows that the company has set a _____ goal. a) Stretch b) Measurable c) Timely d) Time specific Answer: a Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloom‘s: Application

20. From a sustainable perspective, goals are _____ when they are challenging, but they also acknowledge the long-term impact on the employee and others. a) Specific b) Measurable c) Achievable d) Significant Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: d Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloom‘s: Knowledge

21. Apart from setting goals to improve employee productivity, Blue Chemicals Inc. plans to introduce social service programs in which employees can participate. Which feature of a SMART2 goal can be observed in this scenario? a) Specific b) Meaningful c) Measurable d) Time specific Answer: b Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloom‘s: Knowledge

22. SMART2 goals are _____ when they are linked to important issues for a variety of stakeholders. a) Specific b) Measurable c) Relevant d) Achievable Answer: c Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloom‘s: Knowledge

23. The sustainable perspective of goals makes them _____.

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a) Significant b) Measurable c) Results-based d) Time specific Answer: a Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge

24. Ayon Corporation plans to use solar energy to run all its machines for conservation of resources for the next generation. Which characteristic of a SMART2 goal is seen in the company‘s objective? a) Specific b) Timely c) Measurable d) Time specific Answer: B Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge

25. The employees of Cassini Corporation are engrossed in working toward their individual targets. They have ignored the principal aim of coordinated efforts. This example illustrates the concept of _____. a) goal orientation b) goal displacement c) goal setting d) goal sustainability Answer: B Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

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AACSB: Analytic skills Bloomcode: Application

26. Which of the following motivational theories emphasizes achievement? a) Expectancy theory b) Equity theory c) ERG theory d) Maslow‘s hierarchy of needs Answer: A Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge

27. _____ is the probability perceived by an individual that exerting a given amount of effort will lead to a certain level of performance. a) Instrumentality b) Valence c) Expectancy d) Equity Answer: C Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge 28. Which of the following concepts explains the influence of others‘ expectations on a person‘s performance? a) Frustration–regression principle b) Self-fulfilling prophecy effect c) Self-reference effect d) False-consensus effect Answer: B Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

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Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Comprehension

29. Adrian, an engineer, always meets his targets and matches the standards set by his manager. In addition, his manager always has encouraging words for him. Which of the following features of the expectancy theory can be seen in this example? a) Frustration–regression principle b) Serial position effect c) Self-fulfilling prophecy effect d) Self-reference effect Answer: C Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

30. Which of the following examples portrays a sustainable perspective of expectancy? a) Randolph feels that he can gain admission to a professional course by obtaining high grades in the final school examination. b) Ryan and his teammates feel that they can win the annual university baseball tournament by practicing together and helping each other. c) Benjamin feels that he would win the employee excellence award and beat his teammates by providing creative ideas for improving his company‘s productivity. d) Pamela feels that extra hours of practice can help her win the annual talent show to be held in her community.

Answer: B Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

31. Which of the following examples portrays a conventional perspective of expectancy? a) Rosanne enrolls for a communication skills development course as she feels she can handle clients better than her teammates upon completing the course. b) Ryan and his teammates feel that they can win the annual university baseball tournament by practicing together and helping each other.

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c) Neil is a team leader and he advocates that a coordinated team effort is needed for the successful completion of a project. d) Kite Technologies Inc. often organizes team-building programs because the top management feels that teamwork is the key to the organization‘s success.

Answer: A Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

32. Amanda feels that successful completion of a soft skill course would enhance her prospects of finding a good job. Which of the following aspects of the expectancy theory is highlighted in this example? a) Equity b) Valence c) Expectancy d) Instrumentality Answer: D Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

33. Which of the following examples illustrates the concept of instrumentality? a) Clara did not feel very happy about her admission to medical school as she enrolled for the course to fulfill her parents‘ wishes. b) Roger was extremely happy on winning the best employee award, as he always wanted to win it. c) Edward is excited to learn that he is selected for an overseas assignment because he had worked hard to clear the selection process. d) Pamela is keen on extra hours of practice that would help her win the annual talent show to be held in her community.

Answer: D Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloomcode: Application

34. The conventional approach to instrumentality gives importance to _____. a) organizational citizenship behaviour b) community well-being c) individual goals and incentives d) group learning Answer: C Level of Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Comprehension

35. Which of the following examples illustrates low valence? a) Clara did not feel very happy about her admission to medical school as she enrolled for the course to fulfill her parents‘ wishes. b) Randolph feels that he can gain admission to a professional course by obtaining high grades in the final school examination. c) Ryan and his team mates feel that they can win the annual university baseball tournament by practicing together and helping each other. d) Pamela is keen on extra hours of practice that would help her win the annual talent show to be held in her community.

Answer: A Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

36. Which of the following examples illustrates a sustainable approach to valence? a) Shine Pharmaceuticals Inc. is proud of the fact that its wastewater treatment plant has reduced the pollution of the nearby river, which is a major source of water for the surrounding areas. b) Roger is extremely happy on winning the best employee award, as he always wanted to win it. c) Jennifer is extremely happy to receive appreciation from her manager for her contribution toward designing creative promotional campaigns, and she feels it will help her in securing a promotion. d) Randolph feels that he can gain admission to a professional course by obtaining high grades in the final school examination.

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Answer: A Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

37. Jack works hard on his projects as his manager promises him a salary increase on successful completion of the project. Jack‘s hard work can be attributed to _____. a) goal displacement b) intrinsic motivation c) acquired needs d) extrinsic motivation Answer: D Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

38. Dana finds her interior designing job to be extremely challenging. She is highly competent and derives a lot of satisfaction from her job. Dana‘s feelings can be attributed to _____. a) goal displacement b) intrinsic motivation c) acquired needs d) extrinsic motivation Answer: B Level of Difficulty: Hard Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

39. The _____ states that people expect to be treated fairly and typically want to get what that they think they deserve. a) goal theory b) ERG theory Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) equity theory d) expectancy theory Answer: C Level of Difficulty: Easy Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Reflective thinking skills Bloomcode: Knowledge

40. Which of the following examples explains the equity theory? a) Sharon feels that she should have received a higher pay increase compared to her colleague as she finds that her performance was superior to theirs. b) Alice feels that obtaining a high score in the entrance test would secure her an admission in a top business school. c) Michael aims to complete three projects that will save time and costs for his bank‘s loan processing operations during the year. d) Thomas enjoys socializing and joins a fitness club where he can interact with a large number of people.

Answer: A Level of Difficulty: Hard Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Application

41. Shirley compares the grade she received for her school project to that of her friend Susan.

Shirley feels satisfied because Susan also obtained a similar result. This example explains the principle of the _____. a) goal-setting theory b) acquired needs theory c) equity theory d) expectancy theory Answer: C Level of Difficulty: Hard Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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42. People evaluate equity by: a) setting challenging goals. b) calculating a ratio of inputs to outcomes. c) attaching a high value to an outcome. d) deciding on an action plan to achieve desired results.

Answer: B Level of Difficulty: Easy Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Comprehension

43. Mark is a telemarketing executive. He feels he is getting a lower salary than other employees, who are performing a similar role. Hence, he quits his job for a better offer in a larger company.

Mark‘s actions are an attempt to _____. a) increase his instrumentality b) increase his perceived equity c) increase his valence d) reduce his expectancy Answer: B Level of Difficulty: Hard Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Application

44. Which of the following statements is true of the conventional approach to fairness? a) People following this approach are motivated to distribute resources more justly. b) It focuses on the motivation that can result when people enable others on the margins of society to be treated more justly. c) It focuses on the motivation that comes when someone is treated equitably compared to others in similar jobs. d) It suggests that others‘ needs are also worth consideration.

Answer: C Level of Difficulty: Medium Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

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Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Comprehension

45. Which of the following examples shows a sustainable approach to fairness? a) Ali feels that he has secured an appropriate grade for his performance in the best voice competition. b) Angela feels under rewarded despite meeting her sales targets consistently throughout the year. c) Tony feels that he should support the daily wageworkers in his community in their quest for better work conditions. d) Dennis is happy about the pay increase given to him, as his colleagues also received a similar pay increase.

Answer: C Level of Difficulty: Hard Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Application

46. Sandra always looks up to her elder sister for inspiration. She gives a lot of value for her sister‘s appreciation and encouragement. Therefore, Sandra is motivated by a desire for _____. a) affiliation b) fairness c) achievement d) power Answer: A Level of Difficulty: Hard Learning Objective: Explain the desire for affiliation and its impact on motivation and commitment to organization.

Section Reference: 5.4 Desire for Affiliation AACSB: Analytic skills Bloomcode: Application

47. The need for affiliation implies that people are motivated by: a) the instrumentality of their actions. b) reducing perceived equity. c) receiving affirmation from others. d) the value attached to an outcome.

Answer: C Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Level of Difficulty: Medium Learning Objective: Explain the desire for affiliation and its impact on motivation and commitment to organization.

Section Reference: 5.4 Desire for Affiliation AACSB: Analytic skills Bloomcode: Comprehension

48. The _____ is central to the conventional perspective on affiliation. a) desire for achievement b) self-fulfilling prophecy c) principle of exchange d) frustration–regression principle Answer: C Level of Difficulty: Medium Learning Objective: Explain the desire for affiliation and its impact on motivation and commitment to organization.

Section Reference: 5.4 Desire for Affiliation AACSB: Analytic skills Bloomcode: Comprehension

49. A sustainable approach to affiliation: a) motivates people to distribute resources more justly. b) emphasizes identification with the values and goals of others in a community. c) emphasizes the principle of exchange. d) takes an individualistic approach to determine what a valuable outcome of an action is.

Answer: B Level of Difficulty: Medium Learning Objective: Explain the desire for affiliation and its impact on motivation and commitment to organization.

Section Reference: 5.4 Desire for Affiliation AACSB: Analytic skills Bloomcode: Comprehension

50. Which of the following examples portrays a conventional approach to affiliation? a) Frederick actively participates in the social activities of his community in order to understand the problems of underprivileged people. b) Employees of Mile Shipping Corporation volunteer for community service programs, which give them immense satisfaction. c) John believes that having a close relationship with his manager can help him in obtaining a promotion. d) Janet enjoys being with the inmates of the nearby retirement home and is a frequent visitor.

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Answer: C Level of Difficulty: Hard Learning Objective: Explain the desire for affiliation and its impact on motivation and commitment to organization.

Section Reference: 5.4 Desire for Affiliation AACSB: Analytic skills Bloomcode: Application

51. A conventional perspective of power focuses on: a) open access to information trusting employees. b) sharing power with others. c) gaining more power to shape others‘ behaviour. d) facilitating mutual motivation.

Answer: C Level of Difficulty: Easy Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Comprehension

52. Which of the following examples shows a conventional approach to power sharing? a) Evan is a team manager who consults his team when making important decisions and permits them to solve minor problems. b) Matthew looks to control his team‘s activities with a set of clear rules that cannot be challenged by the team members. c) Sam is a line supervisor in an automobile company and can rectify problems during production without waiting for the senior manager‘s permission. d) Sally is a salesperson in a department store and is empowered to resolve customer complaints and use her judgment based on the circumstances.

Answer: B Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application

53. Stuart recently became the director of Pristine Distilleries Inc. In order to improve the organization‘s performance, he should _____. a) try to shape the behaviour of his employees b) facilitate mutual motivation by sharing power Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) create a feeling of powerlessness amongst employees d) control and restrict the sharing of information Answer: B Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application

54. Which of the following examples shows a sustainable approach to power sharing? a) Evan is a team manager who consults his team when making important decisions and permits its members to solve minor problems. b) Matthew looks to control his team‘s activities with a set of clear rules that cannot be challenged by the team members. c) Robin needs to obtain permission from his manager and provide suitable reasons when accessing confidential information. d) Rachel has to report all her daily activities to her team leader and seek approval for every change she makes when preparing project reports.

Answer: A Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application

55. Which of the following examples shows a sustainable approach to power sharing? a) Evan is a team manager who restricts his team‘s involvement in decision making. b) Matthew looks to control his team‘s activities with a set of clear rules that cannot be challenged by the team members. c) Sally is a salesperson in a department store and has to take her supervisor‘s approval for resolving customer complaints. d) Sam is a line supervisor in an automobile company who can rectify problems during production without waiting for the senior manager‘s permission.

Answer: D Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application

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56. Henry is the executive director of Leo Industries Inc. The main reason for the respect that he receives from his subordinates is his position. Which of the following sources of power has gotten Henry the respect of his subordinates? a) Legitimate power b) Reward power c) Coercive power d) Expert power Answer: A Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application

57. Charles is the manager of the finance team of an organization. The members of the team ensure that they minimize errors in their tasks as Charles has a say in the decisions regarding their promotions and other benefits. Hence, Charles is able to influence his team through _____. a) legitimate power b) reward power c) referent power d) expert power Answer: B Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application 58. _____ is based on the capability to motivate others‘ behaviour through threat of punishment. a) Legitimate power b) Reward power c) Coercive power d) Expert power Answer: C Level of Difficulty: Easy Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Reflective thinking skills Bloomcode: Knowledge

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59. Professor Dawson is strict and threatens students with punishments like low grades and extra class hours if they fail to submit assignments on time. Therefore, Professor Dawson influences his students through _____. a) legitimate power b) reward power c) coercive power d) expert power Answer: C Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application

60. Boris is an excellent software developer and is highly respected by his colleagues. Many employees look to him for help in solving problems. Which of the following sources of power has earned Boris the respect of his colleagues? a) Legitimate power b) Reward power c) Coercive power d) Expert power Answer: D Level of Difficulty: Hard Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Application

61. _____ is based on the capability to motivate through identification with or association with others. a) Legitimate power b) Reward power c) Referent power d) Expert power Answer: C Level of Difficulty: Easy Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Reflective thinking skills Bloomcode: Knowledge

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62. John‘s wife is in the hospital and cannot work. John is probably most concerned with which needs in Maslow‘s hierarchy of needs? a) safety and social b) social and esteem c) esteem and self-actualization d) physiological and safety Answer: D Difficulty: Medium Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloomcode: Comprehension 63. The presence or absence of sources of job satisfaction are motivators. Motivators can be external or internal. External motivators include a) verbal praise. b) personal esteem. c) interpersonal relationships. d) self-actualization.

Answer: A Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Comprehension 64. A manager would like to change from SMART organizational goals to more sustainable SMART2 goals. The manager may change goal setting from a) measurable goals to meaningful goals. b) agreed-upon goals to achievable goals. c) relevant goals to reasonable goals. d) time-specific goals to timed goals.

Answer: A Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloomcode: Analysis 65. The presence or absence of sources of job satisfaction are motivators. Motivators can be external or internal. External motivators include a) interesting and varied work. b) personal esteem. c) interpersonal relationships. d) self-actualization.

Answer: A Difficulty: Medium Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloomcode: Comprehension 66. Edward is not performing well at his job. His manager decides to exercise power to motivate Edward. The manager‘s motivational choices might include a) intrinsic power and extrinsic power. b) self-referential power. c) employee disempowerment. d) legitimate power and reward power.

Answer: D Difficulty: Medium Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Analysis 67. A manager notices that an employee has a ―me‖ orientation. The manager recognizes that the opposite orientation of ―we‖ over ―me‖ is related to which innate motivational desire? a) affiliation b) affirmation c) power d) achievement Answer: A Difficulty: Medium Learning Objective: Explain the desire affiliation and how it influences interactions with others in the workplace.

Section Reference: 5.4 Desire for Affiliation Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloomcode: Analysis

68. A relational conflict between stakeholders at work can result in a) more effectual customer service. b) closer identification to others‘ values. c) weakened management. d) a decline in helping and participation.

Answer: D Difficulty: Medium Learning Objective: Explain the desire affiliation and how it influences interactions with others in the workplace.

Section Reference: 5.4 Desire for Affiliation AACSB: Analytic skills Bloomcode: Analysis

69. If individuals feel they are treated unfairly, they may take the following action to reduce the perceived inequality: a) pressure others to produce less. b) lower work inputs. c) put more effort into the job. d) expect a pay change.

Answer: B Difficulty: Medium Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Analysis

70. Henry manages a car wash. He would like to decrease turnover and absenteeism. After conducting a survey, he finds that some employees are not feeling valued compared to their peers.

Henry may choose to focus on which aspect of motivational theory? a) intrinsic values b) limiting peer outcomes c) equity theory d) frustration principles

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Answer: C Difficulty: Medium Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Analysis

71. An account representative is well trained in sales and is promised an incentive that she values for reaching a sales goal. This aspect of expectancy theory is called a) instrumentality. b) intrinsic motivation. c) group efficacy. d) valence.

Answer: D Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

Fill In The Blanks

72. _____ needs reflect the desire for recognition and respect from others according to Maslow‘s theory.

Answer: Esteem Level of Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloomcode: Knowledge

73. _____ refer to the presence or absence of sources of job satisfaction.

Answer: Motivator factors Level of Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

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Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloomcode: Knowledge

74. _____ is the cardinal virtue that is evident in foresight and actions in the interests of the community.

Answer: Practical wisdom Level of Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloomcode: Knowledge

75. The _____ is the desire to form close meaningful relationships, avoid conflict, and establish warm friendships.

Answer: desire for affiliation Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge

76. A_____ is one so difficult that people do not immediately know how to reach it.

Answer: stretch goal Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge

77. _____ happens when people become so focused on specific goals that they lose sight of more important overarching goals.

Answer: Goal displacement Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge 78. _____ is the collective belief about a group‘s performance capability.

Answer: Group efficacy Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge

79. _____ is a source of motivation that comes from factors outside the task itself.

Answer: Extrinsic motivation Level of Difficulty: Easy Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Reflective thinking skills Bloomcode: Knowledge 80. _____ is based on the power of the position that someone holds in an organization‘s hierarchy.

Answer: Legitimate power Level of Difficulty: Easy Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Reflective thinking skills Bloomcode: Knowledge

81. _____ is based on the special knowledge, skills, and expertise that someone possesses.

Answer: Expert power Level of Difficulty: Easy Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Reflective thinking skills Bloomcode: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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82. People who are highly _________________ will persist in behaving a certain way.

Answer: motivated Level of Difficulty: Easy Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Reflective thinking skills Bloomcode: Knowledge

83. The study of _______________ helps managers better understand what prompts their employees to initiate action, how much effort they exert, and why their effort persists over time.

Answer: motivation Level of Difficulty: Easy Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Analytic skills Bloomcode: Comprehension 84. Herzberg‘s findings suggested that the work characteristics associated with _________________ were quite different from those pertaining to satisfaction.

Answer: dissatisfaction Level of Difficulty: Medium Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Analytic skills Bloomcode: Comprehension

85. McClelland described ___________________ associated with achievement, affiliation, and power.

Answer: acquired needs Level of Difficulty: Easy Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Reflective thinking skills Bloomcode: Knowledge

86. According to researcher Gary Latham, rather than simply asking salespeople to do their best to increase sales revenues at Microsoft, a ________________ could be identified by asking them to increase the sales of Microsoft Office software to small business owners in the United Kingdom by 30 percent in the next fiscal year.

Answer: specific goal Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Level of Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

87. While a focus on specific and measurable goals does, in fact, increase productivity, at the same time it can decrease organizational citizenship behaviour, which includes positive activities such as helping co-workers. This is an example of __________________.

Answer: goal displacement Level of Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Application

88. Research on the ________________________ indicates that subordinates often live up (or down) to the expectations of their managers.

Answer: self-fulfilling prophecy effect Level of Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Analytic skills Bloomcode: Comprehension

89. People evaluate _______________ by calculating a ratio of inputs to outcomes.

Answer: equity Level of Difficulty: Easy Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Reflective thinking skills Bloomcode: Knowledge

90. The __________________approach to fairness focuses on the motivation that comes when someone is treated equitably compared to how others are treated in similar jobs.

Answer: conventional Level of Difficulty: Medium Learning Objective: Discuss the desire for fairness and how it influences interactions with others Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Analytic skills Bloomcode: Comprehension

91. A ________________approach to affiliation extends beyond simple exchanges and emphasizes identifying with the values and goals of others in a community.

Answer: sustainable Level of Difficulty: Easy Learning Objective: Explain the desire for affiliation and its impact on motivation and commitment to an organization.

Section Reference: 5.4 Desire for Affiliation AACSB: Analytic skills Bloomcode: Comprehension

Short Answer Questions 92. Briefly describe Maslow‘s hierarchy of needs.

Answer: Abraham Maslow argued that people are motivated to satisfy five levels of needs: physiological, safety, social, esteem, and self-actualization needs. He suggested that these constitute a hierarchy. The most basic or compelling needs—physical and safety needs—are at the bottom of this hierarchy, and esteem and self-actualization needs are at the top. Maslow believed people are motivated by unmet needs that are activated in a particular order: Lower-order needs always take priority and must be substantially satisfied before higher-order needs are activated.

Level of Difficulty: Medium Learning Objective: Identify the innate needs of people in organizations.

Section Reference: 5.1 Innate Needs AACSB: Communication abilities Bloomcode: Comprehension

93. What are the characteristics of sustainable or SMART2 goals?

Answer: The five characteristics of sustainable or SMART2 goals are: Significant: The goal is challenging and important.

Meaningful: The goal has meaning beyond simply maximizing productivity.

Agreed upon: Members participate in developing their own goals.

Relevant: The goal is linked to important issues for a variety of stakeholders.

Timely: The goal is appropriate for the present situation and the future.

Level of Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

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Section Reference: 5.2 Desire for Achievement AACSB: Communication abilities Bloomcode: Comprehension

94. Explain the concept of valence as per the expectancy theory.

Answer: Valence is the value an individual attaches to an outcome. To motivate organizational members, the outcomes that are provided when each member performs at high levels must be highly valued (high valence). Simply put, the higher the value of the outcome to the employee, the greater the motivation.

Level of Difficulty: Medium Learning Objective: Discuss the need for achievement and how it is satisfied by productivity and accomplishing goals.

Section Reference: 5.2 Desire for Achievement AACSB: Communication abilities Bloomcode: Comprehension

95. Describe the sustainable approach to fairness.

Answer: The sustainable approach to fairness focuses attention on the motivation that can result when people enable others on the margins of society to be treated more justly. A sustainable approach does not argue that everyone should get the same outcomes regardless of contribution, but it does suggest that others‘ needs also are worth consideration. If given an opportunity to participate in creating fair distribution rules, most people prefer rules that take into account both the needs of members (the poorest-paid members should not be in poverty) and their performance.

Level of Difficulty: Medium Learning Objective: Discuss the desire for fairness and how it influences interactions with others in the workplace.

Section Reference: 5.3 Desire for Fairness AACSB: Communication abilities Bloomcode: Comprehension

96. How is power important for motivation?

Answer: Power is important for motivation in two ways. First, people who have a desire for power will be motivated to work hard to acquire it. Second, people who have power can use it to motivate others. Whereas a conventional perspective focuses on gaining more power to shape others‘ behaviour, a sustainable perspective focuses on sharing power with others and facilitating mutual motivation.

Level of Difficulty: Medium Learning Objective: Identify the sources of power and its importance for motivation.

Section Reference: 5.5 Desire for Power AACSB: Communication abilities Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloomcode: Comprehension Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 6 Shuffle: No

Multiple Choice

1. Which of the following is true of decision makers following the sustainable approach to OB? a) They put the needs of other stakeholders on the ―backburner.‖ b) They adopt a listening posture. c) They rely exclusively on criteria within the operating norms of an organization. d) They primarily focus on immediate goals rather than long-term goals.

Answer: b Difficulty: Easy Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Reflective thinking skills Bloom‘s: Knowledge

2. From a conventional point of view, which of the following is true of identifying a problem in a decision-making process? a) Decision makers use only tacit knowledge over explicit knowledge to identify a problem. b) Decision makers value overall well-being rather than maximizing monetary outcomes. c) Decision makers place a particular emphasis on maximizing shareholder wealth. d) Decision makers appreciate healthy debates over goals that don‘t receive a high level of agreement.

Answer: c Difficulty: Medium Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Reflective thinking skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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3. With regard to developing alternative responses, which of the following kinds of responses is more appropriate when the overall cost of doing something exceeds the benefits of doing it? a) Doing nothing b) Following a routine response c) Adhering to standard operating procedures d) Developing a nonprogrammed response Answer: a Difficulty: Easy Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Reflective thinking skills Bloom‘s: Knowledge

4. Which of the following is true of programmed responses? a) They are new alternatives that are developed solely for preventing short cut decision making. b) They are the most appropriate kinds of responses to unsolicited mails. c) They are non-routine responses specifically programmed for an exclusive purpose. d) They are consistent with the adherence to standard operating procedures.

Answer: d Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Reflective thinking skills Bloom‘s: Knowledge

5. Which of the following is an advantage of programmed responses? a) They help decision makers avoid going through all the steps of the decision-making process. b) They don‘t run the risk of being dysfunctional. c) They don‘t need regular review because they are standard. d) They are less subject to change over long periods of time and don‘t run the risk of being obsolete.

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Answer: a Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Reflective thinking skills Bloom‘s: Knowledge

6. With regard to developing alternative responses, which of the following is true of scripts? a) They are usually nonprogrammed alternatives based on inputs from a single stakeholder. b) They are inherent and cannot be taught to be applied in an individual‘s personal and professional lives. c) Human resource policies are scripts that are less likely to change over a period of time. d) They should be reviewed occasionally to ensure they have not become dysfunctional.

Answer: d Difficulty: Easy Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Analytic skills Bloom‘s: Comprehension

7. Which of the following is a difference between programmed decisions and nonprogrammed decisions? a) Programmed decisions are routine responses, while nonprogrammed decisions are developed for specific situations based on group-oriented creativity techniques. b) Programmed decisions call for discovering and choosing new alternatives, while nonprogrammed decisions are consistent with existing procedures. c) Programmed decisions are made by going through all the four steps of the decision-making process, while nonprogrammed decisions are quick shortcuts to avoid the lengthy decision-making process. d) Programmed decisions can never become dysfunctional, while nonprogrammed decisions are valid only for a short period of time.

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Answer: a Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Analytic skills Bloom‘s: Comprehension

8. With regard to developing alternative responses, which of the following is true of sustainable decision makers? a) Owing to quantitative differences, they have more responses to choose from, in comparison to conventional decision makers. b) Their emphasis is less likely to go beyond maximizing owners‘ short-term financial well-being, as opposed to conventional decision makers. c) They are often presented with improved chances of innovation owing to the greater variety of stakeholders, in comparison to conventional decision makers. d) They do not take into consideration stakeholders who seem quite distant from the organization.

Answer: c Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Analytic skills Bloom‘s: Comprehension

9. From a conventional point of view, which of the following is true of decision makers who are developing alternatives? a) They choose one of the alternatives that have been developed, appreciating the healthy tension among various goals. b) They value overall well-being rather than maximizing financial outcomes. c) They use only tacit knowledge as it is easy to quantify. d) They work toward ensuring that financial benefits of an alternative outweigh its financial costs.

Answer: d

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Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Analytic skills Bloom‘s: Comprehension 10. During a decision-making process, when goal consensus is high, the criteria for making the decision are: a) Agreed upon. b) Always unclear. c) Always uncertain. d) Related exclusively to quality.

Answer: a Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

11. Low goal consensus means that: a) There is high available knowledge. b) The criteria for decision making are clear. c) The criteria for decision making are always related to performance and not people. d) There is considerable debate about an organization‘s goals.

Answer: d Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

12. Which of the following is true of the rational choice method of decision making? a) It is used when goal consensus is low.

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b) It is appropriate when a problem is clearly understood. c) It is suitable when there is inadequate time to collect necessary information. d) It is a non-analytical approach to decision making.

Answer: b Difficulty: Medium Learning Objective Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

13. Henry‘s firm has noticed that its employee benefits plan is quite dysfunctional. There is a high level of consensus among all the stakeholders that the plan needs to be replaced. Using several analysis tools, such as analytical models and break-even analysis, Henry and his team are able to come to a decision on the alternate plan to be employed. In this scenario, which of the following methods of decision making was used? a) The subjective method b) The incremental trial-and-error method c) The uncertainty choice method d) The rational choice method Answer: d Level of Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

14. Terry, a sales manager, is trying to improve his team‘s performance in order to achieve the sales target for the quarter. Terry and his team are very aware of the reason for the lagging sales performance and by using a decision tree, he and his team are able to decide on a course of action to improve sales. Which of the following methods of decision making has Terry used? a) The intuitive decision-making method b) The rational choice method c) The political method d) The incremental trial-and-error method Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: b Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

15. The marketing and production teams of a manufacturing firm are debating about which goal the firm should focus on. While the former supports maximizing sales revenue, the latter supports minimizing production costs. Both teams have the information needed to facilitate the course of action they support. As a consequence of this debate, the two teams decided to form a coalition.

Which of the following decision-making methods have the teams adopted? a) The rational choice method b) The political method c) The subjective method d) The incremental method Answer: b Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

16. A political method of decision making is appropriate when: a) Goal consensus is low. b) Available knowledge is low. c) There is an absence of intense debate. d) There are no competing goals.

Answer: a Level of Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

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AACSB: Analytic skills Bloom‘s: Comprehension

17. Which of the following is true of the political method of decision making? a) It is applicable when there is a high level of agreement on which goal to pursue. b) It is used when an organization has all the resources to pursue multiple goals at the same time. c) It is appropriate when competing goals are mutually exclusive. d) It is applicable when decision makers want to avoid trading favours or bargaining.

Answer: c Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

18. A team of sales executives wishes to increase unit sales of their cosmetic products by using advertising, but are unclear about which medium to use. This is because they have little knowledge about the relative effectiveness of each medium. In this scenario, which of the following methods of decision making is appropriate? a) The rational choice method b) The political method c) The subjective method d) The incremental trial-and-error method Answer: d Level of Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Analysis

19. Which of the following methods of decision making is appropriate when there is high goal consensus but a low level of technical knowledge? a) The subjective method Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) The incremental trial-and-error method c) The rational choice method d) The political method Answer: b Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

20. Which of the following is true of the incremental trial-and-error method of decision making? a) It is inappropriate for pilot testing a decision. b) It helps in fine-tuning existing strategies. c) It is evident when there is a high level of technical knowledge. d) It is found in situations with low levels of agreement on goals.

Answer: b Level of Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

21. Among the decision-making methods, which of the following is a similarity between the rational choice method and the incremental trial-and-error method? a) Both are appropriate when goal consensus is high. b) Both are appropriate when knowledge is unavailable. c) Both are appropriate when there is a shortage of time. d) Both are appropriate when there is considerable debate about which goal to pursue.

Answer: a Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

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AACSB: Analytic skills Bloom‘s: Comprehension

22. Which of the following is true of the random method of decision making? a) It is an ideal approach in organizations that favor rational methods. b) It is less likely to yield breakthrough decision making. c) It occurs when there is little or no agreement on goals. d) It occurs when extensive knowledge is available.

Answer: c Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

23. Elizabeth has been given the task of making the production process more efficient. Her manager has failed to set any goals and Elizabeth is unaware of his requirements. Additionally, she has insufficient information on the process and how to improve it. This has forced her to rely on intuition and take inspiration from past experiences to implement her decision. Which of the following decision-making methods does this exemplify? a) The subjective method b) The rational choice method c) The political method d) The incremental trial-and-error method Answer: a Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

24. A team of advertising professionals is involved in a decision-making process seeking breakthrough decisions. The team members rely on their intuition to make bold decisions so much Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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so that the decisions go against the rational analysis of the information at hand. In which of the following decision-making methods does this occur? a) The trial-and-error method b) The rational choice method c) The political method d) The subjective method Answer: d Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application 25. The _____ method of decision making is evident when there is little or no agreement on goals and limited information. a) Objective b) Random c) Incremental d) Rational Answer: b Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

26. Which of the following best defines tacit knowledge? a) It refers to information that can be communicated and stored easily. b) It refers to knowledge that can be easily transmitted and understood. c) It refers to information people possess that is difficult to articulate. d) It refers to straightforward chunks of information that are codified.

Answer: c Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

27. Which of the following statements supports the usefulness of tacit knowledge? a) It is easy to put into words and transmit across many individuals. b) It helps linguists easily codify and store information effectively. c) It helps art experts distinguish between authentic and counterfeit works of art. d) It helps language experts to articulate information in a straightforward manner.

Answer: c Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

28. Which of the following is true of the administrative model method of decision making? a) It is a less commonly used method of decision making. b) It is used when decision makers have some knowledge and a partial goal consensus. c) It is useful when decision makers want to prevent the tendency of satisficing. d) It occurs when there is an absence of bounded rationality.

Answer: b Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

29. According to Herbert Simon, in the context of decision making, bounded rationality is: a) A decision maker‘s set of rules to achieve goal consensus through rational methods. b) A decision maker‘s set of constraints due to a lack of complete information as well as limited processing ability.

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c) A decision maker‘s intuitive ability to arrive at a decision irrespective of external constraints. d) The ratio of a decision maker‘s level of tacit knowledge to his or her level of explicit knowledge.

Answer: b Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

30. Which of the following is a consequence of having incomplete information and a lack of complete goal consensus? a) Satisficing b) Thresholding c) Optimization d) Flipism Answer: a Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

31. Which of the following best defines satisficing? a) It refers to an approach that particularly attempts to find the best possible solution available. b) It refers to the process of developing alternatives until one that performs adequately on specific criteria is found. c) It refers to the process of developing an optimal response to an inadequate problem. d) It refers to the process of conducting an exhaustive search for the most suitable alternative solution.

Answer: b Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

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AACSB: Analytic skills Bloom‘s: Comprehension

32. In which of the following situations is satisficing evident? a) A manager trying to develop an optimal solution b) A manager choosing the best possible alternative after considerable research rather than settling for the first solution he comes across c) A manager trying to achieve an ideal solution rather than seeking an acceptability threshold d) A manager choosing a particular alternative because it fits the budgeted amount for a project Answer: d Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

33. _____ refers to presenting ideas and alternatives in a way that has an influence on the choices that people make. a) Rationalizing b) Cataloguing c) Sampling d) Framing Answer: d Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

34. Which of the following is generally true of people that are presented with information that has been framed to show they are securing gains? a) They tend to be risk adverse. b) They tend to act spontaneously.

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c) They tend to disregard the information. d) They are likely to take risks.

Answer: a Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

35. With regard to subjective effects on employee appraisals, an initial poor impression being weighed too highly in an appraisal is a typical example of a(n) _____. a) Anchoring and adjustment bias b) Halo/horn bias c) Representativeness bias d) Availability bias Answer: a Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

36. In his quarterly appraisal report, Cox feels that his project manager, Gerald, has appraised him with an anchoring and adjustment bias. By this, Cox identifies that Gerald is more likely to have: a) Placed too much emphasis on his first impression of Cox. b) Relied on one piece of known information to make a generalization about Cox‘s abilities. c) Relied too much on memorable information about Cox. d) Compared Cox‘s performance to the typical image he has of a successful employee.

Answer: a Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

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AACSB: Analytic skills Bloom‘s: Application

37. In the context of subjective effects of employee appraisals, which of the following best defines availability bias of appraisers? a) It occurs when the appraisers place too much emphasis on their first impressions of the employees and are not likely to change it. b) It is evident when the appraisers use one piece of known information to generalize about an employee‘s performance on matters where no information is available. c) It is evident when the appraisers rely too much on memorable information to make judgments and ignore other fuller information. d) It occurs when the appraisers make judgments about an employee in comparison to a typical image they have of a successful employee.

Answer: c Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

38. Kingston is a project manager who appraises his employees based only on their most recent performances and disregards their performance over the entire appraisal period. Based on these characteristics, which of the following biases does Kingston have toward his employees? a) An anchoring and adjustment bias b) A halo/horn bias c) A representativeness bias d) An availability bias Answer: d Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Application

39. With regard to subjective effects on employee appraisals, a(n) _____ is evident when an appraiser uses one piece of known information to generalize an employee‘s performance where no information is available. a) Availability bias b) Halo/horn bias c) Adjustment bias d) Anchoring bias Answer: b Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

40. Ivan is appraising his team members based on their performances in the last quarter. His appraisal of Otto is based entirely on Otto‘s poor social skills, and he disregards all of Otto‘s performance achievements. As a consequence, Otto receives a poor appraisal. Which of the following biases does Ivan have? a) An anchoring and adjustment bias b) A representativeness bias c) A halo/horn bias d) An adjustment bias Answer: c Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

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41. Derek is a project manager who is appraising his employees for the past quarter. Based on Monique‘s exceptional performance on an observed task, Derek generalizes Monique as a high performer in all instances, disregarding her actual performance. Which of the following biases does Derek have? a) An adjustment bias b) An availability bias c) A representativeness bias d) A halo/horn bias Answer: d Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

42. Teresa is an experienced manager who makes judgments about all her employees based on their comparison to the image that she has formed of a typical successful employee. In this case, Teresa is said to have a(n) _____ bias. a) Halo/horn b) Availability c) Representativeness d) Anchoring Answer: c Difficulty: Hard Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

43. With regard to organizations characterized by sustainable organizational behaviour, which of the following is true of their decision-making processes? a) They are less broad in scope. b) They are less participative in nature.

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c) They focus primarily on financial well-being rather than focusing on a range of forms of wellbeing. d) They tend to engender more respect and more effort from followers.

Answer: d Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

44. Which of the following best defines explicit knowledge? a) It refers to information that is difficult to codify. b) It refers to information that can be easily articulated. c) It refers to unwritten guidelines that are not easily understood. d) It directly refers to inferences drawn based on an individual‘s body language.

Answer: b Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

45. Identify the correct statement about a sustainable approach to decision making. a) It involves placing more emphasis on explicit knowledge than tacit knowledge. b) It is inclusive of written guidelines and seeks to go beyond it. c) It is less likely to take into account concerns that are difficult to quantify. d) It is always characterized by a lack of consensus.

Answer: b Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Comprehension

46. The _____ describes that decisions are not determined ―by the numbers,‖ but rather by comparing with ideal states or ideal images of self or outcomes. a) Image theory b) Attribution theory c) Game theory d) Normative decision theory Answer: a Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Application

47. Which of the following is true of the image theory? a) It assumes that people choose alternatives using a complex non-linear process. b) It consists of a profitability test that helps in showing the best alternative that aligns with an individual‘s principles and values. c) It is similar to the traditional decision-making theory. d) It comprises a compatibility test that is inconsistent with the use of virtue theory to make decisions regarding ethical dilemma.

Answer: b Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

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48. From a conventional point of view, which of the following is true of choosing an alternative in a decision-making process? a) Decision makers use only tacit knowledge over explicit knowledge to identify a problem. b) Decision makers value overall well-being rather than maximizing monetary outcomes. c) Decision makers place a particular emphasis on maximizing shareholder wealth. d) Decision makers appreciate healthy debates over goals that don‘t receive a high level of agreement.

Answer: c Level of Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Analytic skills Bloom‘s: Comprehension

49. With regard to implementing decisions through a sustainable approach, which of the following is true of overcoming resistance to implementation? a) Involving other members early in the decision-making process is critical. b) Encouraging selective use of participation is a preferred method to defend decisions. c) Punishing members who do not support implementation is unsustainable. d) Viewing decisions as experiments leads to poor results.

Answer: a Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

50. Which of the following is an example of overcoming resistance to implementing a chosen alternative? a) Discouraging demotion b) Discouraging punishment methods c) Avoiding career advancement opportunities d) Offering financial bonuses Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Application 51. Which of the following occurs when a decision maker perseveres with the implementation of a poor decision despite evidence that it is not working? a) Progress trap b) Information overload c) Escalation of commitment d) Evidential reasoning Answer: c Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

52. _____ is the most basic reason for escalation of commitment. a) Progress trap b) Information distortion c) Path dependency d) Evidential reasoning Answer: b Difficulty: Easy Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

53. By applying a decision-making process that was successful in the past, Larry decided to acquire a new business. This business has started to incur significant losses. Despite this, Larry refuses to admit the incompatibility of his decision-making process with every premise and persists with it. In this scenario, which of the following is evident?

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a) Progress trap b) Information distortion c) Evidential reasoning d) Escalation of commitment Answer: d Difficulty: Hard Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Application

54. The tendency to overlook or downplay feedback that makes a decision look bad and focus instead on feedback that makes it look good is known as _____. a) Administrative inertia b) Path dependence c) Information distortion d) Progress trap Answer: c Difficulty: Easy Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Application

55. Among factors that influence decision making and implementation, which of the following is true when the level of participation is high? a) The commitment of other team members becomes less significant. b) The goals of a team are well aligned. c) There is adequate time for decision making. d) A decision maker has adequate information.

Answer: b Difficulty: Medium Learning Objective: Describe how decisions are implemented.

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Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

56. Diego has decided to use previously successful processes to revive several obsolete employee benefits policies. Despite these processes not being appropriate for reviving such policies, Diego persists in using them and faces high levels of resistance and the possibility of losses. In this scenario, Diego‘s escalation of commitment occurs due to _____. a) Faulty reasoning b) Administrative inertia c) Information distortion d) Blind persistence Answer: a Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

57. _____ refers to the tendency of existing structures and systems to persist even though they may not be useful. a) Information distortion b) Path dependence c) Bandwagon effect d) Administrative inertia Answer: d Difficulty: Easy Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Reflective thinking skills Bloom‘s: Knowledge

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58. Which of the following should decision makers do to reduce the likelihood of escalation of commitment? a) They must view the results of previous decisions as a legacy that must be continued. b) They need to ask themselves what they have learned during the decision-making process that will inform future decisions. c) They must recognize past flawed decisions and use them to implement in the same way for new decisions. d) They must discourage the inclusive use of participation to overcome resistance.

Answer: b Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

59. In the context of overcoming problems associated with escalation of commitment, which of the following is true of a sustainable approach to decision making? a) It encourages selective use of participation. b) It places less emphasis on participation of others at all levels of decision making. c) It lets decision makers view decisions as experiments. d) It decreases the likelihood that decision makers will learn from poor decisions.

Answer: c Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

60. The sustainable approach to decision making has inherent advantages because: a) Sustainable decision makers tend to look for feedback that will help improve their decisions. b) A sustainable approach increases the likelihood of escalation of commitment. c) A sustainable approach increases the likelihood of administrative inertia. d) Sustainable decision makers are less likely to unlearn.

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Answer: a Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

61. While implementing a chosen alternative, which of the following is a difference between conventional and sustainable methods of decision making? a) A conventional method appreciates tension among various organization goals, while a sustainable method ignores them. b) A conventional method uses a participative approach selectively, while a sustainable method uses an experimental approach. c) A conventional method uses a balance between tacit knowledge and explicit knowledge, while a sustainable method relies on explicit knowledge more than tacit knowledge. d) A conventional method focuses on many forms of well-being, while a sustainable method aims at specifically maximizing stakeholder wealth.

Answer: b Level of Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Analysis

62. Carla, a sustainable decision maker, views her decisions as experiments. This approach helps her employees be open to change because they know a) That if they do not change, they will be fired. b) That Carla is subject to administrative inertia. c) Carla will always follow what the Board of Directors tells her to do. d) Carla will solicit feedback regarding her decisions.

Answer: d Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Comprehension

63. Change in the government is often extremely slow, including policies such as healthcare or education. This slowness reflects which concept? a) Administrative inertia b) Image theory c) Information distortion d) Political choice method Answer: a Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Comprehension

64. A company‘s president tends to ignore a team‘s sales and focuses instead on the community service his team does in the inner city. Which concept best applies to this situation? a) Intuition b) Level of participation c) Information distortion d) Administrative inertia Answer: c Difficulty: Medium Learning Objective Text: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Analytic skills Bloom‘s: Analysis

65. A soft drink company continues to produce a high-caffeine product, despite low sales and poor media coverage. The CEO believes that the product is still a good one and does not want to discontinue its production. Which concept does this decision reflect? a) Intuition b) Image theory c) Escalation of commitment d) Political method Answer: c Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Analytic skills Bloom‘s: Analysis 66. A small company has been family-owned since its inception in 1965. The current manager often considers what his grandfather would think before he makes key decisions. Which concept does this best reflect? a) Rational choice b) Incremental trial-and-error c) Image theory d) Intuition Answer: c Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Analytic skills Bloom‘s: Analysis

67. A banker has a gut feeling about a new start-up‘s potential success and agrees to finance the company. Which decision-making method does this represent? a) Incremental trial-and error method b) Rational choice method c) Administrative method d) Subjective method Answer: d Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Analytic skills Bloom‘s: Analysis

68. A software company wants to increase its sales and decides to try a variety of marketing, including mass emails, television ads and printed mailings. The marketing department is tasked with identifying which method is most effective. This strategy reflects which concept? a) Incremental trial-and-error b) Rational choice Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Subjective method d) Political method Answer: a Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Analytic skills Bloom‘s: Comprehension

69. A computer company asks high school students for their opinions on the company‘s products.

This use of distant stakeholders is an example of which of the following? a) Scripts b) Sustainable decision-making c) Programmed decision-making d) Conventional decision-making Answer: b Difficulty: Medium Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Analytic skills Bloom‘s: Analysis

70. Faced with a new challenge, a manager needs to arrive at a nonprogrammed decision. Which would be an appropriate step for this manager? a) Consult the existing guidebook b) Review an old guidebook c) Meet with outside consultants d) Do nothing Answer: c Difficulty: Medium Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Analytic skills Bloom‘s: Comprehension

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71. Rick notices that one of his employees is constantly late for work. What should Rick do to ensure that he makes a good decision? a) Read the employee guidebook b) Informally reprimand the employee c) Meet with the employee to discuss the situation d) Formally write up the employee Answer: c Difficulty: Medium Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Analytic skills Bloom‘s: Analysis

Fill In The Blanks

72. A(n) _____ refers to a choice that is made among a number of available alternatives.

Answer: decision Difficulty: Easy Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Reflective thinking skills Bloom‘s: Knowledge 73. _____ are typically developed to handle organizational problems that recur frequently.

Answer: Programmed decisions Difficulty: Easy Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Reflective thinking skills Bloom‘s: Knowledge

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74. _____ is evident when decision makers do not know what outcomes to expect with choosing a particular alternative.

Answer: Uncertainty Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

75. The _____ method is an analytical method of decision making that is evident when goal consensus is high and there is adequate time to collect all the information required.

Answer: classic rational choice Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloomcode: Knowledge

76. When an organization lacks the resources to pursue competing goals at the same time, it typically uses a _____ method of decision making.

Answer: political Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

77. The _____ method of decision making is found in situations with high agreement on goals but a low level of technical knowledge.

Answer: incremental trial-and-error method Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Level of Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

78. The _____ method of decision making is generally not an ideal approach in organizations that favor rational methods.

Answer: random or subjective Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

79. According to Lee Roy Beach‘s image theory, a decision maker uses a _____ to determine how well a particular alternative fits his or her self-image in terms of values, goals, and plans.

Answer: compatibility test Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

80. The _____ helps us to make decisions regarding ethical dilemmas.

Answer: virtue theory Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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81. _____ occurs when decision makers inappropriately repeat the same process they used for an earlier successful decision.

Answer: Escalation of commitment Difficulty: Easy Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Reflective thinking skills Bloom‘s: Knowledge

82. An important part of identifying the need for a decision is defining the __________ issues and relevant stakeholders.

Answer: underlying Difficulty: Easy Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Reflective thinking skills Bloom‘s: Knowledge

83. A complicating factor in identifying the need to make a decision is that people often interpret the same event in different ways, depending on the __________ they use.

Answer: scripts Difficulty: Easy Learning Objective: Describe the importance of identifying the need to make a decision.

Section Reference: 6.1 Identify The Need For A Decision AACSB: Reflective thinking skills Bloom‘s: Knowledge

84. The quality of _______________ alternatives depends on the amount of time and resources that decision makers invest in developing them.

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Answer: nonprogrammed Difficulty: Easy Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Reflective thinking skills Bloom‘s: Knowledge

85. __________________ is actually an appropriate response for all those situations in which doing something else is not worth the effort.

Answer: Doing nothing Difficulty: Easy Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Reflective thinking skills Bloom‘s: Knowledge

86. _____________________ means that there is considerable debate about what the organization‘s goals should be, and therefore the criteria for a decision are not as clear.

Answer: Low goal consensus Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

87. _____________________ as a method of decision making is evident when goal consensus is high and there is adequate time to collect all of the required information.

Answer: Rational choice

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Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge 88. Intuitive decision makers often rely on ________________, which is information people possess that is difficult to articulate or codify.

Answer: tacit knowledge Difficulty: Easy Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Reflective thinking skills Bloom‘s: Knowledge

89. ___________________ is the tendency to overlook or downplay feedback that makes a decision look bad and focus instead on feedback that makes it look good.

Answer: Information distortion Difficulty: Easy Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Reflective thinking skills Bloom‘s: Knowledge

90. The ______________________ has some inherent advantages in overcoming resistance to implementing challenging decisions, and also in overcoming problems associated with the escalation of commitment.

Answer: sustainable approach Difficulty: Easy Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Reflective thinking skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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91. Because sustainable decision makers tend to view decisions as experiments, they are more likely to look for feedback that will help them ____________ their decisions rather than defend them.

Answer: improve Difficulty: Easy Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Reflective thinking skills Bloom‘s: Knowledge

Short Answer Questions

92. Describe the significance of sustainable decision-making practices in developing alternatives.

Answer: Sustainable decision makers have the same three basic options for developing alternatives that conventional decision makers have, but with two qualitative differences. First, because their emphasis is more likely to go beyond maximizing owners‘ short-term financial well-being, sustainable decision makers often develop a comparatively broader range of alternatives. Second, a sustainable approach to decision making is likely to involve a greater variety of stakeholders in developing alternatives. This often improves the chance for innovation.

Difficulty: Medium Learning Objective: Recognize the alternative responses decision makers can follow once a need for decision has been identified.

Section Reference: 6.2 Develop Alternative Responses AACSB: Communication abilities Bloom‘s: Analysis

93. Describe how framing affects decision making.

Answer: When one lacks complete information, subtle factors can influence decisions. Researchers have found patterns in the way the framing or presentation of information affects decision making.

In particular, peoples‘ choices are influenced by whether a goal is framed in terms of (a) securing gains or (b) avoiding losses. Generally, when faced with opportunities for gain, people tend to be risk adverse, whereas when faced with losses, people are more likely to take risks. In one Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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experiment, participants in an investment simulation who were experiencing losses made riskier choices, as predicted by the framing effect.

Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Communication abilities Bloom‘s: Comprehension

94. Write a short note on Lee Roy Beach‘s image theory.

Answer: Lee Roy Beach‘s image theory describes decisions as being made not ―by the numbers,‖ but rather in comparison with ideal states or ideal images of self or outcomes. Image theory assumes that people choose alternatives using a relatively simple two-step process. First the decision maker uses a compatibility test to determine how well a particular alternative fits his or her self-image in terms of values, goals, and plans. If the alternative is not compatible, it is rejected. If the alternative is compatible, the decision maker moves to the second step, applying profitability test that shows which of the compatible alternatives best fits with his or her principles, values, goals, and plans.

Difficulty: Medium Learning Objective: Discuss the key factors in choosing the appropriate alternative decision.

Section Reference: 6.3 Choose The Appropriate Alternative AACSB: Communication abilities Bloom‘s: Knowledge

95. List and explain the reasons for escalation of commitment.

Answer: Escalation of commitment occurs due to the following reasons:  Information distortion  Faulty reasoning  Inappropriate persistence  Administrative inertia The most basic reason for escalation of commitment is due to information distortion, the tendency to overlook or downplay feedback that makes a decision look bad and focus instead on feedback that makes it look good. It also occurs due to faulty reasoning, such as when decision makers inappropriately repeat the same process they used for an earlier successful decision. Escalation of commitment can also be caused by blind persistence when decision makers refuse to admit failure Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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despite early negative feedback and are subsequently treated as heroes when their original decision turn out to be right. Finally, escalation of commitment can result from administrative inertia, the tendency of existing structures and systems to persist even though they may not be useful.

Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Communication abilities Bloom‘s: Comprehension

96. Explain how sustainable approaches to decision making help in overcoming resistance to implementing challenging decisions.

Answer: The sustainable approach has some inherent advantages in overcoming resistance to implementing challenging decisions, and also in overcoming problems associated with the escalation of commitment. First, whereas the conventional approach encourages the selective use of participation to overcome resistance to the implementation of decisions, the sustainable approach is less likely to meet resistance because of its ongoing emphasis on participation in all four steps of the decision-making process. In the sustainable approach, participation influences the kinds of decisions considered, the types of alternatives developed, the alternatives chosen, and the process by which decisions are implemented.

Difficulty: Medium Learning Objective: Describe how decisions are implemented.

Section Reference: 6.4 Implement The Choice AACSB: Communication abilities Bloom‘s: Comprehension

Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 7 Shuffle: No

Multiple Choice 1. _____ is being true to yourself and a way of living in which a person‘s outward actions match up with their inner self. a) Authenticity Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Creativity c) Hubris d) Narcissism Answer: a Difficulty: Easy Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

2. Which of the following is a characteristic of being authentic? a) Being prone to stress b) Acting consistently with selfish motives c) Being true to oneself d) Feeling the need to please others Answer: c Difficulty: Easy Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

3. _____ is the sum of resources represented by self-efficacy, hope, optimism, and resilience that motivates an individual to persevere towards goals despite adversity. a) Emotional quotient b) Hubris c) Authenticity d) Psychological capital Answer: d Difficulty: Easy Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

4. Which of the following is true of people who work under authentic leaders? a) They have lesser work engagement.

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b) They have increased job satisfaction. c) They experience high burnout. d) They have high levels of anxiety and worries.

Answer: b Difficulty: Medium Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

5. Which of the following is characteristic of an authentic leader? a) Relating to others transparently b) Acting consistently with selfish motives c) Contributing minimum psychological capital d) Acting in unpredictable ways Answer: a Difficulty: Easy Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

6. Which of the following is true of people who work under authentic leaders? a) They have decreased job satisfaction. b) They have decreased job commitment. c) They have low levels of anxiety and worries. d) They have lesser work engagement.

Answer: c Difficulty: Medium Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

7. Which of the following is true of people who work under authentic leaders? a) They have lesser work engagement. b) They have increased levels of anxiety and worries. c) They have increased job commitment.

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d) They have decreased job satisfaction.

Answer: c Difficulty: Medium Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

8. Which of the following is true of people who work under authentic leaders? a) They have a sense of empowerment. b) They have increased levels of anxiety and worries. c) They experience high burnout. d) They have a decreased trust in with their leader.

Answer: a Difficulty: Medium Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

9. Which of the following is true of people who work under authentic leaders? a) They have increased levels of anxiety and worries. b) They have decreased levels of job performance. c) They experience high burnout. d) They have an increased trust in their leader.

Answer: d Difficulty: Medium Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

10. Which of the following is true of people who work under authentic leaders? a) They have decreased levels of job performance. b) They have increased levels of anxiety and worries. c) They have a less concern for status. d) They have a decreased trust in with their leader.

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Answer: c Difficulty: Medium Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

11. Which of the following is true of people who work under authentic leaders? a) They have a greater identification with their leader. b) They have decreased levels of job performance. c) They have a decreased trust in with their leader. d) They have increased levels of anxiety and worries.

Answer: a Difficulty: Medium Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

12. Which of the following is a result of increased self-awareness? a) Higher levels of anxiety and depression b) Greater negative emotions c) Lower self-esteem d) Greater self-confidence Answer: d Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

13. Which of the following is a result of increased self-awareness? a) Lower levels of anxiety and depression b) Lower self-esteem c) Lower self-confidence d) Greater negative emotions

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Answer: a Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

14. Which of the following is a result of increased self-awareness? a) Higher levels of anxiety and depression b) Higher self-esteem c) Greater negative emotions d) Lower self-confidence Answer: b Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

15. Which of the following is a result of increased self-awareness? a) Higher levels of anxiety and depression b) Higher self-esteem c) Greater positive emotions d) Lower self-confidence Answer: c Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

16. Which of the following is a result of increased self-awareness? a) Increased levels of anxiety and depression b) Increased self-trust c) Greater positive emotions d) Lower self-confidence Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

17. Which of the following best defines hubris? a) It is the body‘s state of heightened readiness for action in response to challenges or pressures in the environment. b) It is an experienced passion and sense of meaning toward work or a career. c) It is a ―grandiose sense of self‖ evident in excessive confidence and narcissism. d) It is asking for feedback or collecting information from the work environment to better understand how you are performing.

Answer: c Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

18. Ike is one of the top executives of Sunshine Corp. Although his colleagues are level-headed people, Ike comes across as a very arrogant and over-confident personality who tends to mock people for their bad work and insult them in front of others. Ike‘s personality displays the presence of: a) Hubris. b) Emotional intelligence. c) Empathy. d) Authenticity.

Answer: a Level of Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Analytic skills Bloom‘s: Application

19. Which of the following is characteristic of individuals with hubris? a) They exhibit low self-confidence. b) They consult others before taking a decision. c) They exhibit arrogance and narcissism. d) They encourage participation of people.

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Answer: c Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Analytic skills Bloom‘s: Application

20. _____is a proper sense of self, an awareness of strengths and weaknesses, and an appreciation of knowledge outside yourself. a) Charisma b) Humility c) Hubris d) Stress Answer: b Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

21. Which of the following is characteristic of humble people? a) They have low emotional awareness. b) They have low self-esteem. c) They refrain from supporting others during decision-making. d) They have the ability to accept truth and admit mistakes.

Answer: d Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Analytic skills Bloom‘s: Comprehension

22. Which of the following tools can be used to study the pattern of self-awareness? a) PERT b) Gantt Chart c) Johari window d) Maslow‘s hierarchy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: c Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

23. According to the Johari window, the unknown quadrant includes truths about you that: a) You know about but others do not. b) Neither you nor others know at all. c) Only you and your close family know. d) Others know but you do not.

Answer: b Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

24. According to the Johari window, the blind quadrant includes truths about you that: a) You know but others do not. b) Neither you nor others know. c) You and others know. d) Others know but you do not.

Answer: d Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

25. According to the Johari window, the public quadrant includes truths about you that: a) Others know but you do not. b) You and others know about. c) You know but others do not. d) Neither you nor others know about.

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Answer: b Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

26. According to the Johari window, the private quadrant includes truths about you that: a) Neither you nor others know about. b) You and others know about. c) You know about but others do not. d) Others know but you do not about.

Answer: c Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

27. People laugh behind Rashid‘s back at his unawareness of his lack of competency and social etiquette. The Johari window describes this as reflective of Rashid‘s: a) Private quadrant. b) Blind quadrant. c) Public quadrant. d) Unknown quadrant.

Answer: b Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Analytic skills Bloom‘s: Application

28. Which of the following is an ideal means to reduce blind spots that hinder being authentic? a) Higher burnouts b) Feedback-seeking behaviour c) Unstructured self-reflection d) Consistent act of selfish motives

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Answer: b Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

29. An important aspect for individuals who aspire to become authentic is to: a) Act in ways unpredictable by others. b) Think highly of themselves. c) Actively seek feedback from others. d) Feel the need to please subordinates.

Answer: c Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Analytic Skills Bloom‘s: Comprehension

30. Increasing self-awareness and authenticity through structured self-reflection begins with: a) A conscious examination of critical experiences. b) Collecting information from the work environment. c) Understanding how an individual is performing. d) A focus on how much others know about an individual.

Answer: c Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

31. _____ self-regulatory actions that help us manage ourselves, to enhance performance or complete tasks that are not naturally motivating. a) Self-leadership practices b) Self-awareness c) Self-knowledge d) Self-delusion

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Answer: a Difficulty: Easy Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Reflective thinking skills Bloom‘s: Knowledge

32. Which of the following is a behavioural strategy focused on helping people in organizations to live intentionally? a) Evaluating assumptions b) Positive self-talk c) Visualizing performance d) Self-reinforcement Answer: d Difficulty: Easy Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Reflective thinking skills Bloom‘s: Knowledge

33. Betty pastes sticky notes around her workstation to encourage herself that her contribution makes a difference to the organization. In this case, Betty‘s strategy to live intentionally is referred to as _____. a) Self-goal setting b) Self-observation c) Self-cueing d) Self-reinforcement Answer: c Difficulty: Medium Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application

34. Which of the following is an example of a positive reinforcement?

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a) Punishing children if they fail to complete their homework b) Decreasing incentives for people who don‘t meet their daily targets c) Not playing if one fails to complete an assigned task d) Eating out to celebrate your victory in a cricket match Answer: d Difficulty: Medium Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application

35. Which of the following practices consists of self-reflection and assessment? a) Self-cueing b) Self-reinforcement c) Self-observation d) Self-goal setting Answer: b Difficulty: Medium Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application

36. An individual who rehearses mentally for the successful delivery of a presentation is inducing self-leadership through _____. a) Self-cueing b) Self-reinforcement c) Visualizing performance d) Natural rewards Answer: c Difficulty: Medium Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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37. Which of the following is a characteristic of people who experience a ―calling‖ tendency? a) They experience low or almost no enthusiasm. b) They have higher levels of satisfaction. c) They experience a high burnout. d) They have lower levels of commitment.

Answer: b Difficulty: Medium Learning Objective: Discuss self-knowledge and how can it determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application

38. Which of the following is a symptom of stress? a) Enthusiasm b) Absenteeism c) Lower burnout d) Healthier body Answer: b Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

39. Which of the following is a result of work-family conflicts? a) Higher job satisfaction b) High work performance c) Lower anxiety levels d) Limited advancement Answer: d Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Analytic Skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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40. Which of the following is a reason for work-family conflicts? a) Ambiguous role expectations b) Excessive support from colleagues c) Positive disposition d) High self-efficacy Answer: a Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

41. Salma has been experiencing headaches due to the long hours she is forced to spend in front of her computer on account of a tight project deadline. Stella is experiencing _____. a) Hubris b) Stress c) Calling d) Role conflict Answer: b Difficulty: Medium Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Analytic Skills Bloom‘s: Application

42. Which of the following is a key to manage stress? a) Developing resources required for the situation b) Concentrating either on work or personal life c) Taking up multiple roles in work and personal life d) Increasing the use of one‘s own resources Answer: b Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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43. Which of the following is the process of coming up with novel and useful ideas for solving a problem or developing an opportunity? a) Motivation b) Learning c) Creativity d) Automation Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge 44. Which of the following statements best defines the term ―creativity‖? a) It refers to the process of coming up with novel and useful ideas for solving a problem or developing an opportunity. b) It refers to the ability to think, understand, and make judgments by a process of logic. c) It refers to the knowledge acquired through experience, practice, or study. d) It refers to a problem from a traditional perspective and then trying to find the best solution.

Answer: a Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge 45. Which of the following is the process of incorporating creative ideas into practice? a) Motivation b) Learning c) Innovation d) Liquidation Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

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Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

46. Divergent thinking refers to: a) Referring to bookmarked solutions. b) Using a traditional perspective to solve a problem. c) Looking at a problem in a unique way. d) Putting a creative idea into practice.

Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

47. The process of looking at a problem from a traditional perspective and then trying to find the best solution by thinking logically is referred to as _____. a) Incubation b) Innovation c) Convergent thinking d) Divergent thinking Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

48. Which of the following is the first stage of the creative process? a) Incubation b) Preparation c) Inspiration d) Validation Answer: b

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Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

49. Which of the following is the final stage of the creative process? a) Preparation b) Incubation c) Validation d) Inspiration Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

50. In the _____ stage of the creative process, the decision maker stops thinking intensively about the problem and simply allows it to exist in the back of his or her mind. a) Inspiration b) Incubation c) Validation d) Preparation Answer: b Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

51. Which of the following stages of the creative process is the most satisfying and most visible phase? a) Inspiration b) Incubation c) Validation d) Preparation Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: a Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

52. According to the creative process, a gradual awareness that the problem has a solution occurs in the ____ stage. a) Validation b) Preparation c) Inspiration d) Incubation Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

53. Which of the following is a characteristic of creative individuals? a) They have shallow knowledge of things around them. b) They are conformists and stick to textual knowledge for planning. c) They derive satisfaction by using their mental abilities to solve difficult problems. d) They are inconsistent and easily give up while dealing with an issue.

Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Comprehension

54. Which of the following is a characteristic of creative individuals? a) They derive satisfaction by solving problems in a logical manner.

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b) They are persistent and do not give up easily. c) They have a shallow knowledge of things around them. d) They are conformists and stick to textual knowledge for planning.

Answer: b Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Comprehension

55. Which of the following is a characteristic of creative individuals? a) They derive satisfaction by solving problems in a logical manner. b) They have a shallow knowledge of things around them. c) They function well in highly autonomous environments. d) They are conformists and stick to textual knowledge for planning.

Answer: c Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Comprehension

56. How does diversity help organizations to improve creativity? a) It reduces divergent thinking within the organization b) It provides multiple perspectives to a problem. c) It encourages stereotyping of minority workers. d) It leads to the generation of a single common idea.

Answer: b Difficulty: Medium Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Comprehension

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57. Which of the following is the most likely outcome when employees from different functional areas interact with each other? a) The resistance to new ideas increases. b) The creative thinking of individuals reduces. c) The use of creative methods reduces. d) The flow of information increases.

Answer: d Difficulty: Medium Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Comprehension

58. Goals and deadlines improve the creativity in organizations because: a) Deadlines can restrict individuals to use traditional methods. b) Realistic deadlines can stimulate motivation. c) Goals can make concrete ideas more abstract. d) Schedules restrict the ability to think uniquely.

Answer: b Difficulty: Medium Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Comprehension

59. Which of the following is an example of appropriate resource support for increasing creativity in organizations? a) Providing ample leaves to people for planning holidays b) Providing training to communicate with others c) Punishing people if they do not adhere to deadlines d) Providing a well-equipped research lab for work Answer: d Difficulty: Medium Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

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Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Application

60. Which of the following is a positive reinforcement to improve creativity in organizations? a) Encouraging diversity b) Rewarding new ideas c) Setting challenging deadlines d) Encourage interdepartmental communication Answer: b Difficulty: Medium Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Analytic skills Bloom‘s: Comprehension

61. Which of the following is essential to authentic leadership? a) An authoritarian style b) Subordination c) Conscientiousness d) Self-awareness Answer: d Difficulty: Easy Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Analytic skills Bloom‘s: Comprehension 62. Jim notices that his company has violated environmental law and he contacts the authorities.

This situation is an example of which of the following? a) Whistleblowing b) Tattling c) Subordination d) Work engagement Answer: a Difficulty: Easy Learning Objective Text: Identify the components and outcomes of leading self in organizations.

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Section Reference: 7.1 Authentic Leadership AACSB: Analytic skills Bloom‘s: Application

63. One potential outcome of enhanced self-awareness is a) An improved belief in one‘s ability to transfigure challenging circumstances. b) A greater capacity for empathizing with those who have fewer material goods. c) An enhanced capacity to complete all required tasks. d) A better ability to enjoy life‘s fleeting moments.

Answer: a Difficulty: Medium Learning Objective Text: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Analytic skills Bloom‘s: Comprehension

64. From an organizational perspective, self-understanding is a prerequisite for a) Genuine leadership. b) Promotion opportunities. c) University choice. d) Salary increases.

Answer: a Difficulty: Easy Learning Objective Text: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Analytic skills Bloom‘s: Comprehension 65. Don sets an objective of volunteering at least twice a month at a local shelter. Which behavioral strategy is he using? a) Self-goal setting b) Self-observation c) Self-cueing d) Self-reinforcement Answer: a Difficulty: Medium Learning Objective Text: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

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Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application

66. Ken wants to increase his year-end sales goal by another one percent. Which behavioral strategy does this show? a) Self-goal setting b) Self-observation c) Self-cueing d) Self-reinforcement Answer: a Difficulty: Medium Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application

67. When Anne exercises for five straight days, she treats herself to dinner out. Which behavioral strategy does this match? a) Self-reinforcement b) Self-goal setting c) Self-cueing d) Self-observation Answer: a Difficulty: Medium Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Analytic skills Bloom‘s: Application

68. Joe is under a tight deadline at work, and a rush of adrenaline helps push him harder to make the goal. What is Joe experiencing? a) Eustress b) Distress c) Prestress d) Restress

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Answer: a Difficulty: Easy Learning Objective Text: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Analytic skills Bloom‘s: Application

69. ________ conflict arises when work roles clash with life roles. a) Work-life b) Work-family c) Family-life d) Life-roles Answer: a Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

70. A company that offers a personal health club on one of its floors is helping manage stress by a) Looking after the whole person. b) Developing resources. c) Adapting resourcefully. d) Managing the whole body.

Answer: a Difficulty: Medium Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Analytic skills Bloom‘s: Application

Fill in the Blanks: 71. _____ is a ―grandiose sense of self‖ evident in excessive confidence and narcissism.

Answer: Hubris

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Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

72. _____ is collecting information from the work environment to better understand how you are performing.

Answer: Feedback-seeking behaviour Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

73. _____ are self-regulatory actions that help us manage ourselves, to enhance performance or complete tasks that may not be naturally motivating.

Answer: Self-leadership practices Level of Difficulty: Easy Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Reflective thinking skills Bloom‘s: Knowledge

74. _____ is an experienced passion and sense of meaning toward work or a career.

Answer: Calling Level of Difficulty: Easy Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Reflective thinking skills Bloom‘s: Knowledge

75. _____ refers to a good kind of stress.

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Answer: Eustress Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

76. _____ exists when work role demands interfere with life role demands.

Answer: Work-life conflict Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

77. _____ proposes that people strive to gain and maintain resources that help them achieve goals.

Answer: Conservation of resources theory Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

78. _____takes a creative idea and puts it into practice.

Answer: Innovation Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

79. _____ means looking at a problem in a unique way.

Answer: Divergent thinking Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

80. _____means looking at a problem from a traditional perspective and then trying to find the best solution by thinking logically.

Answer: Convergent thinking Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge 81. Consistency with one‘s values and motives does not necessarily imply ________________ leadership.

Answer: authentic Difficulty: Easy Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

82. When you are _______________, you are being true to yourself and therefore will be less prone to the stress and tension that come from feeling the need to please others.

Answer: authentic Level of Difficulty: Easy Learning Objective: Identify the components and outcomes of leading self in organizations.

Section Reference: 7.1 Authentic Leadership AACSB: Reflective thinking skills Bloom‘s: Knowledge

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83. The process of acquiring self-knowledge is fraught with dangers and the possibility of _________________.

Answer: self-delusion Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

84. _____________ can contribute to job performance, particularly when being empathetic and demonstrating concern for others are important aspects of the job.

Answer: Humility Level of Difficulty: Easy Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Reflective thinking skills Bloom‘s: Knowledge

85. ___________ uses pictures, Post-it notes, a screensaver, or even voice prompts as a tangible means to point us to something important we want to think about during the course of the day.

Answer: Self-cueing Difficulty: Easy Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Reflective thinking skills Bloom‘s: Knowledge

86. ________________________ describes ways to encourage certain behaviours and to discourage others by following each behaviour with a particular outcome, either a reward or a punishment.

Answer: Reinforcement theory Difficulty: Easy Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

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Section Reference: 7.3 Living Intentionally AACSB: Reflective thinking skills Bloom‘s: Knowledge

87. Researchers differentiate between eustress, a good kind of stress, like the extra adrenalin charge that makes athletes more likely to break world records, and ___________, the bad kind of stress.

Answer: distress Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

88. Difficulty sleeping and a range of uncomfortable gastrointestinal problems seem to emerge most often in the presence of _________.

Answer: stress Difficulty: Easy Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Reflective thinking skills Bloom‘s: Knowledge

89. __________________ thinking can lead to creative breakthroughs, because we sometimes find alternative solutions when we view the problem in a non-traditional way.

Answer: Divergent Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

90. In the ________________ stage of the creative process, the decision maker stops thinking intensively about the problem and simply allows it to exist in the back of his or her mind.

Answer: incubation Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Explain the creative process, characteristics of creative individuals, and strategies for improving creativity in organizations.

Section Reference: 7.5 Acting Creatively AACSB: Reflective thinking skills Bloom‘s: Knowledge

Short Answers:

91. What is feedback-seeking behaviour and how does it influence people?

Answer: Feedback-seeking behaviour can take the form of asking for feedback or collecting information from the work environment to better understand how you are performing. This behaviour contributes to improved performance and increases creativity by increasing the quality and quantity of information you have available. Such feedback is important for all members in the organization, though the nature of the feedback being sought may differ from a conventional versus a sustainable approach. From a conventional approach, the feedback sought will focus on instrumental concerns, such as how to improve the financial performance or power of the person and the organization, whereas a sustainable approach will also seek feedback on more relational concerns such as how to create positive feelings and satisfy interpersonal relationships in the workplace.

Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Communication abilities Bloom‘s: Analysis

92. Explain the method of self-reflection to increase self-awareness.

Answer: The process can begin with a conscious examination of the critical experiences in your life and the memory, feelings, and lessons you‘ve drawn from them. It can be as simple as spending half an hour every evening recalling the events of the day, including anything you may wish you had done differently, and reflecting on what your actions tell you about yourself. Many people find keeping a journal to be an effective means of acquiring self-knowledge. This may mean, for example, spending a little time on the weekend reflecting on the events of the past week, anticipating those of the coming week, and thinking about what these mean to you. Another avenue to self-knowledge is to think of your life as a story or journey.

Difficulty: Medium Learning Objective: Describe the process of gaining self-knowledge.

Section Reference: 7.2 Knowing Self AACSB: Communication abilities Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Analysis

93. What are the types of activities that help people in organizations to live intentionally?

Answer: There are three types of activities that can help people in organizations to live intentionally: behavioural strategies, natural rewards, and constructive thought patterns.

The behavioural strategies are self-cueing, self-reinforcement, self-observation, and self-goal setting. Self-leadership also includes coupling these behavioural strategies with natural rewards to enhance intrinsic motivation. Natural rewards are personally preferred or satisfying outcomes.

Lastly, self-leadership employs methods of thinking constructively. These include visualizing performance, positive self-talk, and examining individual beliefs and assumptions.

Difficulty: Medium Learning Objective: Discuss self-leadership and how it can determine whether an individual performs well or fails in organizations.

Section Reference: 7.3 Living Intentionally AACSB: Communication abilities Bloom‘s: Analysis

94. Explain the reasons for work-life conflict.

Answer: Work-life conflict occurs when work role demands interfere with life role demands such as running errands, exercising, pursuing hobbies, developing relationships, or participating in community activities. The clash of roles creates stress and reduces satisfaction with work and life.

The conflict can be time-based in that the time demanded in one role conflicts with time demands of the other; it can be strain-based in that the pressures or stress of one role overflow into another; or it can be behaviour-based in that actions transferred from one role to another create problems such when assertive behaviour in the workplace used outside the workplace damages relationships.

Difficulty: Medium Learning Objective: Discuss stress and role conflict in the workplace.

Section Reference: 7.4 Managing Stress and Roles AACSB: Communication abilities Bloom‘s: Analysis Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 8 Shuffle: No

Multiple Choice

1. Which of the following statements is true of the sustainable approach to organizational politics?

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a) A sustainable approach results in an increase in politics, which results in increased strain and anxiety for organizational members. b) A sustainable approach to OB emphasizes proactive attempts to minimize the perceived need for political behaviours. c) A sustainable approach to OB is not effective in reducing interorganizational politics. d) An organization‘s leadership cannot make significant contributions toward reducing politics.

Answer: b Difficulty: Easy Learning Objective: Discuss organizational politics and its effects on an organization.

Section Reference: 8.1 Politics AACSB: Analytic skills Bloom‘s: Comprehension

2. A(n) _____ is an unwritten expectation about the exchanges that will take place between an employee and the organization. a) Aspiration point b) Distributive bargain c) Psychological contract d) Reservation point Answer: c Difficulty: Easy Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension 3. Employees of Blossom Corporation expect transparency in decision making from the top management. This expectation is an example of a _____. a) Formal consensus b) Psychological contract c) Distributive bargain d) Reservation point Answer: b Difficulty: Hard Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Application

4. Richard, a senior executive in a marketing company, is trusted by his colleagues because of his knowledge and experience. They often ask for his suggestions when working on different projects.

In this scenario, which of the following factors contributes to Richard‘s trustworthiness? a) Competence b) Goodwill c) Character d) Fairness Answer: a Difficulty: Hard Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application

5. Emma trusts her colleague Natalie, as she is very forthright and truthful. Emma can trust her to keep something in confidence. The factor responsible for Emma‘s trust in Natalie, in the given example, is _____. a) Fairness b) Goodwill c) Competence d) Character Answer: d Level of Difficulty: Hard Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application 6. Michelle trusts her friend Jacqueline because of her character. Which of the following characteristics of Jacqueline contributes to Michelle‘s trust? a) Being self-protective and immobilized b) Persistence in the face of difficulty c) Ability to influence the flow of resources d) Ability to assist in completing a task Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Hard Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application 7. Stanley is always trusted by his colleagues as he has encouraging words for everyone and patiently listens to their problems. Therefore, Stanley‘s colleagues trust him because of his _____. a) Fairness b) Character c) Goodwill d) Competence Answer: c Difficulty: Hard Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application 8. Which of the following statements is true of the sustainable perspective of trust? a) It results in an increased number of controls and policies and centralized authority. b) It necessitates formalization and centralized decision making. c) Trust is limited to the tangible benefits received by a person. d) It establishes trusting relationships with stakeholders outside the organization.

Answer: d Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension 9. In an environment of trust, employees: a) Become self-protective and worried. b) Focus on their work responsibilities. c) Tend to become immobilized. d) Become unwilling to take risks.

Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Level of Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension 10. Competence-based trust develops when: a) Communication is honest and open. b) People become self-protective and immobile. c) There is a commitment to expand skills. d) People become averse to taking risks.

Answer: c Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension 11. Character-based trust grows when: a) Communication is honest and open. b) People become self-protective and immobile. c) There is a commitment to expand skills. d) Psychological contracts are honored.

Answer: a Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension 12. Which of the following statements is true of the conventional perspective of trust? a) Trusting relationships are established with stakeholders outside an organization. b) Employees become self-protective in an environment of trust. c) Trust is necessary to distribute work efficiently to accomplish more. d) It limits formalization and centralization of decision making.

Answer: c

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Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension 13. Arnold is the manager of the human resources team in a company. He assigns the task of preparing the team‘s annual performance report to Russell, the deputy manager. He trusts Russell and feels he is capable of performing the assigned task. Which of the following terms describes Arnold‘s actions? a) Diffusion b) Delegation c) Negotiation d) Mediation Answer: b Difficulty: Hard Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application 14. Which of the following steps in the conventional delegation process involves follow-up in order to assess and recognize progress? a) Select a qualified person. b) Provide the necessary resources. c) Hold person accountable for results. d) Affirm person‘s acceptance of responsibility.

Answer: c Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension

15. Which of the following statements is true of the sustainable approach to delegation? a) Delegation need not follow lines of authority. b) Delegation is mostly top-down. c) Clear goals should be set for the person to whom a task is delegated.

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d) Delegation ends with the transfer of responsibility.

Answer: a Level of Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension

16. Which of the following steps is a part of the sustainable approach to delegation? a) Mutually agree on the tasks or goal. b) Hold person accountable for results. c) Select a qualified person. d) Affirm person‘s acceptance of responsibility.

Answer: a Level of Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Reflective thinking skills Bloom‘s: Knowledge

17. A sustainable approach to delegation emphasizes: a) Holding a person accountable for results. b) Acquiring necessary resources creatively. c) Selecting a qualified person for delegation. d) Affirming a person‘s acceptance of responsibility.

Answer: b Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Comprehension

18. Chang is the manager of the customer service department of a telemarketing firm. He wants to delegate tasks to his team members. From a sustainable perspective, Chang should concentrate on: Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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a) Holding the concerned person accountable for results. b) Mutually affirming each person‘s responsibility. c) Selecting a qualified person for delegation. d) Providing the necessary resources for the task to be executed.

Answer: b Difficulty: Hard Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application 19. _____ compares an individual‘s inputs and outcomes to other members‘ inputs and outcomes. a) Distributive justice b) Integrative negotiation c) Distributive bargaining d) Procedural justice Answer: a Difficulty: Easy Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Reflective thinking skills Bloom‘s: Knowledge

20. Ronald is upset about receiving negative feedback for his recent project as he feels he put in more effort than his peer Lawrence, who received a positive feedback. Ronald‘s perceptions can be attributed to _____. a) Procedural justice b) Distributive justice c) Interactional justice d) Restorative justice Answer: b Difficulty: Hard Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Application

21. Kevin feels his manager is very rude and insensitive when talking to him. Which of the following justice perceptions influences Kevin‘s feelings? a) Interactional justice b) Procedural justice c) Restorative justice d) Distributive justice Answer: a Difficulty: Hard Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Application

22. Which of the following examples shows the practice of nepotism? a) Kelly is friendly and patient when talking to her teammates. b) Arthur appoints his son Ashley as the next director of Blue Machinery Inc. c) Conrad, a team manager, measures his team‘s performance based on certain parameters. d) Sally feels she should receive a higher pay increment than most of her colleagues.

Answer: b Difficulty: Hard Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Application

23. Which of the following statements is true of the sustainable approach to fairness? a) A sustainable approach favours nepotism. b) The inputs considered for weighing outputs should ignore less-tangible factors. c) Distributive justice is consistent with sustainable principles. d) A sustainable approach favours procedural justice.

Answer: d Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Comprehension

24. _____ are specific behaviours exercised to achieve an outcome, particularly getting personal interests satisfied. a) Aspiration points b) Conflict styles c) Influence tactics d) Distributive bargains Answer: c Level of Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

25. From a conventional perspective, _____. a) The long-term health of a relationship is more important b) Using influence tactics to accomplish goals is appropriate c) The other parties‘ commitment to an agreement is more relevant d) Influence tactics are not related to performance ratings Answer: b Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

26. Rita is the head of the marketing team at Sunrise Foods Inc. During the annual meeting, she uses data related to last year‘s market trends to convince the top management to implement some new strategies. In this scenario, which of the following influence tactics is used by Rita? a) Rational persuasion b) Inspirational appeal c) Coalition tactics d) Legitimizing tactics

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Answer: a Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

27. Jacob needs help from his colleague Patrick in an important assignment. In order to convince Patrick to help him, Jacob behaves in a friendly manner, praises Patrick for his excellent skills, and reminds him of his achievements. In this scenario, which of the following influence tactics does Jacob use to persuade Patrick? a) Consultation b) Inspirational appeal c) Coalition tactics d) Ingratiation Answer: d Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

28. Dennis is the head of the research team at Quest Pharmaceuticals Inc. He presents a proposal to the board of directors for extensive research on eco-friendly drugs to cure cancer. He tries to convince the concerned people by reminding them of the company‘s vision of sustainable growth.

In this scenario, Dennis uses _____ to influence the decisions of the board of directors. a) Legitimizing tactics b) Coalition tactics c) Personal appeal d) Rational persuasion Answer: a Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

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29. Which of the following influence tactics uses flattery and friendly behaviour before making a request? a) Ingratiation b) Pressure c) Consultation d) Exchange Answer: a Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Reflective thinking skills Bloom‘s: Knowledge

30. Which of the following examples shows the use of coalition tactics as an influence tactic? a) Rashid compliments his friend for his excellent dancing skills before asking him for a loan. b) Bianca claims to have the support of her teammates when convincing her boss for a team party. c) Ivan tries to explain about new business ventures to his company‘s management by presenting statistics about current and future trends. d) Sylvia convinces her friend to invest money in her business and promises to give her a share of the profits.

Answer: b Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

31. Which of the following examples shows the use of consultation as an influence tactic? a) Rashid compliments his friend for his excellent dancing skills before asking him for a loan. b) Bianca claims to have the support of her teammates when convincing her boss for a team party. c) Adnan involves his teammates in developing a project proposal to be presented to the top management. d) Sylvia convinces her friend to invest money in her business and promises to give her a share of the profits.

Answer: c Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Application

32. Which of the following scenarios shows the use of personal appeal as an influence tactic? a) Rashid compliments his friend for his excellent dancing skills before asking him for a loan. b) Bianca claims to have the support of her teammates when convincing her boss for a team party. c) Adnan involves his teammates in developing a project proposal to be presented to the top management for approval. d) Isabella reminds her friend Carla of her loyalty and their intimate friendship when Carla refuses to help her.

Answer: d Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

33. Nathan tries to convince his friend, Gordon, to invest in the farm he wishes to buy. Nathan tells Gordon that he could take a portion of the produce free every year. In this scenario, which of the following influence tactics does Nathan use to convince Gordon? a) Ingratiation b) Inspirational appeal c) Coalition tactics d) Exchange Answer: d Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

34. Crimson Industries Inc. fixes the amount for its annual budget. There is conflict amongst the different departments about the allocation of money. The company is not in a position to add to the existing budget. Hence, it decides that each department would get a percentage of the allocated amount. Which of the following types of negotiation behaviour is observed in this example? a) Integrative negotiation b) Distributive bargaining c) Influential tactics d) Interactional justice

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Answer: b Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application 35. During negotiations, a(n) _____ is a person‘s preferred outcome of a situation. a) Best alternative to a negotiated agreement b) Distributive bargain c) Reservation point d) Aspiration point Answer: d Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

36. Sparck Corporation is a company producing stationery items. It is engaged in negotiations with a number of large corporates. The company aims to obtain bulk orders from at least six companies.

The desired outcome is Sparck Corporation‘s _____ in the negotiations. a) Distributive bargain b) Influence tactic c) Aspiration point d) Reservation point Answer: c Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

37. During his yearly appraisal, Ryan communicates to his manager that he would accept nothing less than a 30 percent increase in his pay package. The figure quoted by Ryan represents his _____. a) Zone of possible outcomes b) Influence tactic Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Aspiration point d) Reservation point Answer: d Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

38. Blackley, Inc. is a company that produces gardening kits. It quotes a price of $200 per kit. A retailer offers to pay $175 and assures Blackley‘s that bulk orders would be given in the future.

Blackley‘s decides to close the deal for $185 per kit along with a set of spare parts. Which of the following best defines the possible offer that Blackley‘s is willing to accept? a) The best alternative to a negotiated agreement b) A zone of possible agreements c) An influence tactic d) A psychological contract Answer: b Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

39. Ready Fashions Inc. is a garment manufacturing company. It recently entered into a highly profitable agreement to supply garments to a large clothing retailer. The company is also negotiating an agreement with a department store, but a favourable outcome seems difficult.

However, Ready Fashions is not entirely dependent on the agreement with the department store because of the profitable deal with the clothing retailer. Therefore, the agreement with the clothing retailer is the company‘s _____. a) Best alternative to a negotiated agreement b) Zone of possible agreements c) Reservation point d) Aspiration point Answer: a Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Application 40. Mac‘s Bakery is popular for its high quality bread. The owner is negotiating a deal for supplying bread to Mincey‘s, a fast food restaurant. The two parties reach a mutually beneficial agreement. Mac‘s supplies quality bread at a fair price while being assured of a daily order from Mincey‘s. Mincey‘s is also able to consistently offer customers quality in its products. Which of the following forms of discussing an agreement have the concerned parties used to arrive at a mutually beneficial agreement? a) Distributive bargaining b) Integrative negotiation c) Pattern bargaining d) Transformative mediation Answer: b Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

41. Which of the following statements is true of integrative negotiation? a) It involves the use of rational persuasion to achieve an outcome, particularly getting personal interests satisfied. b) It assumes there is a limited amount of resources that must be divided because people have competing interests. c) It encourages parties to generate more options that will satisfy the most important goals of everyone involved. d) It holds one of the involved parties accountable for the outcome of the negotiations.

Answer: c Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

42. Which of the following is the first step in an integrative negotiation process? a) Sharing accountability for the outcome mutually b) Choosing the alternative that best satisfies the interests of all parties in the negotiation c) Collaborating to generate creative solutions Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Building a relationship of understanding and respect Answer: d Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

43. In an integrative negotiation process, building a respectful relationship involves: a) Demonstrating a sincere concern for the other party. b) Understanding a person‘s underlying interests. c) Sharing accountability for the outcome mutually. d) Dividing the available resources or outcomes.

Answer: a Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

44. In an integrative negotiation process, building a respectful relationship is followed by: a) Demonstrating a sincere concern for the other party. b) Understanding a person‘s underlying interests. c) Sharing accountability for the outcome mutually. d) Dividing the available resources or outcomes.

Answer: b Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

45. Integrative negotiation: a) Eliminates the need for distributive bargaining. b) Is limited to dividing up resources or outcomes. c) Invites participation and sharing of information. d) Focuses on one person‘s gains and interests.

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Answer: c Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

46. MarsX Technologies Inc. and Rex Corporation plan for collaborative research on advanced satellite technology. When starting the negotiation process, both the companies decide that the agreement should address the best interests of both. Hence, the companies should focus on _____. a) Satisfying personal interests through specific behaviours b) Obtaining the best alternative to the agreement c) Generating creative solutions and exploring options d) Dividing the available resources or outcomes Answer: c Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

47. Which of the following conflict styles is characterized by withdrawal from conflict or suppression of the reasons for conflict? a) Integrating style b) Competing style c) Avoiding style d) Accommodating style Answer: c Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

48. Which of the following conflict styles is a passive response to conflicts? a) Integrating style b) Avoiding style Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Competing style d) Compromising style Answer: b Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension 49. The _____ is a conflict style that focuses on satisfying others‘ interests with a high level of cooperativeness and a low level of assertiveness. a) Accommodating style b) Compromising style c) Competing style d) Integrating style Answer: a Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

50. How does the accommodating style differ from the compromising style? a) The accommodating style is both unassertive and uncooperative, while the compromising style implies a high level of cooperation and a high level of assertiveness. b) The accommodating style has a high level of cooperativeness, while a compromising style is uncooperative. c) The accommodating style has a low level of assertiveness, while a compromising style has a moderate level of assertiveness. d) The accommodating style has a low level of cooperation, while a compromising style has a high level of assertiveness.

Answer: c Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

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51. Angela and George, team members in the same retail store, often argue about who should perform the daily inventory process. In order to prevent any future arguments, Angela offers to perform the inventory work every day. In this scenario, Angela uses the _____ conflict style to resolve the issue. a) Integrating b) Compromising c) Competing d) Accommodating Answer: d Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

52. The _____ style of conflict reflects a high level of assertiveness and a low level of cooperation designed to satisfy your own needs. a) Integrating b) Compromising c) Competing d) Accommodating Answer: c Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

53. Farm Greens is a supplier of organically grown fruits to a large number of supermarkets and department stores. The owner is concerned only about profits and refuses to cooperate during price negotiations with vendors. In this context, which of the following conflict styles is exhibited by the owner of Farm Greens? a) Competing style b) Accommodating style c) Integrating style d) Compromising style Answer: a

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Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

54. The _____ style of conflict has moderate levels of both cooperativeness and assertiveness and requires each side to give up and receive something of importance. a) Integrating b) Compromising c) Competing d) Accommodating Answer: b Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

55. Maria bakes special cakes with exotic flavors. She caters to large corporate firms and many individual customers. The prices of her cakes are relatively high. However, her customers are prepared to pay a high price in exchange for excellent quality and timely delivery. Which of the following conflict styles can be observed in this example? a) Integrating style b) Competing style c) Compromising style d) Accommodating style Answer: c Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

56. The _____ style of conflict is characterized high levels of cooperation and assertiveness. a) Avoiding b) Compromising c) Competing d) Integrating Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: d Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

57. Which of the following conflict styles seeks to find maximum benefits for all parties? a) Competing style b) Accommodating style c) Compromising style d) Integrating style Answer: d Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

58. Taurus Software Inc. develops online security systems. It is negotiating a highly profitable contract with a large government agency. The high stakes call for an agreement, which considers the best interests of both the parties. Which of the following conflict style would be best suited for reaching an agreement in the given situation? a) Integrating style b) Avoiding style c) Competing style d) Accommodating style Answer: a Difficulty: Hard Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

59. How does the integrating style differ from the competing style? a) The integrative style is both unassertive and uncooperative, while the competing style implies a high level of cooperation and a high level of assertiveness.

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b) The integrative style has high levels of cooperation and assertiveness, while a competing style reflects a high level of assertiveness and a low level of cooperation. c) The integrative style has a low level of assertiveness and high level of cooperation, while a competing style has a moderate level of assertiveness and cooperation. d) The integrative style has high levels of cooperation and assertiveness, while a competing style has moderate levels of cooperation and assertiveness.

Answer: b Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

60. Which of the following conflict styles is suitable when a consensus is needed and all interests in the conflict are too important to compromise? a) Integrating style b) Avoiding style c) Competing style d) Accommodating style Answer: a Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

61. Which of the following statements is true of conflict styles? a) A person‘s natural conflict style is shaped by his or her culture. b) People with collectivistic orientations often prefer competing styles. c) A high concern for self-interests results in cooperative behaviour. d) People with individualistic orientations generally prefer compromising styles.

Answer: a Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

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62. Kelly, a coworker, indicated to you that she does not like forms of bargaining except one that seeks to achieve a win-win result for both parties. Which of the following applies to her statement? a) Distributive bargaining b) Influence tactics c) Coalition tactics d) Integrative negotiation Answer: d Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

63. Which of the following applies to influence tactics? a) Social interaction between two (or more) parties who attempt to persuade or influence each other regarding some end b) Negotiation behaviour that assumes there is a limited amount of money, resources, or opportunities c) Specific behaviours exercised to achieve an outcome, particularly in getting personal interests satisfied d) Serving as an alternative to distributive bargaining that seeks to achieve a win-win result Answer: c Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Analysis

64. Which of the following statements applies to procedural justice? a) Perceptions of procedural justice will be low if team members believe that all team members have acted consistently and all have been allowed a say in team decisions. b) Greater procedural justice within a team is positively related to better team performance and fewer instances of absenteeism. c) Only interpersonal–not procedural–forms of justice build trust among people within an organization. d) Procedural justice relates to personal interactions that can buffer or reduce the negative impact of unjust actions.

Answer: b

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Difficulty: Medium Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Analysis

65. Which of the following applies to the relationship between fairness and stress in the political environment? a) When fair behaviour becomes the norm, the frustrations and stress of the political environment are increased. b) There is no relationship between fairness and stress in the political environment. c) When fair behaviour becomes the exception, the frustrations and stress of the political environment are reduced. d) When fair behaviour becomes the norm, the frustrations and stress of the political environment are reduced.

Answer: d Difficulty: Medium Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Application

66. During a staff meeting, Lee, the president of the company, stated that he believes an organizational leader should trust direct reports, followers, and even peers to accomplish a task or organizational objective. Which of the following applies to his beliefs? a) Delegating b) Interpersonal trust c) Psychological contact d) Social networks Answer: a Difficulty: Medium Learning Objective Text: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application

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67. Which of the following reflect how politics impacts organizational leaders? a) Leaders are immune from politics, and they do not suffer from stress. b) Leaders are not immune from politics, and they suffer from some of the same stress as others do. c) Leaders are different; they set the rules but do not follow them, so politics does not affect them. d) Leaders claim that politics affects them, but in reality they are above politics.

Answer: b Difficulty: Medium Learning Objective: Discuss organizational politics and its effects on an organization.

Section Reference: 8.1 Politics AACSB: Analytic skills Bloom‘s: Application

68. Which of the following applies to political behaviour? a) It includes mutual willingness to be vulnerable and have faith in other people‘s intentions and actions. b) It is an important factor in establishing and maintaining the social network that workers rely on to perform their jobs. c) It is vital to organizations; without it, organization members can be distracted by worries and become self-protective. d) It includes bargaining, networking, compromise, coalitions, and sometimes deception.

Answer: d Difficulty: Medium Learning Objective: Discuss organizational politics and its effects on an organization.

Section Reference: 8.1 Politics AACSB: Analytic skills Bloom‘s: Application

69. Which of the negotiation or tactic forms, by nature, is favoured by the sustainable approach? a) Distributive negotiation b) Integrative negotiation c) Legitimizing tactics d) Influence tactics Answer: b Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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70. Why does a sustainable perspective value all forms of justice while favouring procedural justice the most? a) Because sustainable principles do not necessarily yield the most positive outcomes b) Because the sustainable approach might not consider the role that the person played in helping others c) Because the sustainable approach might argue that the inputs weighed in determining outputs should be broader d) Because it is consistent with the sustainable principles of collaboration and transparency Answer: d Difficulty: Medium Learning Objective Text: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behavior, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Application

71. Which of the following approaches establishes trusting relationships with stakeholders outside an organization? a) Conventional approach b) Consequential approach c) Sustainable approach d) Post-conventional approach Answer: c Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Analytic skills Bloom‘s: Application

Fill In The Blanks

72. _____ refers to the activities that individuals in organizations pursue to reach their own desired outcomes.

Answer: Organizational Recognize that political behaviours are inevitable, are necessary for success in organizations, and, therefore, must be practiced.

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Difficulty: Easy Learning Objective: Discuss organizational politics and its effects on an organization.

Section Reference: 8.1 Politics AACSB: Reflective thinking skills Bloom‘s: Knowledge 73. _____ consists of the expectations, assumption, or belief about the likelihood that another‘s future actions will be beneficial, favorable, or at least not detrimental to one‘s interests.

Answer: Interpersonal trust Difficulty: Easy Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Reflective thinking skills Bloom‘s: Knowledge

74. _____ is the process through which a person, usually an organizational leader, trusts direct reports, followers, or even peers to accomplish a task or organizational objective.

Answer: Delegating Difficulty: Easy Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Reflective thinking skills Bloom‘s: Knowledge

75. _____ is a judgment about whether treatment has been just, equitable, and impartial.

Answer: Fairness Difficulty: Easy Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Reflective thinking skills Bloom‘s: Knowledge

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76. _____ looks at the extent to which policies and rules are participatively developed, transparent, and fairly administered without bias or favoritism.

Answer: Procedural justice Difficulty: Easy Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Reflective thinking skills Bloom‘s: Knowledge

77. _____ is the interpersonal form of justice concerned with the behaviour of leaders in their relationship to followers or direct reports.

Answer: Interactional justice Difficulty: Easy Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Reflective thinking skills Bloom‘s: Knowledge

78. _____ is a social interaction between two (or more) parties who attempt to persuade or influence each other regarding some end.

Answer: Negotiation Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Reflective thinking skills Bloom‘s: Knowledge

79. _____ is the influential tactic which involves arousing enthusiasm by appealing to values, ideals, and aspirations.

Answer: Inspirational appeal Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Reflective thinking skills Bloom‘s: Knowledge 80. A person‘s _____ is the bottom-line offer he or she would accept.

Answer: reservation point Difficulty: Easy Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Reflective thinking skills Bloom‘s: Knowledge 81. People‘s _____ is based on how much they value their own interests relative to the interests of others.

Answer: conflict style Difficulty: Easy Learning Objective: Discuss organizational politics and its effects on an organization.

Section Reference: 8.1 Politics AACSB: Reflective thinking skills Bloom‘s: Knowledge

82. _________________ can be used to benefit the organization or to advance the cause of a team or department, but it also can harm the organization when it interferes with organizational goals, undermines authority, or hinders effective decision making.

Answer: Political behaviour Difficulty: Easy Learning Objective: Discuss organizational politics and its effects on an organization.

Section Reference: 8.1 Politics AACSB: Reflective thinking skills Bloom‘s: Knowledge

83. If a _____________________ is fulfilled, employees trust the organization, but if these expectations are not fulfilled, employees can feel as though the organization does not value their efforts or care for them Answer: psychological contract Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Reflective thinking skills Bloom‘s: Knowledge

84. Trust is an important factor in establishing and maintaining the ________________ that workers rely on to perform their jobs Answer: social networks Difficulty: Easy Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Reflective thinking skills Bloom‘s: Knowledge

85. When ____________________ becomes the norm because leaders or members make it a priority, the frustrations and stress of the political environment are reduced.

Answer: fair behaviour Difficulty: Medium Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Comprehension

86. If, an employee may not think a small raise is a fair outcome for his efforts when others are given larger raises for doing the same work, this is an example of Answer: distributive justice Difficulty: Medium Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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87. Whereas distributive and procedural justice are perceptions of what the organization is doing to its members, _______________ relates to personal interactions that can buffer or reduce the negative impact of unjust actions by the organization.

Answer: interactional justice Difficulty: Easy Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Analytic skills Bloom‘s: Comprehension

88. The outcome of a _____________ might be an agreement about how to divide a resource or accomplish a task, an idea for solving a problem, or a new creation Answer: negotiation Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

89. Research confirms that the use of _______________, especially ingratiation and rational persuasion, are positively related to performance ratings and success as measured by promotions and salary level.

Answer: influence tactics Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

90. If a pumpkin pie is set on the table in front of a hungry family of growing teenagers, conflict can break out in the course of deciding who gets how much. An _______________ assumes that more might be added to the negotiation and that the parties‘ interests are not always competing.

Answer: integrative approach Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Application

91. Your _________________ is the bottom-line offer you would accept. It might represent the lowest salary you are willing to take, given your living expenses, or the most responsibilities you can accept, given your limited time.

Answer: reservation point Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Analytic skills Bloom‘s: Comprehension

Short Answer Questions

92. Explain the outcome of increased organizational politics.

Answer: When organizational Recognize that political behaviours are inevitable, are necessary for success in organizations, and, therefore, must be practiced, increase organizational members‘ strain and anxiety increase, job satisfaction and organizational commitment decrease, and employees leave the organization more often. Broken promises combined with a political workplace communicate to employees that they are not cared for or valued by the organization. Sometimes members become so obsessed with managing the day-to-day political battles that they fail to devote the necessary time to tasks that serve the interests of the organization.

Difficulty: Medium Learning Objective: Discuss organizational politics and its effects on an organization.

Section Reference: 8.1 Politics AACSB: Communication abilities Bloom‘s: Comprehension 93. How does a person‘s character influence his/her trustworthinesss?

Answer: Character is critical to trust, because trustworthiness depends on the consistency and quality we observe in a person‘s actions. Does this person persist in the face of difficulties, can

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she keep something in confidence, does she does work hard and give her best effort, is she forthright and truthful, does she demonstrate respect for others, and will she do what is right despite possible negative consequences to herself? Trust is also related to being authentic or real, having a clear sense of self and values, acting consistently with those values, and being transparent about who you are and what you value.

Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Communication abilities Bloom‘s: Comprehension

94. How does a sustainable approach to trust influence organizations?

Answer: From a sustainable perspective, trust not only results in tangible benefits to the person and the organization, but also is an expression of virtuous character. The presence of trust promotes the dignity of others by limiting the necessity of controls and policies, excessive formalization, and centralization of authority and decision making. Building sustainable trust means treating other people with dignity, whether or not it improves the bottom line.

Difficulty: Medium Learning Objective: Explain the importance of trust in the workplace and ways to build trust in the workplace.

Section Reference: 8.2 Trust AACSB: Communication abilities Bloom‘s: Comprehension

95. How does interactional justice affect a person?

Answer: Interactional justice relates to personal interactions that can buffer or reduce the negative impact of unjust actions by the organization. In other words, a person can feel that the organization or its top leaders are acting unfairly but still feel that he or she is treated fairly by a supervisor who takes the time to listen to concerns and provide reasonable explanations.

Difficulty: Medium Learning Objective: Recognize how fairness promotes positive feelings, improves satisfaction, promotes organizational citizenship behaviour, and reduces turnover.

Section Reference: 8.3 Fairness AACSB: Communication abilities Bloom‘s: Comprehension

96. What are the steps of the integrative negotiation process?

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Answer: The steps in integrative negotiation are: (1) building a relationship of understanding and respect; (2) collaborating to generate creative solutions, explore options, and evaluate them against objective or agreed-upon standards; and (3) choosing the alternative that best satisfies the interests of all parties in the negotiation.

Difficulty: Medium Learning Objective: Discuss negotiation as an everyday occurrence in organizational relationships.

Section Reference: 8.4 Negotiation AACSB: Communication abilities Bloom‘s: Comprehension

Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 9 Shuffle: No

Multiple Choice

1. Which of the following is true of Level 5 leaders as described by Jim Collins? a) They have confidence in the capability of the members of their organization. b) They attribute their success and failures to their own decisions rather than others‘. c) They draw confidence from the power of working individually to solve problems. d) They prefer directive styles and therefore shun the potential for collaboration.

Answer: a Difficulty: Easy Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Analytic skills Bloom‘s: Comprehension

2. Which of the following is true of emotional intelligence? a) It is a weak factor in determining leadership success in foreign cultures. b) It is inherent and cannot be improved with coaching and feedback. c) It is more effective in motivating change in comparison to the rational approach. d) It is related to increased occurrences of aggressive behaviour.

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Answer: c Difficulty: Medium Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Analytic skills Bloom‘s: Comprehension

3. Which of the following leadership behaviours refers to a category of leadership behaviours that are supportive, relationship oriented, and employee centered? a) Instructive b) Consideration c) Directive d) Orientation Answer: b Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

4. Which of the following is a consideration behaviour? a) Being directive b) Being task oriented c) Being relationship oriented d) Being production centered Answer: c Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

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5. Which of the following is true of the two basic kinds of leadership behaviours—initiating structure and consideration behaviour? a) An initiating structure is directly related to employee welfare. b) A consideration behaviour is more strongly related to high productivity. c) An initiating structure comprises relationship-oriented behaviours. d) A consideration behaviour is characterized by listening and asking for input.

Answer: d Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Comprehension

6. Jason, a team lead provides strict process instructions to his followers to ensure that the work is done in a specific manner. He ensures that all his team members are aware of their role in the process and the process is followed meticulously. Which of the following kinds of behaviours does Jason exhibit? a) Relationship-oriented behaviour b) Consideration behaviour c) Production-disoriented behaviour d) Initiating structure behaviour Answer: d Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Reflective thinking skills Bloom‘s: Application

7. A(n) _____ is a leadership behavioural style that is characterized by low concern for both people and production. a) Impoverished style b) Country club style c) Task management style d) Directive style Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: a Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

8. Margaret, a manager, is extremely aloof with her peers and subordinates. She does this to avoid potential conflicts. This has led to a distrustful work environment as well as low productivity. By which of the following behaviour styles is Margaret characterized? a) An initiating structure style b) A country club style c) A task management style d) An impoverished style Answer: d Difficulty: Hard Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Reflective thinking skills Bloom‘s: Application

9. According to the leadership grid developed by Robert Blake and Jane Mouton, which of the following is true of an impoverished style of leadership behaviour? a) It is characterized by a high concern for initiating structure. b) It is characterized by a lack of engagement leading to low productivity. c) It is evident in leaders who use a directive approach toward their followers. d) It is useful in creating a trusting work environment.

Answer: b Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

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10. A leadership behavioural style that exhibits high concern for people and a low concern for production is known as a _____. a) Task management style b) Directive style c) Team style d) Country club style Answer: d Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

11. Helen works closely and interacts often with her subordinates. She is extremely considerate toward all of them and she typically does not insist on high levels of production, as long as her employees are comfortable. Based on the leadership grid, which of the following behavioural styles does Helen exhibit? a) An impoverished style b) A country club style c) A team style d) A directive style Answer: b Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Reflective thinking skills Bloom‘s: Application

12. Nora puts productivity of her team above everything else. In fact, she places very little significance on her team members‘ personal needs creating a work environment that promotes performance over trust. Which of the following leadership behavioural styles is exhibited by Nora? a) An impoverished style b) A team style Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) A task management style d) A consideration style Answer: c Difficulty: Hard Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Reflective thinking skills Bloom‘s: Application

13. A(n) _____ style of leadership exhibits both relational and task behaviours in either an insufficient or an underdeveloped manner. a) Directive b) Consideration c) Initiating structure d) Middle-of-the-road-management Answer: d Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

14. Which of the following leadership styles tends to result in adequate organizational performance but falls short of producing high levels of commitment or achievement? a) An impoverished style b) A team style c) A middle-of-the-road-management style d) A consideration style Answer: c Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

15. Which of the following styles of leadership behaviour tends to yield both high levels of productivity and feelings of commitment and trust? a) An impoverished style b) A team style c) An initiating structure style d) A directive style Answer: b Level of Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge 16. Which of the following is a difference between conventional and sustainable approaches to explaining leadership behaviour? a) A conventional approach tends to focus on behaviours that are visible to followers, while a sustainable approach includes behaviours that are invisible to followers. b) A conventional approach emphasizes socioemotional factors, while a sustainable approach ignores socioemotional factor. c) A conventional approach consists of an independent aspect of infrastructural behaviour, while a sustainable approach comprises initiating structure behaviours exclusively. d) A conventional approach shuns the idea of consideration behaviours in leadership, while a sustainable approach embraces it.

Answer: a Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Analysis

17. Which of the following aspects of the sustainable approach is akin to the conventional idea of consideration? a) Servant leadership b) Infrastructural performance Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Information exchange d) Socioemotional behaviour Answer: d Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Analysis

18. Which of the following aspects of the sustainable approach is akin to the conventional idea of initiating structure? a) Infrastructural behaviour b) Information exchange c) Socioemotional behaviour d) Servant leadership Answer: a Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Comprehension

19. Which of the following examples typically illustrates the visible aspect of socioemotional behaviour? a) A leader organizing a training session b) A leader empathizing with his follower c) A leader assigning tasks to his followers d) A leader clarifying the roles of his follower Answer: b Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

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Bloom‘s: Comprehension

20. Infrastructural behaviour that is akin to initiating structure is visible when: a) A follower experiments with new ideas that are appreciated by a leader. b) A leader organizes and leads a training session for followers. c) A follower works behind the scenes to provide additional resources to leaders. d) A leader offers words of encouragement to a follower.

Answer: b Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Comprehension

21. Usage of which of the following approaches distinguishes the behaviours of sustainable leaders from those of their conventional counterparts? a) Initiating structure leadership b) Bureaucratic leadership c) Servant leadership d) Task based leadership Answer: c Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Analysis

22. Which of the following best defines servant leadership? a) It refers to a behavioural style that is characterized by oppressive policies. b) It refers to a leadership approach where leaders work based on a rulebook. c) It is an alternative approach to laissez-faire leadership without a controlling body. d) It is an active approach to leadership that promotes the interests of others.

Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

23. Which of the following is true of servant leadership? a) It is advantageous for leaders who seek to maintain a status quo. b) It is essentially invisible to followers. c) It has a negative effect on the least privileged in the society. d) It lacks focus on personal development of others.

Answer: b Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Comprehension

24. Wendy, a project lead, arranges training sessions for her team members to make them independent knowledgeable leaders. She encourages collaborative actions and goes out of her way to ensure that none of her employees is negatively impacted by company policies. Which of the following styles of leaderships does Wendy‘s approach exemplify? a) Infrastructural leadership b) Bureaucratic leadership c) Servant leadership d) Subjective leadership Answer: c Difficulty: Hard Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Reflective thinking skills Bloom‘s: Application

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25. Which of the following streams of leadership research examined the impact of different leadership styles based on the situations? a) Contingency theories b) Integrative models c) Directive theories d) Associated models Answer: a Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Knowledge

26. The goal of contingency theories is to: a) Identify factors that increase bureaucratization in order to ensure that a leader follows a rulebook and exercises authority. b) Identify key situational factors that help best determine which leader behaviours best meet organizational goals under different conditions. c) Introduce systematic processes and methodological hierarchies to maintain order and maximize productivity. d) Introduce synthesized workflows to enable labor distribution and ensure increased efficiency.

Answer: b Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

27. _____ is based on the premise that effective leadership depends on a match between leadership style and situational demands. a) Max Weber‘s bureaucratic theory b) Robert House‘s path–goal theory of leadership c) Frederick Taylor‘s scientific management theory Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Fiedler‘s contingency theory of leadership Answer: d Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

28. According to Fiedler‘s contingency theory of leadership, which of the following contingencies looks at whether the followers know what needs to be accomplished and how to go about doing it? a) Leader-member relations b) Position power c) Task structure d) Initiation power Answer: c Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

29. Which of the following does the position power contingency of Fiedler‘s contingency theory of leadership explore? a) It explores whether or not followers have trust or respect for their leader. b) It identifies the dynamics of leader-member relationship and the status quo that exists. c) It explores whether or not followers are talented enough to match with a leader‘s traits. d) It looks at whether a leader has the power to reward and punish employees.

Answer: d Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

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Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

30. Greg is the project lead of a team of ten IT professionals at Thompson & Marsh (T&M) Inc. Due to the recent recession, T&M wants Greg to cut costs, and this involves several changes in his team as well as processes. According to Fiedler‘s contingency theory of leadership, which of the following kinds of leadership styles will best suit Greg‘s objective? a) A consideration-centered leadership style b) A task-oriented leadership style c) A relationship-oriented leadership style d) An impoverished leadership style Answer: b Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Reflective thinking skills Bloom‘s: Application

31. Which of the following is true of Robert House‘s path–goal theory? a) It states that a leader‘s behaviour is considered acceptable to a follower to the degree that it satisfies a follower‘s needs. b) It is based on the assumption that a leader‘s style is predominantly fixed and not subject to change. c) It highlights the impact of how situational factors cannot alter leadership effectiveness. d) It suggests that a leader will need to seek out or be assigned to positions that fit his or her inherent style.

Answer: a Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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32. Based on Robert House‘s leadership styles, _____ occurs when a leader tells employees exactly what is expected of them by giving guidance, setting goals, and scheduling work. a) Supportive leadership b) Participative leadership c) Directive leadership d) Suggestive leadership Answer: c Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

33. According to Robert House‘s leadership styles, which of the following is similar to the initiating structure leadership style? a) Supportive leadership b) Directive leadership c) Participative leadership d) Relationship-oriented leadership Answer: b Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

34. According to Robert House‘s leadership styles, which of the following styles of leadership is advisable when job assignments are unclear and followers need to know how the reward structures work? a) Relationship-oriented leadership b) Supportive leadership c) Employee-centered leadership Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Directive leadership Answer: d Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

35. According to the path–goal theory, which of the following styles of leadership is similar to consideration leadership behaviour? a) Impoverished leadership b) Supportive leadership c) Task-oriented leadership d) Directive leadership Answer: b Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

36. _____ is evident when leaders consult with employees about decisions and engage them in a workplace setting to encourage group discussion and hear suggestions. a) Participative leadership b) Bureaucratic leadership c) Task-oriented leadership d) Directive leadership Answer: a Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

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Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

37. Which of the following is a difference between Fiedler‘s contingency theory of leadership and Robert House‘s path–goal theory? a) Fred Fiedler‘s contingency theory states that leadership style should fit the needs of a situation, while Robert House‘s path–goal theory assumes that a leader‘s style is predominantly task oriented. b) Fred Fiedler‘s contingency theory asserts that leaders cannot change their behaviour, while Robert House‘s path–goal theory assumes that leaders are flexible. c) Fred Fiedler‘s contingency theory states that leadership styles are altered based on situations, while Robert House‘s path–goal theory reiterates that one leadership style suits all situations. d) Fred Fiedler‘s contingency theory focuses on situational demands, while Robert House‘s path– goal theory identifies power structures that exist within an organization.

Answer: b Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Analysis

38. _____ typically occurs when leaders set clear and challenging goals for employees, showing confidence in their abilities and the expectation that they can perform at high levels. a) Participative leadership b) Production-centered leadership c) Anchoring leadership d) Achievement-oriented leadership Answer: d Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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39. Which of the following is true of the Leader-Member exchange theory? a) It is a typical example of a contingency theory. b) It emphasizes that leadership styles should fit the needs of a situation. c) Leader-member measure is equivalent to the quantity of exchanges between a leader and follower. d) Leader-member relationships can eventually evolve into in groups and out groups.

Answer: d Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Knowledge

40. According to the leader-member exchange theory, which of the following is an indicator of lowquality relationships? a) Inclusion b) Infrequent interactions c) Mutual trust d) Shared interests Answer: b Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Knowledge

41. Which of the following factors in Blanchard‘s Situational Leadership II model differentiates it from the original situational leadership model? a) It focuses on the ability of followers to perform required tasks. b) It stresses the importance of the degree of willingness of employees. c) It speaks about the developmental level of employees.

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d) It stresses about the readiness of employees to take up required tasks.

Answer: c Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

42. The situational leadership II model suggests that: a) Leaders need to change their style over time according to how their followers develop. b) Leaders need to orient themselves toward task-oriented style irrespective of the situation. c) Leaders are expected to acquire expertise in relation to specific tasks that they undertake. d) Leaders are expected to have a fixed leadership style so that followers can emulate them.

Answer: a Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

43. Becky, a new graduate, is joining a media management firm. She lacks the requisite technical competence to perform her role but she exhibits high levels of commitment. In this scenario, which of the following Situational Leadership II leadership styles is most appropriate to be adopted by Becky‘s manager? a) A coaching style b) A directing style c) A supporting style d) A delegating style Answer: b Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Reflective thinking skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Application

44. Which of the following Situational Leadership II leadership styles is appropriate to employ when organizational members lack technical knowledge yet are enthusiastically committed to learning? a) A directing style b) A coaching style c) A supporting style d) A delegating style Answer: a Level of Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

45. In which of the following situations is a coaching style of leadership most appropriate? a) When a new employee endures a long training period and begins to lose interest in a job b) When an existing employee has acquired a lot of experience and loyalty c) When an employee has the technical skills but does not have the confidence needed to take on responsibilities d) When a new employee with high levels of commitment has joined the organization Answer: a Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

46. A _____ leadership style is appropriate when organizational members have the competence but not the confidence necessary to perform a task. a) Delegating b) Directing c) Coaching d) Supporting Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: d Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

47. Which of the following styles of leaderships affirms an employee‘s confidence and encourages more independence? a) A coaching style b) A supporting style c) A directing style d) A delegating style Answer: b Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

48. A _____ leadership style is appropriate when organizational members have the appropriate jobrelated competence and are highly committed to perform independently. a) Delegating b) Supporting c) Coaching d) Directing Answer: a Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

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49. Which of the following is true of a delegating style of leadership? a) It is appropriate when organizational members have the competence but not the confidence necessary to perform a job. b) It is a low-direction style of leadership. c) It is appropriate when organizational members lack technical knowledge, and their motivation or commitment is waning. d) It is a high-support style of leadership.

Answer: b Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

50. Simone is a skilled advertising professional with several years of experience. She has been a loyal employee of Adiverse Inc. for the past seven years. Her team lead gives her complete autonomy to perform her role and does not interfere even in major responsibilities. In this scenario, which of the following styles of leadership is evident? a) A coaching style b) A supporting style c) A directing style d) A delegating style Answer: d Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Reflective thinking skills Bloom‘s: Application

51. Which of the following is a limitation of situational leadership models? a) They lack an intuitive appeal in comparison to cognitive theories. b) They fail to focus on characteristics of followers in determining leadership behaviour. c) They are less popular and therefore less commonly used. d) They fail to account for factors that affect a situation other than competence and commitment.

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Answer: d Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

52. Based on the integrated conventional leadership model, which of the following is appropriate when a leader wants to improve his follower‘s capability? a) Following a delegating style b) Following a task-oriented behaviour c) Following a relationship-oriented behaviour d) Following a coaching style Answer: b Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

53. _____ says that characteristics of a task and work environment may substitute for, neutralize, or enhance leadership behaviour. a) Neutralization theory of delinquency b) Laissez-faire theory of leadership c) The Great Man theory of leadership d) Substitutes-for-leadership theory Answer: d Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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54. Which of the following is an example of a neutralizer with regard to substitutes-for-leadership theory? a) A high position power for a leader b) A geographically homogenous work environment c) A chronic indifference on the part of a follower d) A blind persistence by a leader about a follower Answer: c Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

55. The integrated model of conventional leadership is useful because: a) It deals with contingencies exclusively, thus excluding behaviours. b) It helps to meet short-term organizational goals in extreme pressure situations. c) It explains which leadership behaviour might work best given certain assumptions and conditions. d) It helps to identify the right contingency when there is inadequate time and resources to provide special attention to followers.

Answer: c Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

56. Which of the following is true of an integrated sustainable leadership model? a) It fosters dependence and discourages autonomy. b) It is based on the principles of servant leadership. c) It stresses that the level of leadership behaviours varies according to contingencies and not its visibility.

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d) It is similar to the conventional styles of directing, coaching, supporting, and delegating in purpose and practice.

Answer: b Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

57. The sustainable style of enabling is different from conventional directing in that the sustainable style is: a) Predominantly involved in making immediate improvements in productivity. b) Mainly used when the need for direction is low. c) Primarily concerned with having others learn the necessary skills for long-term performance. d) Primarily used when the need for support is high.

Answer: c Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Analysis

58. Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is high? a) An equipping style b) An engaging style c) A supporting style d) An empowering style Answer: a Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Comprehension

59. Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is low? a) An equipping style b) An engaging style c) A supporting style d) An empowering style Answer: d Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

60. Which of the following is a goal of the sustainable leadership style of empowering? a) To enhance productivity b) To develop group capability c) To facilitate responsiveness d) To enhance meaning Answer: c Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

61. Which of the following styles of sustainable leadership corresponds to the conventional leading style of delegating? a) Directing b) Coaching c) Engaging d) Empowering Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: d Level of Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Comprehension

62. Which of the following applies to transformational leaders? a) The focus is on inspiring change in members and the organization. b) The focus is on fair exchanges with organizational members to motivate them to achieve established goals. c) The purposeful and relational process is in influencing others. d) The primary purpose is influencing members to achieve organizational goals.

Answer: a Difficulty: Medium Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Reflective thinking skills Bloom‘s: Analysis

63. Which of the following applies to the personal trait or ―gift‖ of attracting and inspiring followers? a) Charisma b) Personal skills c) Interpersonal impact d) Psychological affect Answer: a Difficulty: Medium Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Analytic skills Bloom‘s: Analysis

64. Which of the following applies to a category of leadership behaviours, visible to followers that are supportive, relationship oriented, and employee centered? a) Consideration behaviours Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Initiating structure behaviours c) Influence behaviours d) Coalition behaviours Answer: a Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Analysis

65. Which of the following applies to an active approach to leadership that promotes the interests of others over the leader‘s own interests? a) Servant leadership b) Sustainable leadership c) Conventional leadership d) Notable leadership Answer: a Level of Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Analysis

66. ―As a leader, I like to focus on measuring the quality of exchanges between my leadership approach and my followers, including all the staff.‖ Which of the leadership theories applies to this statement? a) Leader-Member Exchange theory b) Contingency theory c) House‘s Path-Goal theory d) Sustaincentrism theory Answer: a Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Analysis Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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67. Conventional and sustainable perspectives both recognize the importance of contingencies in explaining and guiding leadership behaviour—with one difference. Which of the following explains one of the differences between the two perspectives? a) From a conventional perspective, factors that do not contribute to immediate productivity are not likely to merit much attention. b) From a sustainable perspective, factors that do not contribute to immediate productivity are not likely to merit much attention. c) From a conventional perspective, factors that are community focused and long-term oriented are likely to merit some attention. d) From a sustainable perspective, factors that are community focused and long-term oriented are not likely to merit some attention.

Answer: a Level of Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Analysis

68. Which leadership models describe the four leadership circumstances or situations and the appropriate leadership style for each based on the ―developmental level‖ of employees or followers? a) Situational Leadership II b) Situational Leadership c) Supporting Leadership d) Delegating Leadership Answer: a Level of Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Analysis

69. Which of the following leadership models (combining behaviour and contingencies) has value in explaining which leadership behaviour might work best, given certain assumptions and conditions? a) Integrated conventional leadership model b) Integrated sustainable leadership model c) Integrated equipping leadership model d) Integrated enabling leadership model Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: a Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Analysis

70. Which of the following models is based on the principles of servant leadership that foster growth, autonomy, and concern for others in the community? a) Integrated sustainable leadership model b) Integrated coaching leadership model c) Integrated directing leadership model d) Integrated conventional leadership model Answer: a Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Analysis

71. Which of the following applies to the conventional style of leadership with respect to engaging? a) Leaders respond to their followers‘ need for support by offering praise for extrinsic motivators to improve their commitment. b) Leaders focus on intrinsic motivators that increase employees‘ self-respect and joy in coming to work. c) Leaders focus on creating a fulfilling experience for their followers and a meaningful role as part of a team group. d) Leaders focus on creating a dialogue to pursue mutual gain and ensure the development of long-term followers and organizational capabilities.

Answer: a Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Reflective thinking skills Bloom‘s: Analysis

Fill In The Blanks

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72. _____ is a leadership trait that refers to a special ability or ‗gift‘ to attract and inspire others.

Answer: Charisma Difficulty: Easy Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Analytic skills Bloom‘s: Knowledge

73. _____ refers to an individual‘s capability to recognize, manage, and exercise emotions in relationships.

Answer: Emotional Intelligence (EI) Difficulty: Easy Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Analytic skills Bloomcode: Knowledge

74. Employee-centered behaviour is a typical example of _____ behaviour.

Answer: consideration Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

75. The contingency of Fiedler‘s contingency theory of leadership that looks at whether or not followers have trust or respect for their leader is known as _____.

Answer: leader-member relations Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Comprehension

76. _____ is a measure of the quality of exchanges between a leader and follower.

Answer: Leader-Member exchange Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Knowledge

77. According to the Situational Leadership II model, a _____ style is a low-direction, high-support leadership style.

Answer: supporting Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

78. According to the Situational Leadership II model, a _____ style is a low-direction, low-support leadership style.

Answer: delegating Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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79. With regard to integrated conventional models of leadership, a(n) _____ approach is useful when information about a follower is limited and no clear leadership style seems initially appropriate.

Answer: middle of the road Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge 80. The sustainable leadership style of _____ refers to the process of encouraging affiliation and enhancing the intrinsic meaningfulness of work.

Answer: engaging Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

81. The conventional delegating style is similar to the sustainable _____ style in that it acknowledges that followers‘ needs for support and direction are low.

Answer: empowering Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

82. Despite the popularity of the idea of ______________ leadership, it sometimes raises ethical issues Answer: charismatic Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Analytic skills Bloom‘s: Knowledge

83. _______________________ allows a leader to harness emotion in order to tackle challenging tasks or push through difficulties.

Answer: Internal motivation Difficulty: Easy Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Analytic skills Bloom‘s Knowledge

84. ______________________ identifies different leadership styles based on combinations of concern for production and concern for people.

Answer: Leadership Grid Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Bloom‘s: Knowledge

85. _____________ leaders seek to have a positive effect on the stakeholders who are ―the least privileged in society‖ never a negative one.

Answer: Servant Difficulty: Easy Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

86. In ______________ , a leader‘s behaviour is considered acceptable to a follower to the degree that it satisfies a follower‘s needs.

Answer: path-goal theory Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Knowledge

87. ___________________________ are characterized by mutual trust, inclusion, and frequent interactions, whereas low-quality relationships are characterized by distrust, exclusion, and infrequent interactions.

Answer: High-quality exchange relationships Difficulty: Easy Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Analytic skills Bloom‘s: Knowledge

88. Leaders using a __________________ model must be able to implement the alternative leadership styles as needed on a case-by-case basis.

Answer: Situational Leadership II Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

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89. _______________________ says that characteristics of the task and work environment may substitute for, neutralize, or enhance leadership behaviour.

Answer: Substitutes-for-leadership theory Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

90. The integrated model of _______________________ leadership (combining behaviour and contingencies) has value in explaining which leadership behaviour might work best given certain assumptions and conditions.

Answer: conventional Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

91. __________________ is the process of sharing or explaining information related to a job and its context Answer: Enabling Difficulty: Easy Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Analytic skills Bloom‘s: Knowledge

Short Answer Questions

92. Explain the importance of emotional intelligence as a leadership trait.

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Answer: Leaders with emotional self-awareness are in tune with their own emotions and know when they may arise in certain situations. Self-management of emotions is required when a leader may need to maintain his or her cool in a conflict, whereas in another situation revealing a certain level of frustration may be useful in emphasizing an idea or point of view. Follow-up research indicates that across a range of workplace contexts, emotional intelligence consistently contributes to leadership effectiveness. Part of the reason emotional intelligence is so valuable is that followers of leaders with emotional intelligence are more satisfied with their jobs and more willing to do whatever it takes to satisfy organizational goals. Emotional intelligence is particularly important for fulfilling the relational and motivational aspects of effective team leadership. Finally, when coupled with cultural awareness, it is a crucial factor in determining leadership success in foreign cultures.

Difficulty: Medium Learning Objective: Describe the personal characteristics of leaders.

Section Reference: 9.1 Leadership Traits AACSB: Ethical understanding and reasoning abilities Bloom‘s: Comprehension

93. Describe consideration behaviours as identified by the Ohio State studies.

Answer: Ohio State studies identified two general sets of leadership behaviour, consideration and initiating structure, and found them to be independent of each other. Consideration behaviours are supportive, relationship oriented, and/or employee centered. Leaders engage in consideration behaviour when they show concern for employees and attempt to establish a friendly and supportive climate where job relationships are defined by mutual trust and respect for group members‘ ideas and feelings. Examples of consideration behaviour are listening, showing support, expressing appreciation, and asking for input.

Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Communication skills Bloom‘s: Comprehension

94. Explain the sustainable approach to leadership behaviour in comparison to the conventional approach.

Answer: Paralleling conventional dual emphasis on consideration and initiating structure behaviours, the sustainable approach emphasizes socioemotional behaviour and infrastructural Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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behaviour. A key difference is that, whereas the conventional approach tends to focus on leadership behaviours that are directed at and visible to followers, the sustainable approach includes behaviours that are invisible to followers. Thus, visible socioemotional behaviour is akin to the conventional idea of consideration. Similarly, infrastructural behaviour akin to initiating structure may be visible or invisible. Additionally, socioemotional behaviours include but go beyond consideration behaviour to promote personal and collective well-being. Infrastructural behaviours include but go beyond initiating structure to promote information exchange and learning across the organization. These sustainable behaviours are evident in the idea of servant leadership.

Difficulty: Medium Learning Objective: Identify the ways or manners in which leaders act.

Section Reference: 9.2 Leadership Behaviours AACSB: Communication skills Bloom‘s: Comprehension

95. Describe the importance of contingency theories while comparing conventional and sustainable approaches to contingencies.

Answer: Conventional and sustainable perspectives both recognize the importance of contingencies in explaining and guiding leadership behaviour. One difference is the relative importance given to particular factors in prescribing changes in leadership behaviour. From a conventional perspective, factors that do not contribute to immediate workplace productivity are not likely to merit much attention, but from a sustainable perspective that is holistic, community focused, and long term oriented they might. It may be stressed that servant leadership‘s hallmarks focus on contingencies that contribute to others‘ personal growth and well-being.

Difficulty: Medium Learning Objective: Analyze the contingency theories of leadership and their importance in explaining and guiding leadership behaviour.

Section Reference: 9.3 Contingency Theories AACSB: Communication skills Bloom‘s: Comprehension

96. Compare the conventional style of coaching to the sustainable style of equipping.

Answer: The conventional coaching style focuses on responding to followers‘ needs for both direction and support. This approach can have an implicit top-down bias in that the coach is the ―brain‖ of the organization, develops the strategies and game plans, and provides the necessary instruction and training. In contrast, sustainable equipping responds to similar needs but with an Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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emphasis on continuous and collaborative learning. Equipping creates an environment where employees are encouraged to learn from one another. The conventional approach involves providing training and specific feedback. It is used when followers lack both capability and commitment. The sustainable approach of equipping is used when followers lack both capability and commitment. It aims at creating an environment for continuous learning while the goal of conventional coaching style is to address weaknesses and develop capability.

Difficulty: Medium Learning Objective: Discuss the value of integrative leadership models.

Section Reference: 9.4 Integrated Models AACSB: Communication skills Bloom‘s: Comprehension

Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 10 Shuffle: No

Multiple Choice

1. Which of the following is the best definition for a team?

A) It is a task-oriented collection of people who work interdependently to achieve common goals.

B) It is a collection of people who merely share a common interest or association.

C) It is a task-oriented collection of people who work independently to achieve individual goals.

D) It is a collection of people who strive together to attain individual goals.

Answer: a Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic Skills Bloom‘s: Knowledge

2. A _____ is a collection of two or more people who share a common interest or association.

A) Division B) Group C) Sect D) Clan Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: b Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Knowledge

3. Which of the following is a characteristic of a team?

A) Team members are independent of each other.

B) It is affiliation oriented.

C) Team members are interdependent on each other.

D) It is usually informal.

Answer: c Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Knowledge

4. Which of the following is true about a group?

A) Its members are dependent on each other to complete tasks.

B) It is focused more on the interpersonal relationships among members.

C) Its members are more focused on how they achieve tasks.

D) It is focused more on interdepartmental relationships.

Answer: b Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Comprehension

5. Which of the following is a difference between teams and groups?

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A) Groups are more concerned about the benefits of interpersonal relationships among members, whereas teams are not.

B) Teams are more concerned about the benefits of interpersonal relationships among members, whereas groups are not.

C) Teams are affiliation oriented, whereas groups are achievement oriented.

D) Groups are formal, whereas teams tend to be informal.

Answer: a Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Analysis

6. A _____ team consists of members from a particular area or department.

A) Dialectical B) Project C) Functional D) Virtual Answer: c Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Knowledge

7. In a _____ team, one person has the responsibility and legitimate authority.

A) Hierarchical B) Functional C) Project D) Command Answer: a Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

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Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Knowledge

8. A virtual team is a team that is: A) Made up of members who all belong to the same organization and live in geographically diverse settings.

B) Composed of members from different organizations that work within a specified geographical radius.

C) Made up of members belonging to the same organization, live within a specified geographical radius, and work toward achieving divergent causes.

D) Composed of members who live in geographically diverse settings and who may even belong to different organizations.

Answer: d Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Knowledge

9. Which of the following is true of a functional team?

A) It is composed of members with a variety of experiences.

B) It is composed of members who are always temporary team members.

C) It is composed of members from a specific area of expertise.

D) It is composed of members with a variety of expertise.

Answer: c Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Knowledge

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10. Scarlet Corp. has put together a team of employees who are all specialists in the field of biometrics. The CEO of Scarlet Corp. wants them to develop a retina scanner that can be customized to fit client needs. The team of biometric engineers is an example of a _____ team.

A) Hierarchical B) Functional C) Virtual D) cross-functional Answer: b Difficulty: Hard Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Reflective thinking skills Bloom‘s: Application 11. Henry, an employee of Morgan Inc., works from his office in Greamsland. While Henry is situated in Greamsland, his team members are located in several locations all around the country.

The team members all have different kinds of expertise, and they work independently to achieve Morgan‘s goals. Henry is part of a _____ team.

A) Functional B) Hierarchical C) On-site D) Virtual Answer: d Difficulty: Hard Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Reflective thinking skills Bloom‘s: Application

12. The first four stages of group development that are common to all teams are: A) Storming, forming, performing, and adjourning.

B) Forming, storming, norming, and performing.

C) Storming, norming, forming, and adjourning.

D) Forming, norming, adjourning, and performing.

Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Level of Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Knowledge

13. While forming a team, a leader‘s selection should: A) Maximize team diversity.

B) Minimize team interdependence.

C) Maximize free riders.

D) Minimize social cohesion.

Answer: a Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge

14. Claude and Robert are the only Europeans in an otherwise purely Canadian corporate team of fifteen peers. They are facing problems with integrating with the team and feel marginalized during team discussions. Which of the following could be the most likely reason for the problems that Claude and Robert are facing?

A) Cultural differences B) Different social status C) Educational differences D) Different financial status Answer: a Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Reflective thinking skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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15. What would be a result of an increase in diversity?

A) It would help to minimize social cohesion within the group.

B) It would help prevent the group from becoming multicultural.

C) It may minimize the tendency of subgroup formation.

D) It may minimize the communication within the group.

Answer: c Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge

16. Which of the following is true about the forming stage of group development?

A) Members have low levels of commitment but high levels of competency working in the team.

B) Members have high levels of commitment and high levels of competency working in the team.

C) Members have high levels of commitment but low levels of competency working in the team.

D) Members have low levels of commitment and low levels of competency working in the team.

Answer: c Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge

17. During the forming stage, a leader‘s techniques should include: A) Providing feedback and rewards.

B) Identifying new goals.

C) Clarifying roles.

D) Ensuring accountability.

Answer: c Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge

18. _____ are explicit agreements among team members regarding how to behave in various matters and situations.

A) Bench marks B) Ground rules C) Personal conflicts D) Superordinate goals Answer: b Level of Difficulty: Easy Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge

19. Which of the following best describes task cohesion?

A) It is the extent to which members‘ characteristics differ within the team.

B) It is the shared commitment among members to achieve a goal.

C) It is a real or perceived difference in interests between two or more team members.

D) It is a measure of a member‘s level of contribution toward the team.

Answer: b Difficulty: Easy Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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20. Which of the following would best describe social cohesion?

A) It is the extent to which team members require resources or support from external sources.

B) It is the real or perceived difference in interests between two or more team members.

C) It is the extent to which members‘ characteristics differ within the team.

D) It is the attachment and attraction of team members to one another.

Answer: d Difficulty: Easy Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge

21. Which of the following is a difference between task cohesion and social cohesion?

A) Task cohesion relates to members‘ commitment toward achieving goals, whereas social cohesion relates to the attachment between team members.

B) Task cohesion relates to how members‘ characteristics differ within the team, whereas social cohesion relates to members‘ commitment toward achieving goals.

C) Task cohesion relates to members‘ commitment toward achieving goals, whereas social cohesion relates to perceived differences in interests between members.

D) Task cohesion relates to fairness of members toward the team, whereas social cohesion relates to how members‘ characteristics differ within the team.

Answer: a Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Analysis

22. Which of the following is true about social cohesion?

A) It decreases friction in the team.

B) It leads to increased cultural differences.

C) It helps decrease task interdependence.

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D) It helps increase competitive interactions.

Answer: a Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Knowledge

23. Once a year, the marketing manager of Flintstone Corp. takes his team on a hiking trip. The trip involves his team members attempting to reach a specific clearing in the wilderness and working together to set up the camp. Which of the following is the manager trying to encourage?

A) Free riding B) Task cohesion C) Social cohesion D) Lobbying Answer: c Difficulty: Hard Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Reflective thinking skills Bloom‘s: Application

24. _____ is a real or perceived difference in interests between two or more team members.

A) Team diversity B) Task cohesion C) Team conflict D) Social cohesion Answer: c Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

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Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

25. Which of the following is true of the storming stage?

A) There is an emphasis on managing conflict.

B) There is a need to clarify goals and rules.

C) There is a feeling of optimism in members.

D) There is a level of maturity and organization.

Answer: a Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

26. During the storming stage, one of the issues for team members is: A) What the team is doing, and why it is important.

B) Whether the team will work together effectively or spiral back into conflict.

C) What is the next challenge they will take up.

D) Whether the team will get through the time of conflict.

Answer: d Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

27. One of the techniques used by leaders during the storming stage is: A) Benchmarking.

B) Managing conflict.

C) Identifying new goals.

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D) Task cohesion.

Answer: b Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

28. Which of the following in most likely a barrier to progress during the storming stage?

A) Physical distance B) Task cohesion C) Increased frequency of meetings D) Unity of command Answer: a Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

29. One of the ways to resolve conflicts when there is a real or perceived lack of resources is by engaging in: A) Benchmarking.

B) Boundary-spanning activities.

C) Bootlegging.

D) Task cohesion.

Answer: b Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Knowledge

30. Which of the following is true of boundary-spanning activities?

A) They involve downsizing goals to meet the resource availabilities.

B) They involve broadening the scope of the team‘s project.

C) They involve looking to other departments for resources.

D) They involve reducing the budget of the project.

Answer: c Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

31. A way to resolve conflicts due to task interdependence is by: A) Benchmarking.

B) Lobbying.

C) Bootlegging.

D) Redesigning.

Answer: d Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

32. A superordinate goal may be described as a higher-level goal that is: A) Beyond the capacity of team members.

B) Recognized as important by team members.

C) Neglected in a bid to achieve the final goal.

D) Beyond the capacity of the leaders.

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Answer: b Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge 33. Ben‘s team is the sales team at a large pharmaceutical company. His team members all have different ideas on how to rope in a large client, and in the process, they are undercutting each other‘s efforts. To manage the potential conflict, Ben informs his team that the main purpose of their efforts is to rope in the client and not to beat their peers. In this scenario, Ben has managed conflict by reminding his team about the team‘s _____.

A) Superordinate goal B) Benchmark C) Subordinate goal D) Free rider Answer: a Level of Difficulty: Hard Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Reflective thinking skills Bloom‘s: Application

34. A sustainable team using the transformation approach to address conflict involves changing team members‘ perspectives: A) From specific positions to more general goals.

B) By enforcing specific positions after debating.

C) From general goals to more specific positions.

D) By enforcing specific positions using authority.

Answer: a Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

35. Which of the following is true of the transformation approach?

A) It prompts members to see issues from a lower level of abstraction.

B) It encourages members to look at parts of an issue.

C) It prompts members to change their perspectives to positions that are more specific.

D) It encourages members to see issues from system concerns point of view.

Answer: d Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Comprehension

36. A(n) _____ is a staged debate between two dominant perspectives.

A) Groupthink B) Dialectical inquiry C) Team conflict D) Augmented inquiry Answer: b Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Knowledge

37. The third stage of the four basic stages of team development is _____.

A) Storming Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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B) Norming C) Adjourning D) Performing Answer: b Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

38. Team members during the norming stage experience feelings of: A) Frustration.

B) Excitement.

C) Uncertainty.

D) Optimism.

Answer: d Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

39. One of the main issues on the minds of members during the norming stage is: A) Whether the team will work together effectively or spiral back into conflict.

B) What the team is doing and why is it important.

C) Whether the team will get through the time of conflict.

D) What is the next challenge they will take up.

Answer: a Level of Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

40. One of the norms critical to a team‘s performance and which requires a team leader‘s attention is: A) Information sharing.

B) Secrecy.

C) Dialectical inquiry.

D) Member independency.

Answer: a Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

41. A functional workload-sharing norm is when: A) Every team member‘s contribution is the same irrespective of the effort required.

B) Every team member is allotted work according to his or her individual capacity.

C) Every team member‘s contribution is the same in terms of effort required.

D) Every team member is allotted work according to the amount of effort he or she puts in.

Answer: c Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

42. Which of the following is true of the norm of backing up?

A) It balances the workload within the team.

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B) It reduces the effort required to be put in.

C) It removes the responsibility from the member.

D) It results in additional incentives.

Answer: a Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

43. A typically dysfunctional norm relating to workload sharing is evident when one or more team member engages in _____.

A) Groupthink B) Bootlegging C) Free riding D) Brainstorming Answer: c Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

44. Henderson Corp. provides unlimited paid leaves to its team members, as long as its employees ensure that their work is completed. Kelly, a long-standing team member, takes advantage of this and has taken more than her fair share of leaves every month, asking her colleagues to complete the work that she was supposed to do. This is an example of a dysfunctional norm resulting in _____.

A) Free riding B) Groupthink C) Boundary spanning D) Benchmarking Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Hard Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Reflective thinking skills Bloom‘s: Application

45. Which of the following is true of free riding?

A) It helps in making decisions within the team.

B) It results from dysfunctional workload sharing.

C) It results from dysfunctional superordinate goals.

D) It helps resolve conflict and confusion.

Answer: b Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Comprehension

46. Which of the following techniques may be used to reduce free riding?

A) Appealing to a subordinate goal B) Performing boundary spanning activities C) Enforcing work accountability D) Brainstorming Answer: c Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Comprehension

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47. Virtual team leaders should: A) Encourage high quality information sharing but limit the quantity to a minimum.

B) Encourage high quality and high quantity of information sharing.

C) Encourage high quantity information sharing but not focus on the quality.

D) Refrain from sharing information using virtual methods for security purposes.

Answer: b Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

48. Which of the following best describes the term satisficing?

A) It describes a decision process in which an adequate option is chosen instead of the best possible option.

B) It describes a decision process in which the best possible option is chosen over an adequate option.

C) It describes a functional norm in which a team member contributes a fair share of effort to reach the team‘s goal.

D) It describes a dysfunctional norm in which a team member contributes less than his or her fair share to reach the team‘s goal.

Answer: a Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

49. Which of the following techniques is used to address a dysfunctional norm with regard to information sharing?

A) Lobbying B) Benchmarking C) Brainstorming D) Bootlegging Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: c Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

50. Which of the following is a difference between the conventional approach and the sustainable approach to the norm of workload sharing? a) The conventional approach requires the leader to pose questions to team members remotely and have the responses returned him, while a sustainable approach the leader asks participants to silently and individually write down all their ideas. b) The conventional approach focuses on limiting the negative effects of free riders through monitoring, while a sustainable approach tries to promote the positive effects of consistent contributors. c) The sustainable theory focuses on limiting the negative effects of free riders through accountability, while a conventional approach tries to promote the positive effects of consistent contributors. d) The conventional approach requires the leader to ask participants to silently and individually write down all their ideas, while a sustainable approach requires the leader to pose questions to team members remotely and have the responses returned to him.

Answer: b Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Analysis

51. Who are free riders? a) Those employees who do as little as possible b) Those employees whose contribution depends on the situation c) Those employees who contribute regardless of how little their teammates do d) Those employees who do work on behalf of their teammates Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

52. Who are conditional contributors? a) Those employees who contribute depending on the situation b) Those employees who contribute regardless of how little their teammates do c) Those employees who do as little as possible d) Those employees who place down regulations regarding their participation Answer: A Level of Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

53. Which of the following is a difference between free riders and conditional contributors? a) Conditional contributors do as little as possible, whereas free riders‘ contributions are consistent irrespective of how little their teammates do. b) Conditional contributors‘ contributions depend on the situation, whereas free riders do as little as possible. c) Conditional contributors‘ contributions are subject to regulations, whereas free riders‘ contributions are not. d) Conditional contributors do as little as possible, whereas free riders‘ contributions are subject to regulations.

Answer: b Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Analysis

54. A _____ session is an unstructured process of sharing ideas. a) Groupthink b) Dialectical inquiry c) Brainstorming d) Satisficing Answer: c Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

55. The _____ technique is an information-sharing technique in which the leader asks participants to silently and individually write down all their ideas related to a specific question. a) Benchmarking b) Nominal group c) Delphi d) Dialectical inquiry Answer: b Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

56. The _____ technique is one in which questions are posed to team members remotely and responses are returned to the leader. The leader then compiles the ideas without attaching names and sends the list back to the team members for further consideration. a) Brainstorming b) Dialectical inquiry Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Benchmarking d) Delphi Answer: d Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

57. The fourth stage of the four basic stages of team development is _____. a) Norming b) Adjourning c) Storming d) Performing Answer: d Difficulty: Easy Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing AACSB: Analytic skills Bloom‘s: Knowledge

58. One of the main issues on the minds of team members during the performing stage is: a) What the team is doing and why it is important. b) Whether the team will work together effectively or spiral back into conflict. c) What is the next challenge they will take up. d) Whether the team will get through the time of conflict.

Answer: c Difficulty: Easy Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Knowledge

59. One of the techniques that leaders adopt during the performing stage is: a) Identifying new goals. b) Managing conflict. c) Building relationships. d) Reinforcing positive norms.

Answer: a Difficulty: Easy Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing AACSB: Analytic skills Bloom‘s: Knowledge

60. Which of the following is a reason why leaders might steer toward providing feedback and rewards to individual team members? a) Concerns about free riders b) Concerns about biases between team members c) Accountability to other team members d) Personal attachment toward specific members Answer: a Difficulty: Medium Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing AACSB: Analytic skills Bloom‘s: Knowledge

61. Mary is asked to choose a group for a project. She prefers to build a team, as opposed to a group. Why? a) A team indicates people working together as unit, whereas a group if a collection of people who share a common association b) A group is two to four people, whereas a team indicates a larger group of people Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Groups work towards common goals, whereas teams consist of people that have common interests, but do not work together d) A team consists of a more diverse collection of workers, whereas groups are much more homogenous Answer: a Level of Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic skills Bloom‘s: Analysis 62. The company‘s goal is to minimize waste. Which best describes the team that should be chosen for this project? a) This would need to be a task-oriented collection of people who work interdependently as a unit to achieve common goals and who are accountable to one another to achieve those goals. b) This would need to be a collection of people who work interdependently as a unit. Teams are the dominant organizational structure and most, if not all, work is done in teams. c) Teams have great potential for organizations. As a result, teams are often more mature, are better organized, and function more effectively in terms of performance outcomes. d) Teams work toward goals interdependently. The team seeks recognition of its achievements and feedback to meet the challenges of improved performance and new goals.

Answer: a Difficulty: Medium Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing AACSB: Analytic skills Bloom‘s: Analysis

63. Groups are typically more concerned with which of the following? a) Common interests and the benefits of interpersonal relationships among their members b) Rewards and recognition for achieving their goals c) Impressing members of senior management so the group can get better assignments d) Members relying on other members‘ work Answer: a Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Analysis

64. Which statement best explains team diversity? a) Team member characteristics may differ within the team. b) Team members may differ in the function of their jobs. c) Diversity is what the individual members contribute to the team. d) The diversity on a team is determined by the leader, based on past performance.

Answer: a Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Analysis 65. If a team is to be culturally diverse, which of the following best applies? a) A team should be multicultural, with members representing a number of cultures. b) An increase in diversity may minimize the tendency for subgroups to form and prevent any one culture from being a minority. c) Without a dominant subgroup, all members will recognize the need to spend time working on communication and developing relationships. d) Cultural differences may create problems early in the team‘s formation.

Answer: a Level of Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic skills Bloom‘s: Analysis

66. Team task interdependence refers to a) The extent that team members require resources or support from other team members to complete their tasks. b) Conflict that is likely to arise if one member fails to complete his or her part of the assignment. c) Conflict that is occurs because a team member does not have enough time to adequately track progress. d) The fact that personal differences are almost inevitable and can be disruptive if they get in the way of members‘ everyday functioning.

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Answer: a Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB:Analytic skills Bloom‘s: Analysis

67. Withholding information, intentionally or not, is a dysfunctional norm the leader of the team should address. Techniques for doing so include a) Brainstorming, the nominal group technique, and the Delphi technique. b) The nominal group technique, free riding, and the Delphi technique. c) The Delphi technique and brainstorming. d) Brainstorming, norming, and the Delphi technique.

Answer: a Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Comprehension

68. Team Develop members are asked to participate in an information-sharing technique in which the leader asks participants to silently and individually write down all their ideas related to a specific question. Which technique are the team members participating in? a) Nominal group technique b) Delphi technique c) Conditional contributor d) Sustainable approach Answer: a Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Analysis

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69. While working on a project for environmentally friendly green product development, several team members were involved in an unstructured process of sharing ideas. What is the name of this unstructured process of sharing ideas? a) Brainstorming b) Norming c) Contributing d) Consistent contributing Answer: a Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Analysis

70. Tom and Helen are experiencing a real or perceived difference in interests between themselves while working on a team project. Their behaviour is causing a) Team conflict. b) Groupthink. c) Social cohesion. d) Task cohesion.

Answer: a Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic skills Bloom‘s: Analysis Fill In The Blanks

71. While teams are achievement-oriented, groups are _____ oriented.

Answer: affiliation Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic Skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

72. A _____ is the collective sense of identification and loyalty team members feel toward the team.

Answer: team identity Difficulty: Easy Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic Skills Bloom‘s: Knowledge

73. _____ is used to decrease friction and help a team run smoothly.

Answer: Social cohesion Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic Skills Bloom‘s: Knowledge

74. An approach to resolving conflicts that involves appealing to team members to recognize the higher-level goal that could be jeopardized is known as _____.

Answer: superordinate goal Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic Skills Bloom‘s: Knowledge

75. _____ are shared beliefs about social and task behaviours in a group.

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Answer: Norms Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic Skills Bloom‘s: Knowledge

76. The extent to which team members require resources or support from other team members to complete their tasks is referred to as _____.

Answer: team task interdependence Difficulty: Easy Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic Skills Bloom‘s: Knowledge

77. In the context of conflict resolution, the _____ emphasizes dialogue or conversation to help each person understand the other‘s perspective and be mindful of the person behind the perspective.

Answer: sustainable approach Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 AACSB: Analytic Skills Bloom‘s: Knowledge

78. _____ describes a decision process in which an adequate option, one that meets the minimum criteria for a solution, is chosen instead of the best possible option.

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Answer: Satisficing Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic Skills Bloom‘s: Knowledge

79. A _____ is someone who contributes regardless of how little his or her teammates contribute.

Answer: consistent contributor Difficulty: Easy Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic skills Bloom‘s: Knowledge

80. A _____ will naturally focus on team-level rewards to reinforce a sense of community.

Answer: sustainable leader Difficulty: Medium Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10. 5 Performing AACSB: Analytic Skills Bloom‘s: Knowledge

81. A ________ indicates people working together as unit, whereas a group is a collection of people who share a common association.

Answer: team Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

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Section Reference: 10.1 Groups and Teams AACSB: Analytic Skills Bloom‘s: Knowledge

82. A __________________ is composed of members from a specific area of expertise.

Answer: functional team Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Analytic Skills Bloom‘s: Knowledge

83. One of the main issues on the minds of team members during the ___________ stage is what is the next challenge they will take up.

Answer: performing Difficulty: Medium Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing AACSB: Analytic Skills Bloom‘s: Knowledge

84. A team should be _________________, with members representing a number of cultures.

Answer: multicultural Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic Skills Bloom‘s: Knowledge

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85. Sometimes, team members have a work-related attachment and attraction to one another. This connection can be important to ―grease the wheels‖-that is, to decrease friction and help the team run smoothly. This attachment and attraction is called ______________________.

Answer: social cohesion Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Analytic Skills Bloom‘s: Knowledge

86. During the _______ stage, one of the issues for team members is whether the team will get through the time of conflict.

Answer: storming Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic Skills Bloom‘s: Knowledge

87. A _____________ team using the transformation approach to address conflict involves changing team members‘ perspectives from specific position to more general goals.

Answer: sustainable Difficulty: Medium Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Analytic Skills Bloom‘s: Knowledge

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88. With the ______________________, questions are posed to team members remotely, and responses are returned to the leader. The leader then compiles the ideas without attaching names to them and sends the list back to team members for further consideration and response.

Answer: Delphi technique Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic Skills Bloom‘s: Knowledge

89. ______________ teams should encourage high quality and high quantity of information sharing.

Answer: Virtual Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Analytic Skills Bloom‘s: Knowledge

90. ________________________ is the fourth stage of the four basic stages of team development.

Answer: performing Difficulty: Medium Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing AACSB: Analytic Skills Bloom‘s: Knowledge

Short Answer Questions

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91. List briefly two differences between a group and a team.

Answer: The notion of teams focuses on how members achieve tasks, while the notion of groups focuses more on affiliation or the nature of the interpersonal relationships among members.

Groups are typically more concerned with a common interest and the benefits of the interpersonal relationships among their members, whereas teams are generally more concerned with task and goal achievement.

Difficulty: Medium Learning Objective: Identify the characteristics and differences between groups and teams.

Section Reference: 10.1 Groups and Teams AACSB: Communication Skills Bloom‘s: Comprehension

92. Give a brief description about social cohesion.

Answer: Social cohesion is the attachment and attraction of team members to one another and is also important to ―grease the wheels‖—that is, to decrease friction and help the team run smoothly.

It follows from similarities within the group, time spent together, shared positive experiences, and shared goals. Social cohesiveness is fostered when team members build mutual trust. Members can speed the process by modeling trustworthiness in their relationships and encouraging open communication among themselves. Teams that are smaller tend to be more cohesive. If a department or team has many members, then it may be wise to subdivide it.

Difficulty: Medium Learning Objective: Discuss forming, the first stage of team development, and how it clarifies goals and builds relationships.

Section Reference: 10.2 Forming AACSB: Communication Skills Bloom‘s: Comprehension

93. Describe the feelings and issues of team members in the storming stage of team development.

Discuss techniques that would enable a leader to solve these issues.

Answer: Feelings tend to be those of discouragement and frustration, opening up the possibility of withdrawal or even angry outbursts. The central underlying issues for team members are whether the team will get through this time of conflict and achieve its goals. A leader can address these feelings and issues through techniques such as reminding members of shared goals and the value of all team members, removing barriers to progress, and managing conflict.

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Difficulty: Hard Learning Objective: Discuss storming, the second stage of team development, and how it appeals to shared goals, encourages helping, and resolves conflicts.

Section Reference: 10.3 Storming AACSB: Communication Skills Bloom‘s: Comprehension

94. Describe the techniques a leader can utilize to reduce free riding.

Answer: Techniques to reduce free riding include monitoring team members‘ contributions, making members accountable for their work, and training members to constructively manage their emotional responses to free riders. Instead of getting back at a poor performer, team members can be guided to address issues face-to-face and come to a better solution.

Difficulty: Medium Learning Objective: Discuss norming, the third stage of team development, when performance norms are affirmed and accountability ensured.

Section Reference: 10.4 Norming AACSB: Communication Skills Bloom‘s: Comprehension

95. Discuss the issues and feelings that team members experience in the performing stage of team development.

Answer: During the performing stage, team members tend to experience feelings of pride and confidence in their ability to reach the goals of the team. The main issues in their minds are how others think the team is doing and what might be the next challenge for the team to conquer. The team seeks recognition of its performance and feedback to meet the challenges of improved performance and new goals. In addition, it is usually willing to assume more responsibility for team management. If the manager or leader is not already outside the team, this stage presents the opportunity to delegate leadership responsibility to another team member.

Difficulty: Medium Learning Objective: Discuss performing, the fourth stage of team development, when feedback is provided and new goals are identified.

Section Reference: 10.5 Performing AACSB: Communication Skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 11 Shuffle: No

Multiple Choice

1. Which of the following statements is true of the sustainable approach to communication? a) It concentrates on ensuring that information travels efficiently to enhance overall productivity. b) It focuses on how messages are drafted, transmitted, and understood by others. c) It focuses on nurturing interpersonal relationships and building community. d) It concentrates on selling a person‘s preferred ideas to others.

Answer: c Difficulty: Medium Learning Objective: Explain the four-step communication process from a conventional and sustainable perspective.

Section Reference: 11.1 Four-Step Communication Process AACSB: Analytic skills Bloom‘s: Comprehension

2. Which of the following is the first step in the communication process? a) Receiving and interpreting the message b) Identification of the message to be communicated c) Transmitting and encoding the message d) Flow of information from the receiver to the sender Answer: b Difficulty: Easy Learning Objective: Explain the four-step communication process from a conventional and sustainable perspective.

Section Reference: 11.1 Four-Step Communication Process AACSB: Analytic skills Bloom‘s: Knowledge

3. _____ occurs when information is withheld or not communicated to others. a) Encoding b) Filtering c) Decoding Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Compressing Answer: b Difficulty: Easy Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge

4. Which of the following approaches to filtering communication involves the highest amount of filtering? a) Spray and pray b) Underscore and explore c) Withhold and uphold d) Identify and reply Answer: c Difficulty: Easy Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge

5. Which of the following is a characteristic of the spray and pray approach? a) A sender floods co-workers with data, expecting them to sort out the important information. b) A senders explicitly listen to feedback so that he or she can be aware of potential misunderstandings. c) A person holding relevant information sends it to others only when they explicitly ask for it. d) A sender tells others what the main issues are and then sells them his or her own preferred solution.

Answer: a Difficulty: Medium Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge 6. Zara is a salesperson at a large retail store. A customer looking for cosmetics seeks Zara‘s assistance. Zara provides extensive information about all the cosmetics available in the store and Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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expects the customer to choose the appropriate product. The customer gets confused about what to purchase. Hence, Zara is using the _____ approach to filter communication. a) Spray and pray b) Identify and reply c) Tell and sell d) Underscore and explore Answer: a Difficulty: Hard Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Reflective thinking skills Bloom‘s: Application

7. _____ is the approach to filtering communication in which a sender speaks to people about the main issues and then offers only his preferred solution to the issues. a) Spray and pray b) Identify and reply c) Withhold and uphold d) Tell and sell Answer: d Difficulty: Easy Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge 8. Abraham is the director of Mandolin Information Systems Inc. He presents the company‘s agenda for the coming year at the company‘s annual meet. After the presentation, employees were asked to put forth any questions or doubts on the ideas presented. Which of the following approaches to filter communication is being used in the given example? a) Spray and pray b) Identify and reply c) Withhold and uphold d) Underscore and explore Answer: d Difficulty: Hard Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Reflective thinking skills Bloom‘s: Application

9. Which of the following statements is true of the underscore and explore approach to filtering communication? a) A sender showers co-workers with data, expecting them to sort out the important information. b) Senders explicitly listen to feedback so that they can be aware of potential misunderstandings. c) A person holding relevant information sends it to others only when they explicitly ask for it. d) Senders holding relevant information send very little of it to others, even when pressed to do so.

Answer: b Difficulty: Medium Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Application

10. Natasha works in the human resources department of a marketing company. She is involved in recruiting candidates. She posts brief descriptions of available jobs on job posting websites.

Interested candidates are required to contact her for further information. Hence, Natasha is using the _____ approach to filtering communication. a) Identify and reply b) Tell and sell c) Withhold and uphold d) Spray and pray Answer: a Difficulty: Hard Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Reflective thinking skills Bloom‘s: Application 11. The _____ approach to filtering communication is reactive and ―puts fires out‖ as they emerge. a) Withhold and uphold b) Identify and reply c) Spray and pray d) Tell and sell Answer: b

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Difficulty: Easy Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge

12. Emerent Inc. is an online clothing retailer. It sends details about available products and new arrivals to customers only when they make requests on its website. Therefore, Emerent is using a _____ approach to filtering communication. a) Withhold and uphold b) Tell and sell c) Underscore and explore d) Identify and reply Answer: d Difficulty: Hard Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Reflective thinking skills Bloom‘s: Application

13. How does the underscore and explore approach differ from the tell and sell approach? a) The underscore and explore approach has senders showering information on coworkers, while the tell and sell approach has people holding relevant information send it to others only when they explicitly ask for it. b) The underscore and explore approach has senders explicitly listening to feedback, while in the tell and sell approach, senders generally are not interested in getting feedback and input from others. c) The underscore and explore approach involves repetition of the same message without adding information, while the tell and sell approach showers information on people, expecting them to sort out relevant information. d) The underscore and explore approach has senders explicitly listening to feedback, while senders using the tell and sell approach send information only to those who ask for it.

Answer: b Difficulty: Medium Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Analysis

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14. _____ is the approach to filtering communication in which the person holding relevant information sends very little of it to others, even when pressed to do so. a) Withhold and uphold b) Identify and reply c) Underscore and explore d) Spray and pray Answer: a Difficulty: Easy Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge

15. Norah reveals very limited information to her colleagues after her meeting with the team manager about her promotion. She feels the information may be misused and refuses to add more to what she shares with her peers. Which of the following approaches to filtering communication is Norah using? a) Tell and sell b) Identify and reply c) Withhold and uphold d) Underscore and explore Answer: c Difficulty: Hard Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Reflective thinking skills Bloom‘s: Application

16. A person using the withhold and uphold approach to filter communication would: a) Repeat the same message over and over without adding any more information. b) Explicitly listen to feedback so that he or she can be aware of potential misunderstandings. c) Shower co-workers with data, expecting them to sort out the important information. d) Send information to others only when they explicitly ask for it.

Answer: a Difficulty: Medium Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Application

17. How does the withhold and uphold approach differ from the identify and reply approach? a) In the withhold and uphold approach, a person holding information sends very little of it even when pressed to do so, while the identify and reply approach involves a person holding relevant information send it to others only when they explicitly ask for it. b) In the withhold and uphold approach, a sender tells others what the main issues are and then sells them his or her own preferred solution, while the identify and reply approach involves a person holding relevant information send it to others only when they explicitly ask for it. c) In the withhold and uphold approach, a sender explicitly listens to feedback so that they can be aware of potential misunderstandings, while the identify and reply approach involves a person identifying what the main issue is and then providing his or her preferred solution. d) In the withhold and uphold approach, a person holding relevant information sends it to others only when they explicitly ask for it, while the identify and reply approach involves telling others what the main issues are and recommending solutions for them.

Answer: a Difficulty: Medium Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Analysis

18. Which of the following statements is true of sustainable communication? a) It only focuses on messages that enhance organizational productivity. b) It is about seeking and welcoming divergent ideas and views. c) It focuses on how messages are drafted, transmitted, and understood by others. d) It only focuses on message that help a person ―sell‖ his preferred idea.

Answer: b Difficulty: Medium Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge

19. Rilax Corp. manufactures mattresses. Mark, the manager of the purchasing department, wants to send a list of required raw materials to the company‘s supplier. After deciding on the message to be communicated, Mark‘s next step would be to: a) Ensure the receiver understands the message. b) Receive and decode the message. c) Decide how to communicate the message.

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d) Identify the message.

Answer: c Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

20. Which of the following tasks is performed by a sender when encoding messages? a) Identify the message to be sent. b) Choose the medium and channel to transmit the message. c) Receive and attribute meaning to the message. d) Anticipate and prejudge what a person‘s reply would be.

Answer: b Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Knowledge

21. Eve works for an insurance company. She calls a potential customer to schedule a meeting. She is unable to hear the customer clearly due to a poor cell phone connection. In the communication process, the poor cell phone reception, which is a potential barrier to communication, would be referred to as _____. a) Deception b) Concision c) Noise d) Jargon Answer: c Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

22. Juanita received an email from her boss, who was out of the country, about her next project.

Her boss was unable to convey several important pieces of information, including deadlines and Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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resource allocation, because he was in an area with an intermittent Internet connection. According to the communication process, which of the following issues is Juanita facing? a) Grapevine b) Noise c) Feedback d) Deliberative dialogue Answer: b Level of Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

23. Jamila is taking a course in clinical psychology at her local university. She tries to discuss this course with her friend, who is pursuing an arts degree at the same school. Jamila‘s friend is unable to understand several parts of the discussion. This lack of understanding can be attributed to _____. a) Semantic problems b) Filtering c) Concision d) Active listening Answer: a Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

24. Jeremy just wrote an article on the changing trends in the infrastructure industry, which was published in an infrastructure-specific trade magazine. In this scenario, the magazine serves as the _____. a) Node b) Filter c) Channel d) Medium Answer: d Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

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Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

25. Brian wins the best employee award for the year 2016. The news of his winning the award is published in his company‘s quarterly newsletter, which is accessible to all employees. Which of the following terms best describes the role of the newsletter? a) Channel b) Medium c) Node d) Filter Answer: b Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

26. Which of the following is the richest medium for communication? a) Web-posting b) Television c) Face-to-face d) Voicemail Answer: c Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

27. Which of the following is the characteristic of a rich communication medium? a) Spontaneous b) Premeditated c) Generic d) Impersonal Answer: a Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

28. Ivan wants to discuss the details of a new project with his boss in person. Which of the following hallmarks of a rich communication medium influences Ivan‘s decision? a) Unique b) Public c) Generic d) Impersonal Answer: a Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

29. Which of the following is a characteristic of a lean communication medium? a) Spontaneous b) Impersonal c) Unique d) Flexible Answer: b Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

30. Media such as texts, memos, and emails are considered lean because they: a) Offer neither verbal nor visual cues. b) Allow for immediate feedback. c) Allow for easy transmission of detailed information. d) Highlight vocal characteristics of a message.

Answer: a Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Knowledge

31. Which of the following statements is true of computer-mediated communication? a) Trust can be easily built, which facilitates sharing of information. b) Team members can work seamlessly from various locations. c) Emails and text messages are rich media for communication. d) It facilitates immediate feedback.

Answer: b Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Comprehension

32. The process of encoding is completed by: a) Identifying the message to be sent. b) Choosing a communication channel. c) Receiving feedback. d) Engaging in a deliberative dialogue.

Answer: b Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

33. The CEO of Shengo Corporation sends an email to the employees about the modified salary structure, through their respective managers. Which of the following terms describes the path traversed by the email before reaching the employees? a) Node b) Filter c) Channel d) Medium Answer: c

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Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Reflective thinking skills Bloom‘s: Application

34. The _____ is the information network along which unofficial information flows. a) Grapevine b) Filter c) Node d) Medium Answer: a Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

35. Which of the following statements holds true for the sustainable encoding process? a) Differences and diversity among stakeholders are not accepted. b) Noise is considered as an opportunity for improvement. c) Multiplicity of views is seen as a barrier to communication. d) It looks at creating a system that suppresses differences and diversity.

Answer: b Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Comprehension

36. Grant Foods Inc. is a large company manufacturing ready-to-eat food products. The CEO invites the company‘s suppliers and customers for a discussion on the adoption of sustainable strategies, which do not harm the environment and are beneficial for everyone. Grant Foods aims to have collaborative communication with these stakeholders to decide on the best practices to follow. This approach toward effective communication is referred to as _____. a) Collective decoding b) Deliberative dialogue c) Constructive criticism d) Feedforward communication Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: b Difficulty: Hard Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Application

37. When choosing communication media and channels, a sustainable approach: a) Focuses on the linear transfer of knowledge from one person to the next. b) Considers the barriers to effective communication as noise, which is unwelcome. c) Favors face-to-face communication to foster collaboration. d) Emphasizes efficiency and favors impersonal media or channels.

Answer: c Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Comprehension

38. _____ is the process through which a receiver attributes meaning to a message. a) Decoding b) Filtering c) Encoding d) Composing Answer: a Level of Difficulty: Easy Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Knowledge

39. Yuan runs a company supplying fruit concentrate to various beverage-manufacturing companies around the world. He organizes a video conference with one of his major clients to negotiate terms for a new contract to be finalized. In order to ensure effective communication, Yuan should: a) Anticipate and prejudge what the other person will say. b) Assume that his message is understood as intended.

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c) Concentrate on verbal and nonverbal cues. d) Think of how to respond to the client.

Answer: c Difficulty: Hard Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Reflective thinking skills Bloom‘s: Application

40. Which of the following is a characteristic of active listening? a) Thinking of what to say next b) Providing feedback, paraphrasing, and clarifying c) Assuming the message was understood as intended d) Anticipating and prejudging what the person will say Answer: b Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Knowledge

41. Which of the following examples illustrates active listening? a) Arthur is distracted by text messages on his mobile phone during college lectures. b) Salim is always thinking about what to say next when talking with his friends. c) Anna focuses on her students‘ body language in class and provides clarifications when needed. d) Sally is always impatient and tries to anticipate what her instructor would say next during her dance classes.

Answer: c Difficulty: Hard Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Reflective thinking skills Bloom‘s: Application

42. Poor listening is characterized by: a) Concentrating on verbal and nonverbal messages. b) Assuming the message was understood as intended.

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c) Providing feedback, paraphrasing, and clarifying. d) Keeping an open mind and assimilating information.

Answer: b Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Knowledge

43. Which of the following examples depicts poor listening? a) Victor tries to clarify and paraphrase his professor‘s explanations during lectures. b) Salim is always thinking about what to say next when talking with his friends and is often distracted while talking. c) Anna focuses on her students‘ body language in class and provides clarifications when needed. d) Michelle always maintains a steady eye contact and focuses on nonverbal cues during meetings with her manager.

Answer: b Difficulty: Hard Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Reflective thinking skills Bloom‘s: Application

44. In the conventional approach to decoding, the context of organizational communication is focused on: a) Forming a group identity. b) Decoding messages at the group level. c) Achieving results and competing with others. d) Balancing and enhancing multiple forms of well-being.

Answer: c Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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45. Which of the following statements is true of the sustainable approach to decoding? a) The context of organizational communication is focused on achieving results and competing with others. b) It highlights how listening contributes to the formation of a group‘s identity. c) It is oriented toward the linear transfer of knowledge from one person to the next. d) Decoding tends to occur at the individual level.

Answer: b Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Comprehension

46. Which of the following is the goal of sustainable listening? a) Competing with others b) Linear transfer of knowledge c) Achieving mutual understanding d) Listening to acquire knowledge Answer: c Difficulty: Easy Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Comprehension

47. In the context of decoding messages, how does the sustainable approach differ from the conventional approach? a) The sustainable approach focuses on balancing and enhancing multiple forms of well-being, while the conventional approach focuses on achieving results and competing with others. b) Sustainable decoding occurs at the individual level, while conventional decoding occurs at the group level. c) Sustainable decoding emphasizes listening to acquire knowledge, while conventional decoding highlights how listening contributes to the formation of a group‘s identity. d) Sustainable listening is about filling our minds with thoughts about what to do, while conventional listening is about who we are and what we do in relationship to others.

Answer: a

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Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Analysis

48. Which of the following is true of the conventional approach to decoding messages? a) The context of organizational communication emphasizes balancing and enhancing multiple forms of well-being. b) Decoding often tends to occur at the group level. c) It is oriented toward the linear transfer of knowledge from one person to the next. d) It highlights how listening contributes to the formation of a group‘s identity.

Answer: c Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Comprehension

49. The product development team of New Rubbers Inc. aims to incorporate sustainable practices in team activities. The team manager recently sent an email regarding new customer requirements, which would need changes to be made in product designs. The team splits itself into groups of three and tries to understand and interpret the customer‘s requirements. Which of the following terms best describes the team‘s actions? a) Feedforward communication b) Filtering c) Constructive criticism d) Collective decoding Answer: d Difficulty: Hard Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Reflective thinking skills Bloom‘s: Application

50. Which of the following statements holds true for collective decoding? a) Members often disagree with decisions that are not in their self-interest. b) Members understand ideas more fully and are less likely to resist them. c) It is oriented toward the linear transfer of knowledge from one person to the next.

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d) It is limited to hearing the words and content of the message being sent.

Answer: b Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Comprehension

51. How does collective decoding benefit an organization? a) It recognizes and respects the unique knowledge that each member brings to the organization. b) It focuses on achieving results, competing with others, and listening to acquire knowledge. c) It is oriented toward the linear transfer of knowledge from one person to the next. d) It is limited to hearing the words and content of the message being sent.

Answer: a Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Comprehension

52. Which of the following is the final step of the communication process? a) Identification b) Feedback c) Decoding d) Encoding Answer: b Difficulty: Easy Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Knowledge 53. Martin acknowledges his manager‘s email by replying that he understands what is required of him. Which of the following steps in the communication process is Martin executing? a) Decoding b) Identification c) Encoding Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Feedback Answer: d Difficulty: Hard Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Reflective thinking skills Bloom‘s: Application

54. Which of the following examples illustrates the feedback step of the communication process? a) Pauline receives a puzzled look from her brother when she explains the theory of relativity to him. b) Adnan sends an email to his friend about planning a vacation during Christmas. c) Rosaline plans to send a draft of her doctoral thesis to her guide for corrections and suggestions for improvement. d) Joshua sends a birthday gift to his sister through a courier service.

Answer: a Difficulty: Hard Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Comprehension

55. Which of the following statements is true of the feedback process? a) It is based solely on the interpretation of verbal cues. b) It allows checking to ensure the original message was received as intended. c) The richness of the communication medium does not influence feedback. d) It occurs when a message is interpreted by a group of two or more people.

Answer: b Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Comprehension

56. Benjamin is the manager of the editorial team of a science magazine. During the annual performance review, he explains in a gentle but firm manner about the areas that need improvement and also offers suggestions to help the team members. Therefore, Benjamin is Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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engaged in _____. a) Collective decoding b) Deliberative dialogue c) Constructive criticism d) Feedforward communication Answer: c Difficulty: Hard Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Reflective thinking skills Bloom‘s: Application

57. Constructive criticism serves to: a) Keep decision makers blind to helpful but challenging information. b) Denounce the people who provide criticism. c) Promote the relative status of the person providing it. d) Help a person to improve by being specific and descriptive.

Answer: d Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Comprehension

58. The sustainable approach to feedback focuses on: a) Linear transfer of knowledge from one person to the next. b) A system that facilitates competition and achievement of results. c) Constructive upward discussions to enhance future communications. d) The relative status of the person providing constructive criticism.

Answer: c Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Comprehension

59. Marco is the CEO of Enrich Corp. He sends out a common message to all employees stating Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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that they can send ideas and suggestions for process improvements directly to him through email.

He also states that employees are free to highlight problems that occur during their daily activities.

As a result, employees show tremendous interest and many innovative ideas are put forth by them.

This message from Marcus that has influenced employees is referred to as _____. a) Constructive criticism b) Feedforward communication c) Collective decoding d) Facilitated communication Answer: b Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Comprehension

60. Which of the following statements is true of feedforward communication? a) It occurs when a message is interpreted by two or more people. b) It is a serious examination or judgment delivered in a way that is intended to help the receiver to improve. c) It is the combination of relationships and prior communication that influences subsequent messages. d) It lets a person know whether a message has been received as intended.

Answer: c Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Comprehension

61. Which of the following terms applies when a person holding relevant information sends it to others only when explicitly asked for it? a) Identify and reply b) Withhold and uphold c) Filtering d) Tell and sell Answer: a Difficulty: Medium Learning Objective: Explain the how a message is identified.

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Section Reference: 11.2 Step 1: Identify Your Message AACSB: Reflective thinking skills Bloom‘s: Comprehension

62. You feel that your coworker Shana is showering you with data, expecting you to sort out the important information. Which of the following tactics applies to her? a) Spray and pray b) Tell and sell c) Identify and reply d) Explore and underscore Answer: a Difficulty: Medium Learning Objective: Explain the how a message is identified.

Section Reference: 11.2 Step 1: Identify Your message AACSB: Communication Skills Bloom‘s: Analysis

63. Which of the following applies to the potential barriers that cause the message to be misunderstood and that may impede the communication at any of the four steps of the process? a) Noise b) Encoding c) Decoding d) Filtering Answer: a Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Communication Skills Bloom‘s: Analysis

64. You have noticed that your coworker Frieda is sending the message to you and others in understandable terms by using symbols and media. Which of the following terms applies to her? a) Encoding b) Decoding c) Filtering d) Spraying Answer: a

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Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Communication Skills Bloom‘s: Comprehension

65. The most important decoding skill is being an active listener. Which of the following characteristics applies to the active listener? a) Concentrating on verbal and nonverbal messages b) Anticipating what the person will say and showing impatience c) Assuming the message was understood as intended d) Thinking of what to say next even by letting your mind wander Answer: a Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Communication Skills Bloom‘s: Analysis

66. There are few differences between the conventional and sustainable approaches in receiving and decoding the message. Which of the following explains one of the differences? a) Conventional decoding tends to occur at the individual level, while sustainable decoding occurs more often at the group level. b) Sustainable decoding tends to occur at the individual level, while conventional decoding occurs more often at the group level. c) The conventional tendency to embrace diverse voices and multiple forms of well-being influences the very nature of listening. d) The sustainable approach emphasizes listening to acquire knowledge.

Answer: a Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Analysis 67. Listening is an important decoding skill for sustainable and conventional approaches.

However, there is a difference between both approaches. Which of the following applies? a) The conventional approach emphasizes listening to acquire knowledge, while sustainable decoding highlights how listening contributes to the formation of a group‘s identity. b) The sustainable approach emphasizes listening to acquire knowledge, while conventional Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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decoding highlights how listening contributes to the formation of a group‘s identity. c) Sustainable decoding tends to occur at the individual level, while conventional decoding occurs more often at the group level. d) Conventional emphasis on relationships may favor personal media or channels, while a sustainable approach generally favors impersonal communication to foster improved efficiency.

Answer: a Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Communication skills Bloom‘s: Analysis

68. Which of the following applies to the combination of relationships and prior communication that influences subsequent messages? a) Feedforward communication b) Constructive communication c) Active listening d) Feedback communication Answer: a Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message AACSB: Communication skills Bloom‘s: Analysis

69. Which of the following applies to a serious examination or judgment delivered in a way that is intended to help the receiver to improve? a) Constructive criticism b) Positive feedback c) Feedforward communication d) Deliberative dialogue Answer: a Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Analysis

70. Feedforward communication influences subsequent messages. Which of the following applies to feedforward communication? a) Feedforward communication can be positive and reinforce a virtuous cycle. b) Feedforward communication can be negative but would not perpetuate a vicious cycle. c) Feedforward communication cannot be positive because it deals with prior communication. d) Feedforward communication cannot be negative because it a combination of relationships and prior communication.

Answer: a Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message AACSB: Communication Bloom‘s: Analysis

Fill In The Blanks

71. A_____ is a specific idea or general information that a sender wants to convey to receivers.

Answer: message Difficulty: Easy Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Analytic skills Bloom‘s: Knowledge

72. _____ is putting a message in understandable terms by using symbols and media.

Answer: Encoding Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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73. _____ refers to potential barriers that may impede communication at all four steps of the communication process.

Answer: Noise Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

74. A _____ is the vehicle that carries a message from the sender to the receiver.

Answer: medium Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge 75. _____ refers to a communication medium‘s ability to resolve ambiguity.

Answer: Media richness Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

76. A _____ is the pathway along which a message travels through a medium.

Answer: channel Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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77. _____ refers to a structured, multidirectional communication that enables multiple stakeholders to learn from one another what is best for the overall community.

Answer: Deliberative dialogue Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

78. _____ occurs when a message is interpreted by a group of two or more people, with the result that each member learns more than any one member could learn alone.

Answer: Collective decoding Level of Difficulty: Easy Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Knowledge

79. _____ lets the sender know whether the message has been received as intended.

Answer: Feedback Difficulty: Easy Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Knowledge

80. _____ is the combination of relationships and prior communication that influences subsequent messages.

Answer: Feedforward communication Difficulty: Easy Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Analytic skills Bloom‘s: Knowledge

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81. A _____________________ approach to communication focuses on how messages are drafted, transmitted, and understood by others.

Answer: conventional Difficulty: Easy Learning Objective: Explain the how a message is identified.

Section Reference: 11.2 Step 1: Identify Your message AACSB: Analytic skills Bloom‘s: Knowledge

82. ______________ is positive if information is withheld that is not relevant to the other person.

Answer: Filtering Difficulty: Easy Learning Objective: Explain the how a message is identified.

Section Reference: 11.2 Step 1: Identify Your message AACSB: Analytic skills Bloom‘s: Knowledge

83. _____________ may also occur when there are personality differences or ongoing conflicts between the sender and the receiver, or when there is a history of mistrust among members of the organization.

Answer: Noise Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Bloom‘s: Knowledge

84. _________________ must work hard at finding ways to take complex ideas and present them as succinct messages.

Answer: Senders Difficulty: Easy Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge 85. The most important decoding skill is being a good ______________.

Answer: listener Difficulty: Easy Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Knowledge

86. _________________ requires the ability to block out noise and distractions.

Answer: Active listening Difficulty: Easy Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Analytic skills Bloom‘s: Knowledge

87. A _________________________ to communication also places greater emphasis on creating positive feedforward communication.

Answer: sustainable approach Difficulty: Easy Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message AACSB: Analytic skills Bloom‘s: Knowledge 88. This final step of the communication process involves the receiver using ________ to let the sender know whether the message has been received as intended.

Answer: feedback Difficulty: Easy Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message AACSB: Analytic skills Bloom‘s: Knowledge

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Short Answer Questions

89. List the different approaches to filtering communication.

Answer: The following are the five approaches to filtering communication: 1. Spray and pray.

2. Tell and sell.

3. Underscore and explore.

4. Identify and reply.

5. Withhold and uphold.

Difficulty: Medium Learning Objective: Explain how a message is identified.

Section Reference: 11.2 Step 1: Identify Your Message AACSB: Communication abilities Bloom‘s: Knowledge

90. What are the tasks senders must perform when encoding messages?

Answer: When encoding, senders must perform two tasks: 1. Identify any communication barriers they must overcome.

2. Choose the medium and channel to transmit the message.

Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Communication abilities Bloom‘s: Knowledge

91. Why is face-to-face communication considered to be the richest medium of communication?

Answer: Face-to-face communication is the richest medium because it allows participants not only to hear the content of each other‘s messages and their tone of voice, but also to see subtle body language. Face-to-face communication can take place one-on-one or within a group, where it can serve to facilitate the formation of a group identity. Because this medium also allows for instant feedback—such as a puzzled expression—it provides much more information than, say, memos.

Difficulty: Medium Learning Objective: Describe how a message is encoded and transmitted.

Section Reference: 11.3 Step 2: Encode and Transmit the Message AACSB: Communication abilities Bloom‘s: Communication Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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92. What are the benefits of collective decoding?

Answer: When collective decoding occurs, members understand ideas more fully and are less likely to resist them. If all members have their voices heard, they are more likely to accept decisions—even decisions not in their own self-interest—because they understand how the change benefits the whole. This kind of decoding involves not only hearing the words and content of the message being sent, but also a deeper relational acknowledgment of the sender as a person.

Difficulty: Medium Learning Objective: Discuss how a message is received and decoded.

Section Reference: 11.4 Step 3: Receive and Decode the Message AACSB: Communication abilities Bloom‘s: Comprehension

93. How is feedback helpful in communication?

Answer: Feedback has several benefits. First, it allows checking to ensure the original message was received as intended. Sometimes feedback is evident in the receiver‘s nonverbal behavior; a puzzled look says additional information is needed, and noncompliance may mean a request was not understood. Face-to-face communication provides immediate feedback and facilitates the process of paraphrasing messages and asking questions of clarification. In this way, feedback is similar to active listening. Second, feedback provides an opportunity for the original sender to learn something new that will help create a new and improved message.

Difficulty: Medium Learning Objective: Explain how to ensure that the receiver has understood the message.

Section Reference: 11.5 Step 4: Confirm the Message with Feedback AACSB: Communication abilities Bloom‘s: Comprehension Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 12 Shuffle: No

Multiple Choice

1. _____ refers to the set of shared assumptions, values, and experiences that influence the ways in which individuals, teams, and groups interact with one another and work toward company goals. a) Organizational structure b) Organizational hierarchy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Organizational paradigm d) Organizational culture Answer: d Difficulty: Easy Learning Objective: Identify the basic assumptions of organizational culture.

Section Reference: 12.1 Basic Assumptions AACSB: Analytic skills Bloom‘s: Knowledge

2. Empower Inc., is a software development firm that firmly believes in common unspoken assumptions along the lines of conventional lines of organizational behaviour. It allows each and every member to pursue his or her self-interests. As a conventional organization, it is more likely to: a) Solely transcend shareholder interests. b) Predominantly consider the interests of multiple stakeholders. c) Primarily focus on the financial bottom line. d) Exclusively contribute to ecological sustenance.

Answer: c Difficulty: Medium Learning Objective: Identify the basic assumptions of organizational culture.

Section Reference: 12.1 Basic Assumptions AACSB: Reflective thinking skills Bloom‘s: Application

3. With regard to basic assumptions of organizational culture, which of the following is a difference between conventional and sustainable organizations? a) Conventional organizations primarily focus on community well-being, while sustainable organizations primarily focus on the financial bottom line. b) Conventional organizations emphasize social and ecological well-being, while sustainable organizations emphasize on monetary accomplishments. c) Conventional organizations assume that organizational goals transcend individual interests, while sustainable organizations assume that everyone pursues his or her self-interests. d) Conventional organizations give precedence to shareholder interests, while sustainable organizations consider the interests of multiple stakeholders.

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Answer: d Difficulty: Medium Learning Objective: Identify the basic assumptions of organizational culture.

Section Reference: 12.1 Basic Assumptions AACSB: Analytic skills Bloom‘s: Analysis

4. Which of the following is true of the competing values framework? a) It places specific emphasis on the need for organizations to embrace predictability and shun adaptability. b) It consists of a basic framework that categorizes organizational cultures based on two core dimensions. c) It is a weak tool for understanding the shared values and assumptions that guide organizational behaviour. d) It consists of a complex mechanism that borders exclusively on the dimensions of external focus.

Answer: b Difficulty: Easy Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key values AACSB: Analytic skills Bloom‘s: Comprehension

5. Which of the following is a dimension of the competing values framework? a) Predictability versus adaptability b) Productivity versus sustenance c) Decentralization versus hierarchy d) Order versus disarray Answer: a Difficulty: Easy Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key values AACSB: Analytic skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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6. Which of the following is true of organizational cultures that value stability? a) They largely thrive on change. b) They discourage predictable meetings. c) They welcome standards and norms. d) They are against maintaining a status quo.

Answer: c Difficulty: Medium Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key values AACSB: Analytic skills Bloom‘s: Comprehension

7. An organization that is characterized by members who would not like to maintain the status quo is more likely to value: a) Rigidity. b) Adaptability. c) Stability. d) Predictability.

Answer: b Difficulty: Medium Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key values AACSB: Reflective thinking skills Bloom‘s: Comprehension

8. Which of the following is true of an organizational culture with an internal focus? a) Members are viewed as a means to meet organizational ends. b) Organizational goals take primacy over the goals of its members. c) Organizational goals are met primarily through servile members. d) Organizational goals are designed to be consistent with members‘ strengths.

Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Recognize the key values that shape organizational behaviour Section Reference: 12.2 Key values AACSB: Analytic skills Bloom‘s: Comprehension

9. Which of the following is true of a conventional approach to key values that shape an organization‘s culture? a) It places appropriate emphasis on a holistic understanding of flexibility versus predictability. b) It tends to favour a relatively narrow understanding of internal versus external factors. c) It tends to highlight the social and ecological aspects of the external environment and groupbased social aspects of its internal members. d) It avoids focusing particularly on the instrumental needs of individuals.

Answer: b Difficulty: Medium Learning Objective: Recognize the key values that shape organizational culture.

Section Reference: 12.2 Key values AACSB: Analytic skills Bloom‘s: Comprehension

10. In the light of the competing values framework, a sustainable approach tends to: a) Place appropriate emphasis on a holistic understanding of flexibility versus predictability. b) Focus especially on the instrumental needs of the external marketplace. c) Emphasize group-based social aspects of internal members of an organization. d) Favour a relatively narrow understanding of internal versus external factors.

Answer: A Difficulty: Medium Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key values AACSB: Analytic skills Bloom‘s: Comprehension

11._____ provide tangible evidence of an organization‘s values and include the organization‘s physical features and formal structure and systems.

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a) Cultural categories b) Social toolboxes c) Cultural artifacts d) Social structures Answer: c Difficulty: Easy Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Analytic skills Bloom‘s: Knowledge

12. _____ form the oral history of critical events that have shaped an organization. a) Cultural artifacts b) Shared stories c) Social rituals d) Cultural beliefs Answer: b Difficulty: Easy Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Analytic skills Bloom‘s: Knowledge

13. _____ are behavioural practices that perpetuate, reinforce, and keep alive a particular value that defines an organization. a) Relics b) Artifacts c) Perceptions d) Rituals Answer: d Difficulty: Easy Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Knowledge

14. Cultural artifacts in sustainable organizations are more likely to: a) Emphasize symbols of material and individual success. b) Have been introduced in an emergent bottom-up fashion. c) Have been developed by managers only at the top of a hierarchical structure. d) Emphasize stories about financial success exclusively.

Answer: b Difficulty: Medium Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Analytic skills Bloom‘s: Knowledge

15. According to Max Weber, which of the following tasks ensures that there is orderly deference among organizational members? a) Being aware of whom to take cues from to carry out everyday operations of the organization b) Breaking down the overall work of the organization into individual subtasks c) Placing members alongside people who have similar or complementary jobs to accomplish the overall work of the organization d) Understanding and ensuring that each member‘s subtasks contribute to the whole Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

16. Which of the following is true of conventional organizational behaviour in the context of fundamentals of organizational structure? a) It tends to focus on experimentation than standardization. b) It tends to emphasize relational competence. c) It tends to place greater emphasis on the process of organizing.

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d) It tends to focus more on the content of organizing.

Answer: d Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

17. With regard to the four fundamentals of organizational structure, sustainable organizational behaviour tends to: a) Emphasize relational competence more than rational competence. b) Focus on content of organizing rather than the process. c) Stress the need to centralize decision-making rather than dignifying community. d) Believe in standardization of organizing rather than experimentation.

Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

18. Which of the following is the conventional response to Max Weber‘s first fundamental of organization? a) Specialization b) Standardization c) Centralization d) Dignification Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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19. Which of the following best describes the process of standardization? a) It refers to the act of introducing voluntary implementation of new ways of performing tasks on a trial basis. b) It refers to the act of treating everyone with dignity and respect in community. c) It refers to designing basic work activities to ensure tasks are performed in the best way to accomplish the overall work of the organization. d) It refers to using suboptimal methods for sub tasks to improve efficiency and maximize productivity.

Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

20. Lorraine goes shopping for a pair of jeans at Vestis, a large single brand retail store that manufactures its own products. After many trials, she finds that while size 8 of a particular pair of pants fits her, a similarly sized pair of jeans of another style does not. To ensure that the products of the same size should be consistent, on which of the following fundamentals of conventional organization should Vestis Inc. focus? a) Specialization b) Sensitization c) Standardization d) Dignification Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective Thinking skills Bloom‘s: Application

21. From a conventional point of view, placing too little emphasis on standards leads to: a) Lack of freedom.

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b) Increased suffocation. c) Lack of legitimacy. d) Increased frustration.

Answer: c Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

22. Which of the following is true of optimal standardization? a) It ensures coordinated decision making. b) It focuses on improvement rather than on static adherence to standards. c) It leads to endless debate and uncertainty. d) It undermines the perceived legitimacy of an organization.

Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

23. From a conventional point of view, placing too much emphasis on standardization leads to: a) Lack of legitimacy. b) Endless debate. c) Rudderlessness. d) Lack of freedom.

Answer: d Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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24. _____ is the emphasis on an ongoing voluntary implementation of new ways of performing daily tasks on a trial basis. a) Standardization b) Experimentation c) Specialization d) Sensitization Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

25. With regard to Max Weber‘s first fundamental issue of ensuring that work activities are completed in the best way possible, sustainable organizational behaviour emphasizes on _____. a) Experimentation b) Specialization c) Standardization d) Sensitization Answer: a Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

26. From a sustainable point of view, which of the following is a typical consequence of too little experimentation? a) Organizational chaos b) Organizational rigidity c) Lack of accountability d) Lack of productivity Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

27. _____ refers to grouping standardized organizational tasks into separate jobs. a) Experimentation b) Dignification c) Standardization d) Specialization Answer: d Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

28. From a conventional perspective, specialization is optimal when: a) There is ambiguity in decision-making. b) Specific tasks of each member are clear. c) There is repetition of specific tasks. d) Specific tasks are underperformed.

Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

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29. From a conventional perspective, which of the following is a typical consequence of too little emphasis on specialization? a) Increased repetition of tasks b) Low turnover c) Underperformance d) Goal displacement Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

30. Flybolt, a leading manufacturer in the automobile industry, introduces an assembly-line production process. The process involves workers performing specific designated tasks to build subcomponents of the product rather than the complete product. With time, workers get so focused exclusively on their tasks that they lose sight of the big picture. This is a typical example of: a) Excessive specialization. b) Lack of experimentation. c) Excessive standardization. d) Lack of sensitization.

Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective Thinking skills Bloom‘s: Application

31. Which of the following typically results in a form of goal displacement? a) Excessive experimentation b) Lack of standardization c) Excessive specialization d) Lack of dignification Answer: c Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Application

32. Which of the following is the sustainable response to Max Weber‘s second fundamental of organization that seeks to ensure that an organization‘s members‘ subtasks contribute to the whole? a) Departmentalization b) Specialization c) Experimentation d) Sensitization Answer: d Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Application

33. Which of the following is true of the sustainable emphasis on sensitization? a) It tends to value the individual skills of particular team members to increase efficiency. b) It tends to focus on the specific tasks that need to be performed at a departmental level of analysis. c) It tends to be at the level of the individual jobholder with regard to specific tasks that need to be performed. d) It tends to lead to ambiguity in decision-making and a lack of accountability.

Answer: b Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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34. Which of the following is a consequence of sustainable sensitization? a) Complementary skills of a team as a unit are completely undermined. b) Individual skills of particular team members are overestimated. c) Job descriptions are focused on the interrelationships among members. d) Job designs are focused on the specific tasks of each team member.

Answer: c Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

35. _____ involves having the decision-making authority of an organization rest with the top of its hierarchy. a) Delegation b) Centralization c) Sensitization d) Dignification Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

36. According to Max Weber, the third conventional fundamental of organizing from the conventional perspective is _____. a) Centralization b) Specialization c) Sensitization d) Experimentation Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

37. A(n) _____ refers to a typical pictorial representation of the formal authority relationships within a company‘s structure. a) Relational competence chart b) Organization chart c) Relationship matrix d) Information silo Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

38. _____ is the process of giving authority to a person or group to make decisions in a specified sphere of activity. a) Span of control b) Dignification c) Standardization d) Delegation Answer: d Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

39. Which of the following is true of a highly centralized organization?

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a) Members lack the larger perspective needed to ensure that their decisions are coordinated as a whole. b) Each member of the organization has the right to make decisions on the spot. c) The authority to make decisions rests with members at the top of the organization‘s hierarchy. d) More authority is delegated to other members by top managers.

Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

40. In the context of centralization, _____ describes the number of members over whom a given manager has authority. a) Span of control b) Escalation of commitment c) Mutual delegation d) Shared competency Answer: a Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Analysis

41. Which of the following is a disadvantage of highly decentralized organizations? a) They tend to become dictatorships from which members will try to exit as quickly as they are able to. b) They tend to be characterized by unstimulating environments leading to increased employee turnover. c) They tend to be characterized by slow decision-making processes d) They tend to be characterized by limited upward connectedness.

Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

42. An optimal level of centralization in an organization: a) Curtails time for top management to develop overarching plans and strategies. b) Prevents lower-level managers and frontline workers from handling routine, everyday matters. c) Leads to vertically balanced decision making at the various levels in the hierarchy. d) Provides for increased employee turnover and thereby maximizes productivity.

Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

43. With regard to Max Weber‘s third conventional fundamental of organizing, which of the following is a true of the sustainable perspective? a) It is more concerned about how much authority each member should have. b) It believes in effective distribution of dignity over authority. c) It believes that authority is an abundant resource that must be parceled out generously. d) It believes that dignity is a limited resource that must be parceled out sparingly.

Answer: b Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

44. Which of the following is the term that best describes the application of interactional justice to organizing?

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a) Dignification b) Centralization c) Specialization d) Participation Answer: a Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

45. Which of the following is true of an optimal emphasis on sustainable dignification? a) It increases counterproductive behaviour among organizational members. b) It leads to a limited form of downward vertical balance among organizational members. c) It enhances decision making at an appropriate level in an organization. d) It prevents connectedness between and across organizational levels.

Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

46. Research suggests that members treat one another with more dignity and respect when: a) Organizations lack centralized structures to monitor behaviour. b) Lower-level members feel overwhelmed by responsibility. c) Top managers develop overarching plans and strategies with their authority. d) Organizations have a limited form of downward connectedness.

Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

47. _____ refers to grouping members and resources together to achieve the work of the larger organization. a) Devolution b) Departmentalization c) Delegation d) Decentralization Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

48. Which of the following dimensions of departmentalization focuses on internal efficiency and external adaptiveness? a) Balance b) Membership c) Focus d) Inclusiveness Answer: c Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

49. _____ departmentalization occurs when members are placed into the same department based on having similar technical skills and using similar resources to perform their tasks. a) Hybrid b) Divisional c) Matrix d) Functional Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: d Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

50. Cardeck, an automobile manufacturing firm, is characterized by an organizational structure that has designated departments and sub departments to handle different operations. The production unit has employees with similar technical skills and expertise to deal with product development, while the marketing department exclusively handles promotional sales activities. This is an example of _____ departmentalization. a) Hybrid b) Functional c) Matrix d) Divisional Answer: b Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective Thinking skills Bloom‘s: Application

51. Simone Inc. is a cosmetic manufacturing company that has operations in both North America and Asia Pacific. The cultural differences between North America and Asia have led to the upper management organizing the company based on geographic locations rather than specializations.

Which of the following types of departmentalization has Simone Inc. adopted? a) Divisional type b) Matrix type c) Functional type d) Hybrid type Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective Thinking skills Bloom‘s: Application

52. G&K is a computer manufacturing center that has a product-based organizational structure. Its teams are broadly categorized into laptop services, desktop services, and handheld services according to the specific kind of products each of it deals with. Further, it is segregated based on geographic segmentation. This is a typical example of _____ departmentalization. a) Functional b) Matrix c) Divisional d) Hybrid Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective Thinking skills Bloom‘s: Application

53. Which of the following is true of the functional approach to departmentalization? a) It enables an organization‘s customers to gain a decision-making authority. b) It leads to a lack of accountability among every functional area relative the organization. c) It offers economies of scale with increased volume and low organizational costs. d) It prevents opportunities for in-depth skill development in each area of specialization.

Answer: c Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Comprehension

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54. YKJ Corp., a large Japanese electronics manufacturer, has decided to reorganize its departments. Presently, the company is organized into marketing, research and development, and production departments. It has decided to make the departments product specific and organize employees into the video gaming, personal computing, and consumer products departments.

Which approach to departmentalization is YKJ currently using and to which approach is it changing? a) YKJ is currently using the functional approach to departmentalization and is shifting to the divisional approach. b) YKJ is currently using the divisional approach to departmentalization and is shifting to the functional approach. c) YKJ is currently using the functional approach to departmentalization and is shifting to the matrix approach. d) YKJ is currently using the divisional approach to departmentalization and is shifting to the hybrid approach.

Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective thinking skills Bloom‘s: Analysis

55. Which of the following is an advantage of the divisional approach to departmentalization? a) It tends to promote accountability. b) It tends to offer opportunities for in-depth skill development. c) It offers economies of scale. d) It leads to increases in volume with lower organizational costs.

Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

56. _____ departmentalization occurs when an organization uses both functional and divisional structures.

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a) Diffused b) Hybrid c) Ambivalent d) Mixed Answer: b Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

57. Which of the following dimensions of departmentalization deals with whether employees are permanently or temporarily assigned to departments? a) Balance b) Inclusiveness c) Focus d) Membership Answer: d Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

58. ______ is the practice of using contracts to transfer some of an organization‘s recurring internal activities and decision-making rights to outsiders better equipped to utilize the latest technologies and reduce costs. a) Downsizing b) Repatriation c) Outsourcing d) Expatriation Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: c Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

59. Which of the following is the sustainable counterpart of the conventional fundamental of departmentalization? a) Delegation b) Specialization c) Devolution d) Participation Answer: d Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

60. _____ refers to a sustainable approach to organizational behaviour that places emphasis on mutual discernment and gives stakeholders a voice in how an organization is managed and how jobs are performed. a) Participation b) Specialization c) Delegation d) Standardization Answer: a Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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61. Diego, a coworker, stated to you that he is very familiar with the formal arrangements and linkages among members and groups that specify work activities and subtasks and that allow them to be completed. Which of the following summarizes his knowledge? a) Organizational structure b) Organizational culture c) Organizational elements d) Organizational fundamentals Answer: a Difficulty: Medium Learning Objective: Identify the basic assumptions of organizational culture Section Reference: 12.1 Basic Assumptions AACSB:Analytic Skills Bloom‘s: Analysis

62. Which of the following are considered to be some of the basic assumptions of organizational culture? a) Beliefs, feelings, and thoughts that inform member‘s value and actions b) Set of shared values and experiences that influence the way individuals behave c) Behavioral practices that reinforce and keep particular values alive d) Family, educational, organizational, and professional values Answer: a Difficulty: Medium Learning Objective: Identify the basic assumptions of organizational culture Section Reference: 12.1 Basic Assumptions AACSB: Analytic Skills Bloom‘s: Comprehension

63. Which of the following applies to a useful tool for helping to understand the shared values and assumptions that guide organizational behaviour? a) Competing values framework b) Organizational culture elements c) Suboptimal standardization d) Organizational structure values Answer: a Difficulty: Medium Learning Objective: Recognize the key values that shape organizational culture.

Section Reference: 12.2 Key Values Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Analysis

64. As a new accountant, your supervisor told you that the format of the budget statement is the same this year as it has been for the past 10 years. Based on his statement, which of the following describes the organizational culture? a) Predictable b) Adaptable c) Flexible d) Instable Answer: a Level of Difficulty: Medium Learning Objective: Recognize the key values that shape organizational culture.

Section Reference : 12.2 Key Values AACSB: Communication Bloom‘s: Analysis

65. Which of the following describes some of an organization‘s cultural artifacts? a) Plaques devoted to past accomplishments or symbols of future aspiration b) Beliefs, feelings, and thoughts that inform members‘ value and actions c) Set of shared values and experiences that influence the way individuals behave d) Behavioural practices that reinforce and keep particular values alive Answer: a Difficulty: Medium Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Analytic skills Bloom‘s: Analysis 66. Which of the following applies to ensuring that work activities are completed in the best way, that each member‘s subtasks contribute to the whole, that orderly deference among members is followed, and that members work together harmoniously? a) Fundamentals of organizational structure b) Fundamentals of organizational culture c) Fundamentals of organizational artifacts d) Fundamentals of organizational framework Answer: a Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective Thinking Skills Bloom‘s: Analysis

67. Knowing how an organization deals with fundamental structural issues provides insight into its culture. Which of the following explains a difference between conventional and sustainable culture? a) Conventional OB focuses more on the content of organization, while sustainable OB tends to place greater emphasis on the process. b) Sustainable OB focuses more on the content of organization, while conventional OB tends to place greater emphasis on the process. c) Conventional OB emphasizes relational competence, whereas sustainable OB emphasizes rational competence. d) There is not a difference between conventional OB and sustainable OB with respect to competence.

Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Reflective thinking skills Bloom‘s: Analysis

68. Which of the following applies to the emphasis on searching for and being receptive to better ways of doing things to take advantage of existing opportunities or adding existing needs? a) Sensitization from a sustainable OB point of view b) Sensitization from a conventional OB point of view c) Specialization from a sustainable OB point of view d) Specialization from a conventional OB point of view Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Analysis

69. Which of the following applies to having the decision-making authority rest with managers at the top of an organization‘s hierarchy? a) Centralization from a conventional perspective Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Centralization from a sustainable perspective c) Delegation form a conventional perspective d) Delegation form a sustainable perspective Answer: a Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Analysis

70. Sustainable artifacts of organizational culture may be subtle at times, but at other times they are very pronounced. Which of the following describes cultural artifacts in sustainable organizations? a) Cultural artifacts in sustainable organizations are more likely to have been developed by organizational members from a variety of hierarchical levels. b) Cultural artifacts in sustainable organizations are more likely to have been developed by top managers and introduced in a deliberate top-down fashion. c) Cultural artifacts in sustainable organizations are more likely to emphasize materialistic symbols like a corner office reserved for top executives. d) Cultural artifacts in sustainable organizations are more likely to emphasize individual success like a plaque that memorizes top-producing salesperson.

Answer: a Difficulty: Medium Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Reflective Thinking Skills Bloom‘s: Analysis

Fill In The Blanks

71. Basic assumptions and values of an organization‘s culture, as opposed to cultural artifacts, are its _____.

Answer: informal elements Difficulty: Easy Learning Objective: Identify the basic assumptions of organizational culture.

Section Reference: 12.1 Basic Assumptions Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Knowledge

72. An organizational culture that views its members as a means to meet organizational ends is characterized by a(n) _____ Answer: external focus Difficulty: Easy Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key Values AACSB: Analytic skills Bloom‘s: Knowledge

73. _____ refers to the process of developing uniform practices for organizational members to follow in doing their jobs.

Answer: Standardization Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

74. _____ refers to the process of taking standardized organizational tasks and allocating them to separate jobs.

Answer: Job specialization Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

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75. _____ occurs when people get so focused on specific subgoals that they lose sight of more important overarching goals.

Answer: Goal displacement Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

76. From a sustainable organizational behavioural point of view, _____ ensures that each member‘s subtasks contribute to the whole.

Answer: sensitization Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

77. _____ refers to the formal power given to specific members to arrange resources, assign tasks, and direct the activities of other members to achieve organizational goals.

Answer: Authority Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

78. A(n) _____ occurs when an organization enters fairly stable and complex relationships with a variety of other organizations that provide essential services.

Answer: network structure Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

79. A(n) _____ is one whose members come and go based on organizational requirements and who are networked together through technology that enables them to synchronize their activities.

Answer: virtual organization Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

80. _____ is a process in which people deliberately learn from one another as they jointly address an issue.

Answer: Mutual discernment Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

81. The ____________ of an organization is important in that it can attract, motivate, and help to retain organizational members.

Answer: culture Difficulty: Easy Learning Objective: Identify the basic assumptions of organizational culture Section Reference: 12.1 Basic Assumptions AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

82. There are many aspects of an organization‘s _______________ you won‘t find written down or described in detail in the company policy manual or annual report.

Answer: culture Difficulty: Easy Learning Objective: Identify the basic assumptions of organizational culture Section Reference: 12.1 Basic Assumptions AACSB: Analytic skills Bloom‘s: Knowledge

83. Some organizations have organizational cultures have an _________ focus, in which the organization is a means to meet employees‘ ends.

Answer: internal Difficulty: Easy Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key Values AACSB: Analytic skills Bloom‘s: Knowledge

84. In most organizations, the culture is not as easily described by a formal set of ________.

Answer: values Difficulty: Easy Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key Values AACSB: Analytic skills Bloom‘s: Knowledge

85. ______________ are well-known narrative accounts that form the oral history of critical events that have shaped an organization.

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Answer: Shared stories Level of Difficulty: Easy Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Analytic skills Bloom‘s: Knowledge

86. May also be as simple as the way people address members in conversations; the use of formal titles communicates differences in status and importance, while the use of first names communicates a sense of equality.

Answer: Rituals Difficulty: Easy Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Analytic skills Bloom‘s: Knowledge

87. Too little ____________________ may result in organizational rigidity, making people feel stifled and complacent, and a failure to take advantage of the most up-to-date knowledge of members can perpetuate systemic shortcomings and injustices.

Answer: experimentation Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

88. __________________ can be narrow (which means the tasks a member performs are fairly limited and focused) or broad (which means each member performs a wide range of tasks).

Answer: Job specialization Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

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Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

89. From a sustainable OB point of view, _______________ ensures that each member‘s sub-tasks contribute to the whole.

Answer: sensitization Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

90. ________________ refers to the formal power given to specific members—usually managers—to arrange resources, assign tasks, and direct the activities of other members so as to achieve organizational goals.

Answer: Authority Difficulty: Easy Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Analytic skills Bloom‘s: Knowledge

Short Answer Questions

91. Describe the competing values framework along the dimensions of external focus versus internal focus.

Answer: According to the competing values framework, organizational cultures are categorized along the dimensions of external and internal focus and the relative emphasis they place on each of these values. Some organizational cultures have an external focus where members are viewed as a means to meet organizational ends. In such cultures, the organization‘s goals take primacy over the goals of its members, and members are seen as servants to meet organizational goals. In contrast, Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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other organizational the cultures have an internal focus, in which the organization is a means to meet employees‘ ends. Members are encouraged to express themselves, and organizational goals are designed to be consistent with members‘ goals, strengths, and aspirations.

Difficulty: Medium Learning Objective: Recognize the key values that shape organizational behaviour.

Section Reference: 12.2 Key Values AACSB: Communication skills Bloom‘s: Comprehension

92. Explain the differences between conventional and sustainable artifacts of organizational culture.

Answer: The difference between conventional and sustainable artifacts of organizational culture may be subtle at times, but other times they are very pronounced. A conventional culture may emphasize symbols of material and individual success like a corner office reserved for top executives, plaques that memorialize top-producing salespeople, and stories about financial achievements. Cultural artifacts in conventional organizations are also more likely to have been developed by top managers and introduced in a deliberate top-down fashion. A sustainable culture may emphasize symbols of community and other forms of success by means of collaborative office spaces, plaques indicating support provided to local nonprofit organizations, and stories of exceptional service to customers or the community. Cultural artifacts in sustainable organizations are more likely to have been developed by organizational members from a variety of hierarchical levels and have been introduced in an emergent bottom-up fashion.

Difficulty: Medium Learning Objective: Discuss cultural artifacts and how they shape an organization‘s culture.

Section Reference: 12.3 Cultural Artifacts AACSB: Communication skills Bloom‘s: Comprehension

93. Identify and explain the four fundamental issues that pertain to the formal aspect of organizing in the context of organizational structures.

Answer: An organization‘s structure is a particularly important artifact of organizational culture, and indeed it can shape the experiences and values of its members. According to Max Weber, the formal aspect of organizing includes managing four fundamental issues. They are:

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1. Ensuring that work activities are completed in the best way. This means breaking down the overall work of the organization into individual subtasks and identifying the best way to perform each.

2. Ensuring that each member‘s subtasks contribute to the whole. Each member should understand which specific organizational subtasks he or she is responsible for performing.

3. Ensuring orderly deference among organizational members. Members should know from whom to take their cues in the everyday operation of the organization.

4. Ensuring that members work together harmoniously. This can include placing members alongside people who have similar or complementary jobs to accomplish the overall work of the organization.

Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Communication skills Bloom‘s: Comprehension

94. Compare and contrast the conventional idea of specialization versus its sustainable counterpart of sensitization.

Answer: Specialization refers to grouping standardized organizational tasks into separate jobs, while sensitization lays emphasis on searching for and being receptive to better ways of doing things in order to take advantage of existing opportunities or address existing needs. From a sustainable point of view, sensitization ensures that each member‘s subtasks contribute to the whole. Whereas the conventional emphasis on specialization tends to be at the level of the individual jobholder, the sustainable emphasis tends to focus on the specific tasks that need to be performed at a group, team, or departmental level of analysis. As a consequence, job descriptions and designs focus on the interrelationships among members, rather than on the specific tasks of each member. The sustainable approach values the complementary skills of a team as a unit more than the individual skills of particular team members.

Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Communication skills Bloom‘s: Comprehension

95. Briefly describe the viewpoint of a sustainable approach to departmentalization.

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Answer: A sustainable approach recognizes the merits of departmentalization and of bundling tasks and assigning them to identifiable organizational units. Nevertheless, sustainable managers have a lighter hand, giving more freedom to members to collectively decide how specific tasks should be carried out. A sustainable approach emphasizes wide-ranging participation. With regard to the focus of departments, the sustainable approach generally leans toward a divisional rather than a functional structure. With regard to membership, a sustainable approach is more likely to invite external stakeholders to participate in decision making. Inviting, listening to, and responding to a variety of stakeholders allow members to be sensitized to new opportunities. In addition, it enhances goodwill when the inevitable mistakes are made.

Difficulty: Medium Learning Objective: Identify the four fundamentals of organizational structure.

Section Reference: 12.4 Organizational Structure AACSB: Communication skills Bloom‘s: Comprehension

Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 13 Shuffle: No

Multiple Choice

1. According to Edgar Schein, organizational culture is created by _____. a) Economists b) Leaders c) Employees d) Customers Answer: b Difficulty: Easy Learning Objective: Discuss how organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic skills Bloom‘s: Knowledge

2. An organization is said to have a strong culture when: Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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a) There are high levels of information collection from organizational members. b) There are higher levels of monitoring of activities by the organizations leaders. c) There are high levels of consistency among the values held by organizational members. d) There are higher levels of experimentation in the activities of the organization.

Answer: c Difficulty: Medium Learning Objective: Discuss how organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic skills Bloom‘s: Knowledge

3. An organization culture can be strengthened via: a) Differentiation. b) Socialization. c) Monopolization. d) Attrition.

Answer: b Difficulty: Medium Learning Objective: Discuss how organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic skills Bloom‘s: Knowledge

4. Which of the following is true of the attraction-selection-attrition framework? a) It sheds light on how organizational cultures can contribute to economic stability. b) It sheds light on how organizational cultures can contribute to a sense of uniformity. c) It sheds light on how organizational cultures can contribute to market penetration. d) It sheds light on how organizational cultures can contribute to production stability.

Answer: b Difficulty: Medium Learning Objective: Discuss how organizational culture is created.

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Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic skills Bloom‘s: Comprehension

5. Which of the following best describes a conventional clan culture organization? a) It is any organization that acts like an extended family favouring teamwork, loyalty, commitment, and cohesion. b) It is any organization that is held together by internal processes, formal procedures, policies, and rules. c) It is any organization that has open systems that value risk-taking, innovating, and staying on the cutting edge of the market. d) It is any organization that is dynamic in nature, similar to entrepreneurial set ups.

Answer: a Level of Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Bloom‘s: Comprehension

6. Which of the following is true of clan culture? a) It is secretive and results-oriented. b) It is a rule-based bureaucracy. c) It is participative and comfortable. d) It is monopolistic and controlling.

Answer: c Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Bloom‘s: Comprehension

7. What are the terms on which a clan culture defines its success?

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a) Efficiency, cost of production, and dependable delivery b) Market penetration and market share c) Having the newest product and technology and being a product leader d) Teamwork, human resource development, and concern for people Answer: d Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Bloom‘s: Knowledge

8. John, the founder of Belgrade Corp., ensures that his employees are comfortable and are happy to come to work. He makes himself available to his employees no matter how busy he may be, and he often offers advice to employees who slack in their work. John states that his organization is successful because every individual and department works together as a team. Which of the following organizational cultures does Belgrade Corp. possess? a) A clan culture b) A market culture c) An adhocracy culture d) An inward-facing culture Answer: a Difficulty: Hard Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Reflective thinking skills Bloom‘s: Application

9. Which of the following is true of a sustainable clan culture? a) It places less emphasis on top-down organizational goals originating from leaders. b) It focuses on benefitting the community by means of finance. c) It promotes autocracy and centralization of organizational goals. d) It focuses on increasing profits and reducing the turnover costs of the organization.

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Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Bloom‘s: Comprehension

10. A difference between a conventional clan culture and a sustainable clan culture is that: a) A sustainable clan culture involves improving methods to increase profits, whereas a conventional clan culture involves benefitting the community by non-finance terms. b) A sustainable clan culture involves benefitting the community by non-finance terms, whereas a conventional clan culture involves improving methods to increase profits. c) A conventional clan culture promotes collaboratively chosen goals, whereas a sustainable clan culture has autocratic methods of choosing goals. d) A conventional clan culture promotes collaboratively chosen goals, whereas a sustainable clan culture has more autocratic methods of choosing goals.

Answer: b Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Bloom‘s: Analysis

11. Chris, the manager of Quad Corp., has been with the organization for more years than any other employee. He has been consistent in his service to the organization and has played a major part in the success of the organization. He monitors his subordinates closely, looking for inconsistencies and inefficiency. Quad Corp. makes a small profit, which is a result of its cost cutting to maintain a lower cost of production and avoidance of risk. Which of the following organizational cultures does Quad Corp. follow? a) A clan culture b) A market culture c) A hierarchy culture d) An adhocracy culture Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: c Difficulty: Hard Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Reflective thinking skills Bloom‘s: Application

12. Which of the following is true of hierarchy organization cultures? a) They are rule-based bureaucracies. b) They are much like an extended family. c) They are based on self-managed systems. d) They are based on informal procedures.

Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Bloom‘s: Comprehension

13. Which of the following terms are the bases on which hierarchy organization cultures define their success? a) Market penetration and market share b) Efficiency, low-cost production, and dependable delivery c) Teamwork, human resource development, and concern for people d) Having the newest product and technology and being a product leader Answer: b Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Comprehension

14. Which of the following is a difference between a conventional hierarchy culture and a sustainable hierarchy culture? a) A conventional hierarchy culture focuses on a 360-degree feedback, whereas a sustainable hierarchy culture focuses on monitoring employees. b) A conventional hierarch culture is more like an extended family, whereas a sustainable hierarchy culture is more autocratic. c) A conventional hierarchy culture focuses on monitoring employees, whereas a sustainable hierarchy culture focuses on a 360-degree feedback. d) A conventional hierarchy culture is more like an extended family, whereas a sustainable hierarchy culture is more autocratic.

Answer: c Level of Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic skills Bloom‘s: Analysis

15. Which of the following best describes an adhocracy culture? a) It is an organizational culture that treats members like an extended family and values developing human resources, loyalty, commitment, participation, and teamwork to meet organizational goals. b) It is an organizational culture that is goal-focused and results-oriented; it emphasizes productivity as well as the organization‘s position in the marketplace, while avoiding risk-taking. c) It is an organizational culture that has a rule-based bureaucracy that values efficiency, low-cost production, predictability, low turnover, and formal procedures. d) It is an organizational culture that promotes entrepreneurial open systems that value innovation, risk-taking, bringing new products and services to the market, and staying on the cutting edge of the market.

Answer: d Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic Skills Bloom‘s: Comprehension

16. Which of the following terms are the bases on which an adhocracy culture defines its success? a) Teamwork, human resource development, and concern for people b) Having the newest product and technology and being a product leader c) Market penetration and market share d) Efficiency, low-cost production, and dependable delivery Answer: b Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Comprehension

17. Harry, the CEO of Crescent Corp., expects the organization to be nothing less than the best in the industry. The organization is currently in the beginning stages of an innovation that is the first of its kind. Despite the risk involved, Harry pushes forward and states that there is no success without risk, and his attitude serves as a motivational factor to the workers. Which of the following organizational cultures does Crescent Corp. follow? a) An inward-facing culture b) An adhocracy culture c) A mechanistic culture d) A clan culture Answer: b Difficulty: Hard Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Reflective thinking Skills Bloom‘s: Application

18. Which of the following is true of a conventional adhocracy culture?

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a) It emphasizes instrumental organizational goals that enhance competitiveness. b) It emphasizes innovations that enhance ecological well-being. c) It emphasizes community benefits and treating people with dignity. d) It emphasizes seeking new opportunities to enhance stakeholders‘ well-being.

Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Comprehension

19. Which of the following is a difference between a conventional adhocracy culture and a sustainable adhocracy culture? a) A conventional adhocracy culture emphasizes community well-being, whereas a sustainable adhocracy culture emphasizes profit maximization. b) A conventional adhocracy culture emphasizes community well-being, whereas a sustainable adhocracy culture emphasizes instrumental organizational goals to enhance competitiveness. c) A conventional adhocracy culture emphasizes profit maximization, whereas a sustainable adhocracy culture emphasizes community well-being. d) A conventional adhocracy culture emphasizes instrumental organizational goals to enhance competitiveness, whereas a sustainable adhocracy culture emphasizes profit maximization.

Answer: c Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skill Bloom‘s: Analysis

20. Organizations that adopt a market culture can be best described as: a) Entrepreneurial open systems that value innovation, risk-taking, bringing new products and services to the market, and staying on the cutting edge of the market. b) Goal-focused and result-oriented cultures that emphasize productivity as well as the organization‘s position in the market place.

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c) Rule-based bureaucracies that value efficiency, low-cost production, predictability, low turnover, and formal procedures. d) Extended families that value developing human resources, loyalty, commitment, participation, and teamwork to meet organizational goals.

Answer: b Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Comprehension

21. Ron, the CEO of Tristin Corp., has built the company from scratch. It now produces ten times as much as its competitors and is a market leader in the industry. With demand meeting supply and holding a high market share, Ron states that the organization is extremely successful with its high annual turnover. Tristin Corp. is an example of a(n) _____ culture. a) Clan b) Hierarchy c) Market d) Adhocracy Answer: c Difficulty: Hard Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Reflective thinking Skills Bloom‘s: Application

22. Which of the following is true of sustainable market culture? a) It values winning at all costs. b) It values friendly competition. c) It favours a more contemporary commodity market. d) It places lesser value on innovation.

Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Comprehension

23. In terms of job satisfaction, a clan culture‘s members primarily favour: a) Systems that ensure interpersonal fairness. b) Systems that ensure organic fairness. c) Systems that ensure distributive fairness. d) Systems that ensure procedural fairness.

Answer: a Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Comprehension

24. In terms of job satisfaction, a market culture‘s members primarily favour: a) Systems that ensure procedural fairness. b) Systems that ensure interpersonal fairness. c) Systems that ensure distributive fairness. d) Systems that ensure organic fairness.

Answer: c Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Comprehension

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25. In terms of job satisfaction, a hierarchy culture‘s members primarily favour: a) Systems that ensure organic fairness. b) Systems that ensure distributive fairness. c) Systems that ensure interpersonal fairness. d) Systems that ensure procedural fairness.

Answer: d Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Comprehension

26. A difference between a hierarchy culture and a market culture is that: a) a hierarchy culture‘s members favour systems that ensure procedural fairness, whereas a market culture‘s members favour systems that ensure distributive fairness. b) a hierarchy culture‘s members favour systems that ensure distributive fairness, whereas a market culture‘s members favour systems that ensure procedural fairness. c) a hierarchy culture‘s members favour systems that ensure interpersonal fairness, whereas a market culture‘s members favour systems that ensure distributive fairness. d) a hierarchy culture‘s members favour systems that ensure distributive fairness, whereas a market culture‘s members favour systems that ensure interpersonal fairness.

Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Analysis

27. Which of the following is a difference between a market culture and a clan culture? a) A market culture‘s members favour systems that ensure interpersonal fairness, whereas a clan culture‘s members favour systems that ensure distributive fairness. b) A market culture‘s members favour systems that ensure distributive fairness, whereas a clan culture‘s members favour systems that ensure procedural fairness.

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c) A market culture‘s members favour systems that ensure procedural fairness, whereas a clan culture‘s members favour systems that ensure distributive fairness. d) A market culture‘s members favour systems that ensure distributive fairness, whereas a clan culture‘s members favour systems that ensure interpersonal fairness.

Answer: d Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Analysis

28. A mechanistic structure is an organizational structure that: a) Is characterized by relatively high levels of standardization, specialization, and centralization, and by a functional departmentalization. b) Is characterized by relatively low levels of standardization, specialization, and centralization, and by a divisional departmentalization. c) Emphasizes experimentation, sensitization, dignification, and participation among an organization‘s internal stakeholders and operations. d) Emphasizes experimentation, sensitization, dignification, and participation among an organization‘s external stakeholders and operations.

Answer: a Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

29. Which of the following is a difference between a mechanistic organizational structure and an organic organizational structure? a) A mechanistic structure is decentralized, whereas an organic structure is highly centralized. b) A mechanistic structure follows functional departmentalization, whereas an organic structure follows divisional departmentalization.

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c) A mechanistic structure places low emphasis on standardization, whereas an organic structure places high emphasis on standardization. d) A mechanistic structure follows divisional departmentalization, whereas an organic structure follows functional departmentalization.

Answer: b Difficulty: Medium Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Analysis

30. Which of the following is a characteristic of a mechanistic organization structure? a) Broad specialization b) Relatively high centralization c) Relatively low levels of standardization d) Divisional departmentalization Answer: b Difficulty: Medium Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

31. Which of the following is a characteristic of an organic organization structure? a) High centralization b) Narrow specialization c) Functional departmentalization d) Low standardization Answer: d Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

32. The CEO of Grey Inc. makes sure that the organization‘s investors receive their dividends correctly and are well informed about the organization‘s financial position. He accepts suggestions from the investors and, in several cases, has incorporated them into the organization‘s systems.

Grey Inc. is an example of an organization with a(n) _____ structure. a) Inward-facing b) Outward-mechanistic c) Outward-facing d) Differentiation Answer: c Difficulty: Hard Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Reflective thinking Skills Bloom‘s: Application

33. A(n) _____ is an organization structure that emphasizes experimentation, sensitization, dignification, and participation among an organization‘s internal stakeholders and operations. a) Inward-mechanistic structure b) Outward-facing structure c) Contingent structure d) Inward-facing structure Answer: d Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

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34. A(n) _____ is an organizational structure that emphasizes experimentation, sensitization, dignification, and participation among an organization‘s external stakeholders and operations. a) Inward-facing structure b) Outward-facing structure c) External-mechanistic structure d) Inward-sustained structure Answer: b Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

35. The Regal Hotel invites its largest shareholders to a monthly meeting in which it briefs them on what is being done in the hotel and receives suggestions and insights from them on its systems and processes. The shareholders are invited to an elaborate dinner and the best service from the friendly staff. Which of the following organization structures is apparent in the Regal Hotel? a) An inward-facing structure b) An inward-mechanistic structure c) An outward-facing structure d) An outward-mechanistic structure Answer: c Difficulty: Hard Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Reflective thinking Skills Bloom‘s: Application

36. A routine technology may be characterized by: a) Low analyzability and low variety. b) High analyzability and low variety.

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c) Low analyzability and high variety. d) High analyzability and high variety.

Answer: b Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Comprehension

37. A(n) _____ technology creates work with low analyzability and high variety. a) Engineering b) Routine c) Non-routine d) Craft Answer: c Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

38. A(n) _____ technology has low analyzability and low variety. a) Craft b) Engineering c) Routine d) Non-routine Answer: a Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

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AACSB: Analytic Skills Bloom‘s: Knowledge

39. Which of the following is true of a routine technology? a) It is related to an outward orientation and a market culture. b) It is related to an outward orientation and an adhocracy culture. c) It is related to an inward orientation and a hierarchical culture. d) It is related to an inward orientation and a clan culture.

Answer: c Difficulty: Medium Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

40. Which of the following is true of an engineering technology? a) It is related to an inward orientation and a clan culture. b) It is related to an inward orientation and a hierarchical culture. c) It is related to an outward orientation and an adhocracy culture. d) It is related to an outward orientation and a market culture.

Answer: d Difficulty: Medium Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

41. Which of the following is true of a non-routine technology? a) It is related to an inward orientation and a hierarchical culture. b) It is related to an outward orientation and a market culture. c) It is related to an inward orientation and a clan culture. d) It is related to an outward orientation and an adhocracy culture.

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Answer: d Difficulty: Medium Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

42. A _____ strategy refers to increasing profit margins by keeping financial costs lower than those of competitors, while still maintaining price and quality at roughly the same level as competitors. a) Cost leadership b) Focus c) Cost differentiation d) Routine Answer: a Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

43. Largo Inc. is one of the market leaders in the food industry. It ensures that everything it does in the production process is geared toward keeping production costs low. A price cut is then passed on to its customers. Despite its cost control drive, Largo Inc. still makes products that are on par with industry standards. The organization strategy that Largo Inc. has adopted is referred to as a _____ strategy. a) Cost leadership b) Differentiation c) Minimizer d) Transformer Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Hard Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Reflective thinking Skills Bloom‘s: Application

44. Organizations that adopt a differentiation strategy: a) Increase profit margins by keeping financial costs lower than those of competitors, while still maintaining price and quality at roughly the same level as competitors. b) Offer unique products or services for which buyers are willing to pay a premium price. c) Choose a small niche in the overall market and concentrate only on that niche market. d) Offer products and services to buyers at a discounted price in a quest to obtain buyers.

Answer: b Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Comprehension

45. A _____ strategy provides desired goods and services by redeeming previously discarded or underappreciated resources. a) Minimizer b) Transformer c) Differentiation d) Cost leadership Answer: b Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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46. Noble Corp. has a process where it converts organic waste from expired food products into manure for plants, which it packages and sells to farmers. This is an example of a _____ strategy. a) Cost leadership b) Differentiation c) Minimizer d) Transformer Answer: d Difficulty: Hard Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology, and Strategy AACSB: Reflective thinking Skills Bloom‘s: Application

47. Which of the following best describes a conventional simple type of organization? a) It is a small organization with a clan culture, an organic structure, a craft technology, and a focused strategy. b) It has a hierarchical culture, a mechanistic structure, routine technology, and a cost leadership strategy. c) It has an adhocracy culture, an organic structure, a non-routine technology, and a differentiation strategy. d) It is an organization with a market culture, a dual mechanistic and organic structure, an engineering technology, and a dual cost leader and differentiation strategy.

Answer: a Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Comprehension

48. _____ organizations are small with a clan culture, an inward-facing culture, a craft technology, and a focused strategy.

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a) Conventional simple type b) Voluntary defender type c) Voluntary simplicity type d) Conventional prospector type Answer: c Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Comprehension

49. Which of the following best describes the conventional defender type of organization? a) It is an organization with a market culture, a dual mechanistic and organic structure, an engineering technology, and a dual cost leader and differentiation strategy. b) It has an adhocracy culture, an organic structure, a non-routine technology, and a differentiation strategy. c) It has a hierarchical culture, a mechanistic structure, routine technology, and a cost leadership strategy. d) It is a small organization with a clan culture, an organic structure, a craft technology, and a focused strategy.

Answer: c Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Comprehension

50. Which of the following is a difference between a conventional simple type organization and a conventional defender type organization? a) A conventional simple type organization has a clan culture, whereas a conventional defender type organization has an adhocracy culture. b) A conventional simple type organization has an adhocracy culture, whereas a conventional defender type organization has a clan culture.

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c) A conventional simple type organization has a hierarchy culture, whereas a conventional defender type organization has a clan culture. d) A conventional simple type organization has a clan culture, whereas a conventional defender type organization has a hierarchy culture.

Answer: d Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Analysis

51. _____ organizations have a hierarchy culture, an inward-facing structure, a routine technology, and a minimizer strategy. a) Conventional simple type b) Sustainable defender type c) Conventional prospector type d) Sustainable analyzer type Answer: b Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Knowledge

52. Which of the following is a similarity between the voluntary simplicity type organization and the sustainable defender type organization? a) Both have a clan culture. b) Both have a hierarchy culture. c) Both have an inward-facing structure. d) Both have an outward-facing structure.

Answer: c Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Analysis

53. _____ organizations have an adhocracy culture, an organic structure, a non-routine technology, and a differentiation strategy. a) Conventional prospector type b) Sustainable defender type c) Conventional simple type d) Sustainable analyzer type Answer: a Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Comprehension

54. Sustainable Prospector type organizations: a) Have a hierarchical culture, a mechanistic structure, a routine technology, and a cost leadership strategy. b) Have a clan culture, an organic structure, a craft technology, and a focused strategy. c) Have an adhocracy culture, an outward-facing structure, a non-routine technology, and a transformer strategy. d) Have a market culture, a dual mechanistic and organic structure, an engineering technology, and a dual cost leader and differentiation strategy.

Answer: c Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic Skills Bloom‘s: Comprehension

55. Which of the following is a difference between a conventional prospector type organization and a conventional defender type organization? a) A conventional prospector type organization has an adhocracy culture, whereas a conventional defender type organization has a clan culture. b) A conventional prospector type organization has a hierarchy culture, whereas a conventional defender type organization has an adhocracy culture. c) A conventional prospector type organization has a clan culture, whereas a conventional defender type organization has an adhocracy culture. d) A conventional prospector type organization has an adhocracy culture, whereas a conventional defender type organization has a hierarchy culture.

Answer: d Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Analysis

56. Conventional analyzer type organizations: a) Have an adhocracy culture, an organic structure, a non-routine technology, and a differentiation strategy. b) Have a market culture, a dual mechanistic and organic structure, an engineering technology, and a dual cost leader and differentiation strategy. c) Have a market culture, a dual inward- and outward-facing structure, an engineering culture, and a dual minimizer and transformer strategy. d) Have an adhocracy culture, an outward-facing structure, a non-routine technology, and a transformer strategy.

Answer: b Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic Skills Bloom‘s: Comprehension

57. Which of the following is a difference between a conventional defender type organization and a conventional analyzer type organization? a) A conventional defender type organization has an adhocracy culture, whereas a conventional analyzer type organization has a hierarchy culture. b) A conventional defender type organization has a hierarchy culture, whereas a conventional analyzer type organization has a market culture. c) A conventional defender type organization has a hierarchy culture, whereas a conventional analyzer type organization has an adhocracy culture. d) A conventional defender type organization has a market culture, whereas a conventional analyzer type organization has a hierarchy culture.

Answer: b Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Analysis

58. _____ organizations have a market culture, a dual inward- and outward-facing structure, an engineering culture, and a dual minimizer and transformer strategy. a) Sustainable analyzer type b) Conventional prospector type c) Sustainable defender type d) Conventional simple type Answer: a Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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59. Which of the following is a difference between a sustainable prospector type organization and a sustainable analyzer type organization? a) A sustainable prospector type organization has a dual minimizer and transformer strategy, whereas a sustainable analyzer type has a differentiation strategy. b) A sustainable prospector type organization has a transformer strategy, whereas a sustainable analyzer type has a dual minimizer and transformer strategy. c) A sustainable prospector type organization has a transformer strategy, whereas a sustainable analyzer type has a dual minimizer and differentiation strategy. d) A sustainable prospector type organization has a differentiation strategy, whereas a sustainable analyzer type has a dual minimizer and transformer strategy.

Answer: b Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Analysis

60. Halo Corp. is led by its CEO, Henry, who has been with the organization since its inception.

All the organization‘s decisions are made collaboratively by the employees and management. Halo Corp. tries its best to ensure its employees have job satisfaction and happiness, providing them with adequate holidays and an annual paid leave. Production is done according to strict company policies and methods. Halo Corp. is an example of a _____ type of organization. a) Conventional simple b) Sustainable simple c) Conventional defender d) Sustainable defender Answer: d Difficulty: Hard Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Reflective thinking skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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61. Which of the following describes how organizational culture is being created? a) Sustainable OB emphasizes that it‘s not only the organization‘s formal leaders who bring their values and assumptions about how the world works, but other members do the same. b) Conventional OB emphasizes that it‘s not only the organization‘s formal leaders who bring their values and assumptions about how the world works, but other members do the same. c) Sustainable OB emphasizes that it‘s only the organization‘s formal leaders who bring their values and assumptions about how the world works and what is important. d) Conventional OB tends to embrace diverse voices and multiple forms of well-being that work together to create an organizational culture.

Answer: a Difficulty: Medium Learning Objective: Discuss how an organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic Skills Bloom‘s: Analysis

62. Organizational culture can be strengthened or weakened. Which of the following affects organizational culture? a) Selection, socialization, or reward recognition b) Personalities, backgrounds, or attributes c) According to sustainable OB, only leaders can affect organizational culture d) According to conventional OB, leaders and other members affect organizational culture Answer: a Difficulty: Medium Learning Objective: Discuss how an organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic Skills Bloom‘s: Analysis

63. Which of the following applies to the strength or weakness of organizational culture? a) Once a culture gets established in an organization‘s structure, it no longer needs the active support of leaders to create and maintain it. b) Once a culture gets established in an organization‘s structure, it does need the active support of leaders to create and maintain it. c) Flexible, balanced culture is more likely not to respond to the diverse requirements of its customers. d) Culture change is not possible, even if the leader is able to successfully introduce systems and structures associated with a different culture.

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Answer: a Difficulty: Medium Learning Objective: Discuss how an organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Reflective Thinking Skills Bloom‘s: Analysis 64. As a new employee, your manager is describing the organizational culture as an entrepreneurial, open system that values innovation, risk-taking, bringing new products and services to market, and staying on the cutting edge of the market. Which of the following applies to this description? a) Adhocracy organizational culture b) Market organizational culture c) Hierarchy organizational culture d) Clan organizational culture Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Communication Skills Bloom‘s: Analysis 65. You have been working for a company for a few years. You have noticed that many of its leaders have adapted to the rule-based bureaucracies that value efficiency, low-cost production, predictability, low turnover, and formal procedures. Which of the following describes this culture? a) Hierarchy organizational culture b) Clan organizational culture c) Market organizational culture d) Adhocracy organizational culture Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Reflective Thinking Skills Bloom‘s: Analysis

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66. Which type of culture seeks new opportunities to enhance multiple forms of well-being for multiple stakeholders; in other words, how to provide environmentally friendly products in a financially viable way that also benefits other stakeholders? a) Sustainable adhocracy culture b) Conventional market culture c) Conventional clan culture d) Sustainable hierarchy culture Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Reflective Thinking Skills Bloom‘s: Analysis

67. Which of the following culture types is competitive, results oriented, and constantly seeking the best way to get the job done, and in which achieving goals in both productivity and market aggressiveness are the hallmarks of the organization? a) Conventional market culture b) Sustainable market culture c) Conventional clan culture d) Sustainable clan culture Answer: a Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Reflective Thinking Skills Bloom‘s: Analysis

68. Which of the following applies to an organization structure that emphasizes experimentation, sensitization, dignification, and participation among an organization‘s external stakeholders and operations? a) Outward-facing structure b) Inward-facing structure c) Mechanistic structure d) Organic structure Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Explain how to align organizational culture with structure, technology and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Analytic Skills Bloom‘s: Analysis 69. Which of the following organization types has a market culture, a dual inward- and outwardfacing structure, and a dual minimizer and transformer strategy? a) Sustainable analyzer type b) Conventional defender type c) Sustainable prospector type d) Conventional prospector type Answer: a Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Analysis

70. Which of the following applies to an organization type with a market culture, a dual mechanistic and organic structure, an engineering technology, and a dual cost leader and differentiation strategy? a) Conventional analyzer type b) Sustainable prospector type c) Conventional prospector type d) Sustainable defender type Answer: a Difficulty: Medium Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Analysis

Fill In The Blanks

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71. _____ refers to the set of shared values, norms, standards, and expectations that influence individuals, teams, and groups to interact with one another and work toward organizational goals.

Answer: Organizational culture Difficulty: Easy Learning Objective: Discuss how organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic Skills Bloom‘s: Knowledge

72. _____ are like extended families that value developing human resources, loyalty, commitment, participation, and teamwork to meet organizational goals.

Answer: Clan cultures Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Knowledge

73. _____ are entrepreneurial open systems that value innovation, risk-taking, bringing new products and services to the market, and staying on the cutting edge of the market.

Answer: Adhocracy cultures Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Knowledge

74. A _____ culture places greater emphasis on goals like finding mutually beneficial ways to cooperate with other stakeholders and improve a community‘s overall productivity.

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Answer: sustainable market Difficulty: Medium Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Knowledge

75. Organizations where predictability is valued tend to have a _____ culture.

Answer: mechanistic Difficulty: Medium Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

76. Organizations that offer tailor-made products and services are more profitable when they adopt a(n) _____ structure.

Answer: organic Difficulty: Hard Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

77. _____ refers to the combination of equipment and skills used to acquire, design, produce, and distribute goods and services.

Answer: Technology Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

78. _____ is the frequency of unexpected, unfamiliar, or different activities involved in performing work.

Answer: Task variety Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

79. _____ type organizations have an adhocracy culture, an outward-facing structure, a non-routine technology, and a transformer strategy.

Answer: Sustainable Prospector Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Knowledge

80. _____ type organizations have a market culture, a dual mechanistic and organic structure, an engineering technology, and a dual cost leader and differentiation strategy.

Answer: Conventional analyzer Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

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Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Knowledge

81. Regardless of how it has been created, an organization is considered to have a ______________ when there are high levels of consistency among the assumptions and values held by organizational members.

Answer: strong culture Difficulty: Easy Learning Objective: Discuss how an organizational culture is created.

Section Reference: 13.1 Creating an Organizational Culture AACSB: Analytic Skills Bloom‘s: Knowledge

82. Once a culture gets established in an organization‘s structures and systems, then no matter what kind of culture it is, it no longer needs the ______________ of leaders to create and maintain it.

Answer: active support Difficulty: Easy Learning Objective: Discuss how an organizational culture is created Section Reference: 13.1 Creating an Organizational Structure AACSB: Analytic Skills Bloom‘s: Knowledge

83. The conventional __________________ describes an organization held together by internal processes, formal procedures, policies, and rules.

Answer: hierarchy culture Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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84. A conventional ______________ is a dynamic and entrepreneurial organization whose people are willing to take risks and ―stick their necks out.‖ Answer: adhocracy culture Difficulty: Easy Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Analytic Skills Bloom‘s: Knowledge

85. An ______________________ has relatively low levels of standardization, specialization, centralization, and a divisional departmentalization.

Answer: organic structure Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

86. ____________________ is an organization structure that emphasizes experimentation, sensitization, dignification, and participation among an organization‘s internal stakeholders and operations.

Answer: Inward-facing structure Difficulty: Easy Learning Objective: Explain how to align organizational culture with structure, technology and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Analytic Skills Bloom‘s: Knowledge

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87. ____________________ is a specific, coherent way that an organization‘s culture and the four elements of its organization structure fit with each other and with the organization‘s technology and strategy.

Answer: Organizational type Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Knowledge

88. ________________________ organizations are small with a clan culture, an organic structure, a craft technology, and a focused strategy.

Answer: Conventional Simple type Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Knowledge

89. ___________________ organizations have a market culture, a dual inward-and outward-facing structure, an engineering culture, and a dual minimizer and transformer strategy.

Answer: Sustainable Analyzer type Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Knowledge

90. _______________________________ organizations have a hierarchical culture, a mechanistic structure, a routine technology, and a cost leadership strategy.

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Answer: Conventional Defender type Difficulty: Easy Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Analytic Skills Bloom‘s: Knowledge

Short Answer Questions

91. What is an organizational culture? Discuss briefly.

Answer: Organizational culture refers to the set of shared values, norms, standards, and expectations that influence the ways in which individuals, teams, and groups interact with one another and work toward organizational goals. According to Edgar Schein, organizational culture is created by leaders. In fact, he contends that the most important thing leaders do, whether they know it or not, is create and manage an organization‘s culture. Regardless of how it has been created, an organization is considered to have a strong culture when there are high levels of consistency among the assumptions and values held by organizational members.

Difficulty: Hard Learning Objective: Discuss how organizational culture is created.

Section Reference : 13.1 Creating an Organizational Culture AACSB: Communication abilities Bloom‘s: Comprehension

92. Describe the basis on which various organizational culture members measure job satisfaction.

Answer: Job satisfaction seems to vary across cultures depending on what sort of system is used to ensure fairness. In a clan culture, members are most satisfied with systems that ensure interpersonal fairness; in market cultures, they prefer distributive fairness; in hierarchical cultures, procedural fairness is most satisfying; as for adhocracy, satisfaction may be related to a lack of such systems Difficulty: Hard Learning Objective: Describe the key assumptions and values associated with four basic organizational cultures.

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Section Reference: 13.2 Prioritizing a Form of Organizational Culture AACSB: Communication abilities Bloom‘s: Comprehension

93. List and discuss briefly any two of the strategies stated by the sustainable OB theory.

Answer: (Four possible answers) The sustainable OB theory and practice highlight four parallel strategies: (1) minimizer, (2) transformer, (3) focus, and (4) combination of transformer and minimizer.

1) A minimizer strategy provides desired goods and services in a way that limits not just a firm‘s financial costs but a variety of costs including financial, social, and ecological.

2) A transformer strategy provides desired goods and services by redeeming previously discarded or underappreciated resources.

3) A focus strategy targets a small niche such as a specific geographic area or a small product segment.

4) Some organizations may try to combine aspects of a minimizer strategy and a transformer strategy.

Difficulty: Hard Learning Objective: Explain how to align organizational culture with structure, technology, and strategy.

Section Reference: 13.3 Aligning Culture with Structure, Technology and Strategy AACSB: Communication abilities Bloom‘s: Comprehension

94. Give a brief description of the conventional prospector type of organization.

Answer: The Conventional Prospector type focuses on a differentiation strategy and constant innovation; its members are always searching for new market opportunities and trying to remain flexible and entrepreneurial. Prospectors tend to have an adhocracy culture, non-routine technology, and an organic structure, characterized by many different divisions acting as relatively independent profit centres. Decision-making authority is decentralized down to the level of the profit centre or lower, standardization is low to permit flexibility, and specialization is also low to permit people to adapt to change and do what is needed.

Difficulty: Hard Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

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Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Communication abilities Bloom‘s: Comprehension

95. Discuss briefly the conventional analyzer type or organization.

Answer: Conventional Analyzers often have two spheres of operations and develop hybrid structures to accommodate them. Thus, they may support both functional departments (with high levels of standardization, specialization, and centralization) and divisional profit centres (with relatively low levels of standardization, specialization, and centralization). Analyzer organizations use a cost leadership strategy and predictable technologies in stable sectors of the environment, and a differentiation strategy and evolving technology in sectors that are changing. The culture focuses on refining production methods, and on learning from and keeping up with the competition in bringing new products and services to the market.

Difficulty: Hard Learning Objective: Identify the four basic organizational types and how they should fit together to form a coherent whole.

Section Reference: 13.4 Combining the Pieces to Make Four Organizational Types AACSB: Communication abilities Bloom‘s: Comprehension

Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 14 Shuffle: No

Multiple Choice

1. A _____ identifies the knowledge, skills, abilities, and other characteristics necessary for a job. a) Job assessment b) Job design c) Job context d) Job referral Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

2. The human resources team at Crusty Corp., an organization that is just a year old, plans to start a recruitment drive to add another level to the hierarchy of their finance department. The team is currently in discussions with the finance manager about the additional positions as well as the skill requirements. In this scenario, the process carried out by the human resources team refers to a _____. a) Job assessment b) Job analysis c) Job classification d) Job characterization Answer: b Difficulty: Hard Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Reflective thinking skills Bloom‘s: Application

3. During the job design process of identifying the KSAOs for a job, what does the letter A in the acronym KSAO stands for? a) Abilities b) Autocracy c) Attrition d) Analysis Answer: a Difficulty: Easy Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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4. The first step in designing a job is: a) Performing a situational analysis. b) Screening of application forms. c) Performing a job analysis. d) Preparing a managerial grid.

Answer: C Level of Difficulty: Easy Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

5. The _____ model specifies how to increase the motivational potential of a job by improving the meaningfulness, autonomy, and feedback associated with the job. a) Job contingency b) Job characteristics c) Managerial grid d) Multidimensional Answer: b Difficulty: Easy Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

6. A _____ specifies the duties associated with the position as well as the knowledge, skills, education and training, credentials, prior experience, physical abilities, and other characteristics. a) Job description b) Job plan c) Job context d) Job itinerary Answer: a Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

7. Which of the following best describes autonomy in the job characteristics model? a) It refers to the degree to which work is understood to affect the lives of other people. b) It refers to the extent to which the job provides freedom to decide how the work is done. c) It refers to the extent to which the job tasks facilitate the completion of all or some of the projects. d) It refers to the degree to which the work becomes standardized and mechanical to the workers.

Answer: b Difficulty: Medium Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

8. Which of the following is a way in which job autonomy can be increased? a) Promoting cross training in jobs of similar complexity b) Allowing employees more freedom and responsibility in the tasks c) Making the organization more centralized d) Providing adequate feedback on an employee‘s work Answer: b Difficulty: Medium Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Application

9. Which of the following is a difference between the conventional approach to job analysis and the sustainable approach? a) The conventional approach gathers information from subject matter experts whereas the sustainable approach includes more participation from stakeholders. b) The conventional approach includes participation from stakeholders whereas the sustainable approach gathers information from subject matter experts.

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c) The conventional approach places emphasis on the role of a job in the larger workflow of the department whereas the sustainable approach does not. d) The conventional approach includes a benchmarking process whereas the sustainable approach does not.

Answer: a Difficulty: Medium Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Analysis

10. Which of the following is true about the conventional approach to job analysis? a) It is built on research findings from job characteristics theories. b) It is oriented toward maximizing efficiency through broad specialization. c) It is designed based on an organic structure. d) It is strongly rooted in scientific management.

Answer: d Difficulty: Medium Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Comprehension

11. _____ management refers to the use of human resource management processes to ensure that each employee‘s activities and outputs are aligned with the organization‘s goals. a) Performance b) Functional c) Event d) Community Answer: a Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

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Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

12. Which of the following is true about positive reinforcement? a) It is administered before an undesired consequence occurs. b) It is administered as a result of a desired consequence. c) It is administered to prevent an undesired consequence from occurring. d) It is administered after an undesired consequence occurs.

Answer: b Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

13. Rachel‘s boss sends out an e-mail to the whole organization congratulating her each time she acquires a new client for the organization. She also receives a tenth of her salary as an incentive for her achievement. This is an example of _____ reinforcement. a) Positive b) Compensatory c) Negative d) Variable Answer: a Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

14. _____ seeks to decrease the frequency of or eliminate an undesirable behaviour by following the behaviour with an unpleasant consequence.

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a) Cognitive reinforcement b) Negative reinforcement c) Extinction d) Punishment Answer: d Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

15. As part of performance management, punishments are used: a) To demonstrate power and authority. b) To eliminate undesired behaviour. c) To eliminate the need for positive or negative reinforcement. d) To improve work quality through negative reinforcement.

Answer: b Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

16. Kristin, who works at a travel agency, had made an error while entering client details into the client‘s itinerary and the travel agency was forced to refund the client‘s money. As a consequence, Kristin‘s boss deducted the amount of the refund from her paycheck. This is an example of a(n) _____. a) Punishment b) Negative reinforcement c) Extinction d) Arbitration Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

17. _____ is the removal of an unpleasant consequence following a desired behaviour. a) Compensatory reinforcement b) Positive reinforcement c) Variable reinforcement d) Negative reinforcement Answer: d Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

18. Which of the following is true about negative reinforcement? a) It involves the demonstration of power and authority. b) It involves avoiding undesired consequences. c) It involves the removal of an unpleasant consequence. d) It involves the removal of positive reinforcements.

Answer: c Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

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19. Extinction is the part of the performance management process that involves: a) The removal of an unpleasant consequence following a desired behaviour. b) The elimination of an undesirable behaviour by following the behaviour with an unpleasant consequence. c) The absence of any reinforcement following the occurrence of a behaviour. d) The elimination of a reinforcement following a behaviour once it has been administered.

Answer: c Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

20. Larry, Steve‘s supervisor, has stopped responding to Steve‘s constant complaints that Larry is assigning too much work to him. As a consequence, Steve has stopped complaining to Larry, and this has also led to an improvement in his productivity. Which of the following reinforcement techniques did Larry utilize? a) Negative b) Extinction c) Punishment d) Variable Answer: b Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

21. Aqua Inc. provides its employees with a ten days annual leave period during the month of December along with a Christmas bonus every year. This is an example of a _____ schedule. a) Variable-ratio b) Variable-interval c) Fixed-interval Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Fixed-ratio Answer: c Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

22. In a performance management process, a fixed-ratio schedule: a) Rewards employees after a specific number of desired responses or behaviours have occurred. b) Refers to the desired number of new employees to be recruited within a specific period. c) Rewards employees at fixed intervals of time. d) Refers to the desired amount of products to be produced within a specific period.

Answer: a Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

23. In a performance management process, a variable-interval schedule: a) Involves varied employment requirements during different time intervals. b) Provides reinforcement at variable amount of outputs. c) Involves varied production requirement during different time intervals. d) Provides reinforcement at varying intervals of time.

Answer: d Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

24. Cryptic Inc. takes its employees out on a tour when they least expect it, once or twice a year.

This is an example of a _____ schedule. a) Variable-ratio b) Fixed-interval c) Variable-interval d) Fixed-ratio Answer: c Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application 25. In a performance management process, a variable-ratio schedule: a) Provides reinforcement at variable amounts of output. b) Involves specific outputs at variable intervals of time. c) Provides reinforcement at variable intervals of time. d) Involves variable outputs between specific time intervals.

Answer: a Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

26. In a bid to increase sales, Fred, the CEO of Harold Inc., announced that employees in the marketing department who acquire at least two new clients between January and March would receive a bonus. This is an example of a _____ schedule. a) Fixed-ratio b) Fixed-interval c) Variable-interval Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Variable-ratio Answer: d Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Application

27. _____ is the process of specifying what performance is expected of a member of the organization and then providing feedback on the member‘s performance. a) Benchmarking b) Performance appraisal c) Brainstorming d) Economic appraisal Answer: b Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

28. Global Inc. has a policy where every month managers and team leaders rate the efficiency and productivity of an employee. Based on these ratings the human resources team decides on whether or not to raise their salary or promote them. These ratings also help the employees assess themselves. This is an example of a _____. a) Staffing process b) Benchmarking process c) Domain appraisal d) Performance appraisal Answer: d Difficulty: Hard Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Knowledge

29. _____ appraisals are used to justify pay and promotion decisions. a) Developmental b) Administrative c) Fixed-ratio d) Variable-ratio Answer: b Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

30. Which of the following is a difference between an administrative appraisal and a developmental appraisal? a) Administrative appraisals are used to provide feedback on progress whereas developmental appraisals are used to justify pay and promotion decisions. b) Administrative appraisals are used to justify pay and promotion decisions whereas developmental appraisals are used to provide feedback on progress. c) Administrative appraisals are feedback provided by team members about managers whereas developmental appraisals are used to justify pay and promotion decisions. d) Administrative appraisals are used to justify pay and promotion decisions whereas developmental appraisals are feedback provided by team members about managers.

Answer: b Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Analysis

31. Which of the following is true of administrative appraisals? a) They focus on the average performance of the person being rated. b) They focus on feedback on progress toward expectations. c) They focus on identifiable strengths and weaknesses. d) They focus on feedback on managers‘ performances.

Answer: a Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Comprehension

32. Which of the following is true about developmental appraisals? a) They are used to justify promotion decisions. b) They are used to identify trends in performance. c) They are used to justify pay decisions. d) They are used to rate the managers‘ performances.

Answer: b Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Comprehension

33. David, who has been working for his organization for over 10 years, is due for a promotion and has been rated only by his managers based on his extensive service. This is an example of a(n) _____ appraisal. a) Administrative b) Developmental c) 360-degree Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Variable-interval Answer: a Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

34. During his performance review, Jack‘s managers stated in their feedback that he would have to improve his productivity and quality of work or else he would be laid off. This is an example of a(n) _____ appraisal. a) 360-degree b) Developmental c) Administrative d) Variable-ratio Answer: b Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

35. A(n) _____ relies on self-report ratings and input from supervisors, co-workers, subordinates, and, possibly, customers. a) Administrative appraisal b) 360-degree feedback c) Developmental appraisal d) Project evaluation review Answer: b Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

36. During the annual appraisal, Leroy had been rated as an excellent worker by his manager. The reviews received from his customers also indicated that he was a dedicated worker. However, Leroy had rated himself comparatively low. This type of an appraisal process is an example of a(n) _____. a) 360-degree feedback b) Administrative appraisal c) Developmental appraisal d) Project review Answer: a Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

37. Which of the following is the third step in the performance appraisal process? a) Deliver the appraisal. b) Identify the scope. c) Perform a situational analysis. d) Reinforce and review the process.

Answer: d Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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38. The potential for leniency in performance appraisal ratings: a) Increases in collectivistic cultures. b) Is absent in collectivistic cultures. c) Decreases in high power distance cultures. d) Increases in low power distance cultures.

Answer: a Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

39. The employees at Pretzies Inc., a food processing company, closely follow their managers‘ orders without any dissent, as it is a high power distance firm. The human resources team wants to perform a performance appraisal. Based on the given information, Pretzies Inc.‘s performance appraisal process should: a) Be done by external stakeholders alone. b) Involve external stakeholders and managers. c) Be done by managers alone. d) Include peers and subordinates as appraisers.

Answer: d Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

40. Which of the following is true about job-based pay? a) It is based on an individual‘s past accomplishments. b) It is based on an individual‘s present accomplishments. c) It is based on an individual‘s performance and is linked to productivity. d) It is based on an individual‘s current role in the organization.

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Answer: d Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Comprehension

41. Alex has recently been promoted as an assistant manager. As a result, he has also received a pay raise. Which of the following compensation systems does Alex‘s organization follow? a) Merit-based pay b) Job-based pay c) Variable-ratio pay d) Fixed-ratio pay Answer: b Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

42. Natalie has received an unscheduled raise in her salary based on her overall performance for the six months that she has been with the organization. According to the scenario, Natalie‘s organization follows a _____ system. a) Job-based pay b) Merit-based pay c) Performance-based incentive d) Fixed-interval pay Answer: b Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Reflective thinking skills Bloom‘s: Application

43. Lily, who has been working as a server at a fast food restaurant, has learned how to cook and is helping the chef prepare meals in the kitchen as well. As a result, Lily‘s manager has given her a raise. This is an example of a _____. a) Job-based pay b) Skill-based pay c) Merit-based pay d) Pay-for-performance Answer: b Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective thinking skills Bloom‘s: Application

44. _____ is a compensation scheme in which each member‘s pay is linked directly to individual, group, or organizational performance. The direct relationship is expected to raise productivity. a) Pay-for-performance b) Workers compensation c) Merit-based pay d) Inward-faced pay Answer: a Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

45. Which of the following plans is included under pay-for-performance? a) Cafeteria plans Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Flexi benefit plans c) Gain-sharing plans d) Employee contingency plan Answer: c Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

46. Which of the following is true about sustainable performance management? a) It emphasizes secrecy. b) It encourages collaboration. c) It promotes individualistic reward systems. d) It possesses an outward-faced structure.

Answer: b Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Comprehension

47. Training differs from development in that training: a) Includes specific areas or current positions, whereas development goes beyond the scope of the current job. b) Goes beyond the scope of a current job, whereas development includes specific areas and current positions. c) Results in broader growth and does not improve skills, whereas development focuses on improving skills and does not result in growth. d) Focuses on improving skills and broader growth, whereas development involves bettering work conditions relating to a job and not performance.

Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Analysis

48. Which of the following is true of training? a) It goes beyond the scope of a current job. b) It focuses on multiple areas of expertise. c) It focuses on performance in a specific area. d) It develops broader growth.

Answer: c Difficulty: Medium Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Knowledge

49. Which of the following is true of development? a) It involves expanding the scope or a job. b) It improves skills and expertise in a specific area. c) It refers to the organization as a whole. d) It goes beyond the scope of a current job.

Answer: d Difficulty: Medium Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Knowledge

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50. _____ training is a type of training in which a more experienced member of the organization teaches a specific job or task to a newer member. a) Vestibule b) Sensitivity c) On-the-job d) In-the-job Answer: c Difficulty: Easy Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Knowledge

51. Crumble Inc. has a mentoring program where a group of two or three employees is assigned a mentor. These mentors are available to their mentees to clarify their doubts as well as provide help when required. In the above scenario, Crumble Inc. has adopted _____ training. a) Sensitivity b) On-the-job c) Inward-faced d) Vestibule Answer: b Difficulty: Hard Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Reflective thinking skills Bloom‘s: Application

52. Jordan, an employee at the Fortuna Hotel, has been promoted as an assistant manager. He is required to undergo a year‘s training, spending two months in each department, learning what they do. Which of the following on-the-job training methods does the hotel utilize? a) In-basket method b) Job rotation c) Sensitivity training Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) Vestibule training Answer: b Difficulty: Hard Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Reflective thinking skills Bloom‘s: Application

53. Which of the following is an on-the-job-training method? a) In-basket method b) Case studies c) Sensitivity training d) Job rotation Answer: d Difficulty: Medium Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Knowledge

54. Which of the following is an off-the-job training method? a) Mentoring b) Internship c) Apprenticeship d) Classroom lectures Answer: d Difficulty: Medium Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

55. Which of the following is true of a sustainable approach to career development? a) It improves competencies needed for a future position in the organization b) It is very paternalistic and it limits an employee‘s autonomy in the organization c) It yields skills contributing to improving short-term productivity d) It is particularly sensitive to how members are labeled and treated in organizations Answer: d Difficulty: Medium Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Comprehension

56. Grapa Inc. requires that its trainees attend a six-month business development program at a university chosen by the organization to improve their skills and use their new knowledge on the job. Grapa Inc. engages in _____ training. a) Job instruction b) Off-the-job c) Apprenticeship d) Internship Answer: b Difficulty: Hard Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Reflective thinking skills Bloom‘s: Application

57. ―To protect and serve every human life by providing the best healthcare facilities and products‖ is an example of a _____. a) Vision statement b) Mission statement Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Manifesto d) Conjecture Answer: b Difficulty: Hard Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Reflective thinking skills Bloom‘s: Application

58. Which of the following is true of a mission statement? a) It describes what the organization will be in the future. b) It describes what the organization‘s voting procedure for the shareholders is. c) It describes what the organization is striving to become. d) It describes what the organization does.

Answer: d Difficulty: Medium Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Analytic skills Bloom‘s: Comprehension

59. A _____ describes what the organization is striving to become and, in this way, provides guidance to organizational members. a) Vision statement b) Proxy statement c) Mission statement d) Normative statement Answer: a Difficulty: Easy Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

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Section Reference: 14.4 Mission and Vision AACSB: Analytic skills Bloom‘s: Comprehension

60. Which of the following is true of a vision statement? a) It includes a description of what the organization will be in the future. b) It includes a description of what the organization wishes to become. c) It includes a description of what the organization does. d) It includes a description of what the organization stands for.

Answer: b Difficulty: Medium Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Analytic skills Bloom‘s: Comprehension

61. ―To be the best service provider of audio technology and good sound‖ is an example of a _____. a) Mission statement b) Normative statement c) Vision statement d) Proxy statement Answer: c Difficulty: Hard Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Reflective thinking skills Bloom‘s: Application

62. Which of the following refers to the investigative process of gathering and interpreting information about a job and its required knowledge, skills, abilities, and other features? a) Job analysis Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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b) Job characteristics c) Job design d) Job performance Answer: a Difficulty: Medium Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Reflective Thinking Skills Bloom‘s: Analysis

63. Which of the following applies to specifying how to increase the motivational potential of a job by improving the meaningfulness, autonomy, and feedback associated with the job? a) Job characteristics model b) Job analysis pattern c) Job performance standard d) Job design template Answer: a Difficulty: Medium Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Analysis

64. Which of the following refers to the use of human resources management processes to ensure that each employee‘s activities and outputs are aligned with the organization‘s goals? a) Performance management b) Job characteristics model c) Job analysis standards d) Extinction Answer: a Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Analysis Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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65. Which of the following explains one of the differences between the sustainable approach and conventional approach with respect to job performance? a) Sustainable performance management tends to emphasize group or team-based reward systems, which encourage collaboration and promote sharing of information. b) Conventional performance management tends to emphasize group or team-based reward systems, which encourage collaboration and promote sharing of information. c) Sustainable performance management tends to emphasize the use of individual incentives. d) Members of conventional organizations are more likely to be motivated by rewards that go beyond financial benefits.

Answer: a Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Reflective Thinking Skills Bloom‘s: Analysis 66. Which of the following explains the difference between the conventional approach and sustainable approach with respect to training? a) From the conventional perspective, training must be instrumental, or linked to immediate returns in task performance. b) From the sustainable perspective, training must be instrumental, or linked to immediate returns in task performance. c) A conventional approach to training encourages members to explore a range of interests and to learn from others. d) A sustainable approach to training does not encourage members to explore a range of interests and to learn from others.

Answer: a Difficulty: Medium Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Analysis

67. As a new employee, your manager gives you a statement that identifies the fundamental purpose of the organization by describing what the organization does, whom it serves, and how it differs from similar organizations. Which of following describes this statement? a) Mission statement b) Vision statement Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Goal statement d) Purpose statement Answer: a Difficulty: Medium Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Communication skills Bloom‘s: Application

68. Which of the following explains one of the differences between the conventional and sustainable approaches with respect to mission and vision statements? a) If possible, a variety of stakeholders, owners, managers, customers, and employees are engaged in the development of a sustainable organization‘s mission and vision statements. b) If possible, a variety of stakeholders, owners, managers, customers, and employees are engaged in the development of a conventional organization‘s mission and vision statements. c) In sustainable organizations, vision and mission statements focus on factors that would contribute to the organization‘s future success. d) A conventional approach is more likely to encourage members to reflect on what drives them personally and how that motivation overlaps with the mission and vision of the organization.

Answer: a Difficulty: Medium Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Reflective Thinking Skills Bloom‘s: Analysis

69. Which of the following explains the difference between the conventional approach and sustainable approach with respect to vision statements? a) From a conventional view, vision statements focus on factors that will contribute to the organization‘s future competitiveness and financial success. b) From a sustainable view, vision statements focus on factors that will contribute to the organization‘s future competitiveness and financial success. c) Conventional organizations would be more participative in drafting vision statements. d) In sustainable organizations, managers would develop vision statements that have a future orientation and that are challenging, brief, and stable.

Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Reflective Thinking Skills Bloom‘s: Analysis

70. Which of the following describes the difference between conventional and sustainable approaches with respect to developing the mission statement? a) A sustainable approach is more likely to encourage members to reflect on what drives them personally and how that motivation overlaps with the mission of their organization. b) A conventional approach is more likely to encourage members to reflect on what drives them personally and how that motivation overlaps with the mission of their organization. c) One difference is that a sustainable approach to drafting a mission statement would not be participative. d) One difference is that a conventional approach to drafting a mission statement is more participative.

Answer: a Difficulty: Medium Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Reflective Thinking Skills Bloom‘s: Analysis

71. Which of the following applies to the monetary payments, such as wages, salaries, and bonuses, as well as other goods or commodities, which are used to reward organizational members? a) Compensation b) Benefits c) Incentives d) Payroll Answer: a Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance and Management AACSB: Analytic skills Bloom‘s: Analysis Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Fill In The Blanks

72. _____ answers the question of what should be done in specific jobs.

Answer: Explain how jobs are designed.

Difficulty: Easy Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

73. The job characteristics model specifies how to increase the motivational potential of a job by improving the meaningfulness, _____, and feedback associated with the job.

Answer: autonomy Difficulty: Medium Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

74. A _____ is a response or consequence linked to a behaviour.

Answer: reinforcement Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

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75. _____ is a common and effective method for managers to motivate or shape the behaviour of employees.

Answer: Positive reinforcement Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

76. A _____ is a tool to measure performance in a performance appraisal process.

Answer: rating form Difficulty: Medium Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

77. The most basic employee compensation system is the _____ system.

Answer: job-based pay Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

78. Pay-for-performance is also known as _____.

Answer: incentive pay Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

79. A person can engage in career planning by doing an annual personal career _____ analysis.

Answer: SWOT Difficulty: Easy Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Knowledge

80. A mission statement is often accompanied by a change-oriented _____.

Answer: vision statement Difficulty: Easy Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Analytic skills Bloom‘s: Knowledge

81. ―To be the biggest and best food suppliers in the world‖ is an example of a _____.

Answer: vision statement Difficulty: Hard Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Reflective thinking skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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82. ______________ answers the question of what work should be done in specific jobs.

Answer: Job design Difficulty: Easy Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

83. The design of a job also describes the job‘s ________________ and how it relates to other jobs and people in other positions.

Answer: characteristics Difficulty: Easy Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Analytic skills Bloom‘s: Knowledge

84. ______________ has been proven to reduce certain types of behaviour, and it can send a signal to others that people are held accountable for their behaviour.

Answer: Punishment Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

85. Whereas punishment causes unwanted behaviour to occur less frequently, _______________ causes desired behaviour to be repeated.

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Answer: negative reinforcement Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Analysis

86. _______________ describe the frequency and regularity of recurring reinforcement: Answer: Schedules of reinforcement Difficulty: Easy Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Analytic skills Bloom‘s: Knowledge

87. Many organizations have _________________ systems to address the innate or developed needs of employees.

Answer: training and career development Difficulty: Easy Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Knowledge

88. When it works, ____________ is considered the fastest and most effective form of training.

Answer: on-the-job training Difficulty: Easy Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

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Section Reference: 14.3 Training and Development AACSB: Analytic skills Bloom‘s: Knowledge

89. Perhaps the broadest system of _______________ consists of the organization‘s mission and vision.

Answer: motivation Difficulty: Easy Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Analytic skills Bloom‘s: Knowledge

90. Despite the great motivational potential of a ______________, some organizational members can be cynical about it, particularly if it espouses values that are not practiced in the organization.

Answer: mission statement Difficulty: Easy Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Analytic skills Bloom‘s: Knowledge

91. Mission statements also may ___________________ as the organization grows, adopts new strategies, or experiences significant change.

Answer: change over time Difficulty: Easy Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Analytic skills Bloom‘s: Knowledge Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Short Answer Questions

92. Briefly describe the job characteristics model.

Answer: The job characteristics model specifies how to increase the motivational potential of a job by improving the meaningfulness, autonomy, and feedback associated with the job. The meaningfulness of a job comes from the variety of skills required to complete the work (skill variety), the extent to which the job tasks allow for completing some or all projects or products (task identity), and the degree to which the work is understood to affect the lives of others (task significance). Autonomy is the extent to which the job provides freedom and responsibility to decide how the work is done. Feedback describes the knowledge of results the jobholder receives from the job itself, co-workers, or supervisors regarding the quality or quantity of the work.

Difficulty: Hard Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design AACSB: Communication skills Bloom‘s: Comprehension

93. List the key steps to be followed in an effective performance appraisal.

Answer: Performance appraisals do not need to be a motivational drain for everyone involved. If performed well, they can be valuable in conveying important information and increasing motivation. The key is to follow these steps: 1. Design the appraisal system with a clear purpose, specified performance criteria, and defined roles.

2. Deliver the appraisal by measuring performance and providing feedback.

3. Reinforce and review the appraisal process.

Difficulty: Hard Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members‘ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management AACSB: Communication skills Bloom‘s: Comprehension

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94. List the factors that enable the successful transfer of training from an off-the-job training environment to a work environment.

Answer: In off-the-job training environments, the successful transfer of the training to the work environment depends on several factors: ● Training should be offered to those who have an interest in and aptitude for it. In other words, trainees must be able and motivated to be trained. ● The training content itself must be relevant and the instruction designed so that trainees are given multiple opportunities to practice, using each component of the target skill or knowledge domain. ● There must be support for applying the training in the work environment. Many employees have returned from training eager to apply what they have learned, only to find no opportunities to use their new knowledge on the job.

Difficulty: Hard Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Communication skills Bloom‘s: Comprehension

95. What are the suggestions given by managers in relation to career development?

Answer: A few suggestions that most managers indicate are important development opportunities are: ● Receiving opportunities to be mentored by senior managers ● Volunteering for challenging/difficult job assignments ● Visiting other departments/organizations ● Engaging in formal career planning Difficulty: Hard Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development AACSB: Communication skills Bloom‘s: Comprehension

96. What is a mission statement? Discuss.

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Answer: A mission statement identifies the fundamental purpose of the organization, often by describing what the organization does, whom it serves, and how it differs from similar organizations. In this way mission statements can provide motivation and a sense of identity for members. Those that are most effective in contributing to organizational performance describe the distinctiveness of the organization and the way the organization relates to its key stakeholders, briefly and without referring to financial goals.

Difficulty: Hard Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision AACSB: Communication skills Bloom‘s: Comprehension Package Title: Neubert 1e Testbank Course Title: Organizational Behaviour Chapter Number: 15 Shuffle: No

Multiple Choice

1. Which of the following is based on the scope of a change? a) Contingent change b) Planned change c) Transformational change d) Inward-faced change Answer: c Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

2. Viola Inc. has made its organizational hierarchy flat in a quest to maximize product innovation from its employees, minimize conflict, and ensure smooth workflow. Viola Inc.‘s decision has

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been influenced by the announcement that two of its biggest competitors are merging. Which of the following organizational changes has Viola Inc. adopted? a) Inward-faced change b) Transformation change c) Extrinsic change d) Intrinsic change Answer: b Difficulty: Hard Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Reflective thinking Skills Bloom‘s: Application

3. Which of the following best describes incremental change? a) It occurs when an organization plans to make a complete transformation in strategic direction in the future. b) It occurs when an organization plans to make improvements in strategic direction in the future. c) It occurs when an organization entirely changes its strategic direction. d) It occurs when an organization makes improvements while moving in its current strategic direction.

Answer: d Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Comprehension

4. Which of the following is true about incremental change? a) It involves a complete change in organization culture. b) It involves smaller steps toward organizational goals. c) It results from unanticipated events. d) It results from a replication of ideas.

Answer: b Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Comprehension

5. Transformation change is a result of: a) A major conflict between workers and managers. b) A large amount of fluctuation within the organization. c) A long period of equilibrium within the organization. d) A major problem or challenge in the competitive environment.

Answer: d Difficulty: Medium Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

6. BaySpeed Corp., whose primary product line is jet skis, is planning to gradually improve its production process in a bid to make its jet skis more competitively priced. Which of the following organizational change has BaySpeed Corp. adopted? a) Incremental change b) Transformation change c) Intrinsic change d) Extrinsic change Answer: a Difficulty: Hard Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Reflective thinking Skills Bloom‘s: Application

7. _____ change is designed and implemented in an orderly and timely fashion.

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a) Standard b) Centralized c) Planned d) Formal Answer: c Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

8. Which of the following is based on a change in intention? a) Centralized change b) Incremental change c) Transformational change d) Planned change Answer: d Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

9. Which of the following is true of planned change? a) It is a direct response to the recognition of a performance gap. b) It is a direct response to mandatory government statutes. c) It is a direct response to unexpected strategic moves by competitors. d) It is a direct response to past shifts in the organization‘s external environment.

Answer: a Difficulty: Medium Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

10. Pluto Inc.‘s financial advisors have told the CEO that there would be a brief market drop toward the end of the financial year, which might affect the profits. As a result, the CEO decided that they would reduce production during that period to minimize production costs. This is an example of a _____ change. a) Planned b) Formal c) Transformation d) Incremental Answer: a Difficulty: Hard Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Reflective thinking Skills Bloom‘s: Application

11. _____ change is an organization making ad hoc and piecemeal responses to any sudden opportunities and threats as they occur. a) Decentralized b) Informal c) Incremental d) Unplanned Answer: d Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

12. Which of the following best describes innovation? a) It is improving a new product to perform better. b) It is the development and implementation of new ideas. c) It is the replication of existing ideas.

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d) It is an organization adopting processes similar to its competitor.

Answer: b Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Comprehension

13. Which of the following type of change is based on the source of change? a) Innovation b) Transformational change c) Incremental change d) Intervention Answer: a Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Comprehension

14. Which of the following is true about imitation? a) It involves the sharing of ideas with competitors. b) It involves the creation of new products. c) It involves the development of new ideas. d) It involves the application of existing ideas.

Answer: d Difficulty: Medium Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Comprehension

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15. Shoebill Corp., a real estate agency, has started offering home loans as part of its complete service. Shortly after this, its competitor, Hamerkorp Corp, also began to offer a similar service.

Which of the following types of changes has Hamerkorp adopted? a) Imitation change b) Innovation change c) Planned change d) Transformational change Answer: a Difficulty: Hard Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Reflective thinking Skills Bloom‘s: Application

16. Which of the following is true about sustainable approach to change? a) Ideas are generated largely by consultants. b) Ideas are generated largely by managers. c) Ideas are generated largely by employees. d) Ideas are generated largely by external stakeholders.

Answer: c Difficulty: Medium Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Comprehension

17. _____ is a process of planned change that draws on behavioural science to systematically improve and renew the personal, social, and structural components of organizations. a) Organizational architecture b) Organizational design c) Organizational modeling d) Organizational development Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Comprehension

18. The first step in organizational change is: a) Refreezing the process. b) Recognizing the needs. c) Unfreezing the process. d) Changing the process.

Answer: b Difficulty: Easy Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Analytic Skills Bloom‘s: Knowledge

19. The quarterly profits of Instinct Corp. has steadily depleted over the past year. Additionally, the employee satisfaction and motivational levels have also lowered substantially. Assuming that Instinct Corp. adopts a conventional approach to organization, which of the following is Instinct Corp. most likely to do? a) Reduce the cost of production in recognition that the profits have steadily dropped. b) Implement an incentive system in recognition that the employee morale is low. c) Formulate a long-term investment plan that would boost the financial position later. d) Provide training to employees that would enhance their skills.

Answer: a Difficulty: Hard Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Reflective thinking Skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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20. Which of the following is a difference between a conventional approach and sustainable approach to need recognition? a) In the conventional approach, change is a bottom-top process whereas in the sustainable approach it is more of a top-bottom process. b) In a conventional approach leaders are more likely to watch for opportunities to improve members whereas in a sustainable approach leaders look to enhance competitive position. c) In the conventional approach, leaders are more likely to have a long-term perspective whereas in a sustainable approach leaders expect immediate change. d) In the conventional approach, change is a top-down process whereas in the sustainable approach it is more of a bottom-top process.

Answer: d Difficulty: Medium Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Analytic Skills Bloom‘s: Analysis

21. If John, the CEO of Blitzer Sprockets Inc., changes from being a conventional leader to being a sustainable leader, which of the following would most likely occur after this change? a) John would recognize that the organization‘s productivity has reduced and take measures to recruit more workers to boost productivity. b) John would recognize that the organization‘s competitors have higher market growth and start a new product line to increase the organization‘s competitive position. c) John would recognize that the workers no longer possess the skills to operate new machinery and take measures to get them trained. d) John would recognize that the profits have decreased and take measures to increase production and maximize profits.

Answer: c Difficulty: Hard Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Reflective thinking Skills Bloom‘s: Application Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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22. Which of the following is true about open-book management? a) It involves transparency about the organization‘s financial position with customers and employees. b) It involves linking the organization‘s overall purpose with individual tasks and duties. c) It involves managing the organization in strict adherence to traditional methods and policies. d) It involves collaboration of ideas with competitors.

Answer: a Difficulty: Medium Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Analytic Skills Bloom‘s: Comprehension

23. Bloomer Corp. has informed its employees that the organization is thinking of partnering with a competitor to start a new production line and would like their opinion on whether the management should go ahead with the idea or refrain from doing so. The CEO also informed them that the profits have increased because of their inputs to the organization‘s financial matters.

Which of the following policies does Bloomer Corp. follow? a) Groupthink b) Open-book management c) Free riding d) Libertarian management Answer: b Difficulty: Hard Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Reflective thinking Skills Bloom‘s: Application

24. The primary objective of the unfreezing step is to: Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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a) Persuade the organization‘s stakeholders to adopt change. b) Help workers link their individual tasks to the organization‘s overall purpose. c) Ensure that the organizational members understand the need for change. d) Help workers adopt new skills and techniques for production.

Answer: c Difficulty: Medium Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

25. A _____ is an approach to unfreezing organizational members that may be painful; it may involve using rational persuasion or pressure to expose members to alarming information or potential negative consequences. a) Brainstorming session b) Groupthink method c) Free-riding method d) Burning platform Answer: d Difficulty: Easy Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

26. Organizational leaders can create a burning platform approach to demonstrate to employees: a) The threat of the change. b) The futility effecting the change. c) The opportunity that the change offers. d) The volatility of a change.

Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

27. Henry, a quality control manager, told his employees that the management has stated the organization is losing sales due to flaws and defects in products, and they would be laid off if the department does not improve its efficiency. Henry has utilized _____ to help his subordinates understand a need for change. a) A groupthink method b) A burning platform approach c) The Delphi technique d) A brainstorming session Answer: b Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

28. Which of the following is true about the burning platform approach? a) It refers to the opportunities available to the organization involved with change. b) It refers to the threats faced by the organization without the change. c) It refers to the volatility faced by the organization due to the change. d) It refers to the futility of the change with regard to the organization.

Answer: b Difficulty: Medium Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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29. Kate has been an employee of Cymbal Inc. for one year. She joined the organization with the expectation that she would receive a promotion within a year and is currently expecting her performance to be reviewed. However, she is afraid that the management may recruit a new employee to replace the position that she feels belongs to her. Kate‘s resistance to change is because she would perceive it to be due to a(n): a) Threat to identity. b) Broken promise. c) Uncertain plan. d) Cultural difference.

Answer: b Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

30. A _____ is an unwritten expectation about what the person will receive from the organization for the person‘s contribution. a) Contingent contract b) Quasi contract c) Collateral contract d) Psychological contract Answer: d Difficulty: Easy Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

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31. James feels that his organization should give him a raise in his salary, as he would be completing five years of service in a few weeks. However, this was not stated in any written or unwritten agreement. This is an example of a _____ contract. a) Collateral b) Psychological c) Quasi d) Contingent Answer: b Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

32. Katie who has been working in the most popular branch of the Hollandaise Bank has been transferred to another branch in a remote part of the town. Katie is very upset about the change because she always said that she worked in the best branch of the biggest bank in the country and would not be able to say that anymore. Katie‘s resistance to change is caused by which of the following reasons? a) Broken promises b) Uncertain plans c) Threat to identity d) Cultural differences Answer: c Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

33. Henry who has been working in the housekeeping department of the BlueCliff Hotel has been shifted to the reservation sales department. He is worried about the shift as he knows nothing about Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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reservation sales and had a clear career path in hotel housekeeping. Which of the following reasons has caused Henry to resist change? a) Threat to identity b) Uncertain plans c) Cultural differences d) Broken promises Answer: b Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

34. If Dane, the CEO of Intech Corp., adopts a conventional approach to influencing change, which of the following would he most likely do? a) Provide his employees a bonus if they agree to shift from one department to another. b) Announce that those who do not agree to shift to another department will be laid off. c) Announce that those who do not agree to shift to another department will have to give an explanation. d) Provide a raise to employees who are willing to shift from one department to another.

Answer: b Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

35. If Hayden were to adopt a sustainable approach to unfreezing in the change process, which of the following would he most likely do? a) Enquire with employees if they are willing to move to another branch. b) Shift employees to a different branch against their will. c) Inform the employees that the shift is only temporary when it is actually permanent. d) Inform the employees that they have to shift well in advance Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: a Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

36. Kate has informed her employees that if they do not make changes in order to improve their productivity and increase the revenues generated by the department, the management will shut down their department. Based on the given scenario, Kate is currently in which of the following stages of the change process? a) The unfreeze stage using a conventional approach b) The unfreeze stage using a sustainable approach c) The change stage using a sustainable approach d) The change stage using a conventional approach Answer: a Difficulty: Hard Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective thinking Skills Bloom‘s: Application

37. Which of the following is the third stage in the process of change? a) Freeze b) Refreeze c) Change d) Recognize need Answer: c Difficulty: Easy Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

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Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

38. A(n) _____ is someone who acts as a catalyst and takes leadership and responsibility for managing the interventions required to modify the organization‘s processes. a) Idea champion b) Free agent c) Change agent d) Free rider Answer: c Difficulty: Easy Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

39. A leader‘s goal in the change stage is: a) Reinforcing and institutionalizing the organizational changes. b) Helping members understand the need for change. c) Identifying the need for change in the organization. d) Ensuring that the organizational members are committed to the change.

Answer: d Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

40. The most suitable approach that a leader can adopt to increase members‘ confidence in them would be to: a) Persuade members to think that the change is good for them.

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b) Provide extrinsic incentives to employees. c) Provide intrinsic incentives to employees. d) Be role models and leading by example.

Answer: d Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

41. Which of the following scenarios would result in an increase in members‘ confidence in an organizational leader? a) Mark, a manager, reports to his boss every single day because of the new mandatory reporting system that he initiated in the organization. b) Colin provides his employees with an incentive if they agree to be transferred to another department. c) Alex has told his employees that if they adopt the new production system it would double profits and would help the organization grow rapidly. d) Glen, a manager, promoted his employee for attempting to adopt the new sales strategy and succeeding.

Answer: a Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective thinking Skills Bloom‘s: Application

42. Which of the following scenarios would result in an increase in members‘ confidence in themselves? a) Jessica informed her employees that there would be a bonus for exceeding the monthly sales target. b) Claire informed her employees that the organization would double in size if they merged with their competitor.

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c) Peyton informs her employees how they are performing and what they are required to do further in the new production system. d) Clara informs her employees about the new promotion available to those who accept the transfer to a new branch.

Answer: c Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective thinking Skills Bloom‘s: Application

43. A leader can improve members‘ attitudes toward change by: a) Being a role model and leading by example. b) Planning for early success. c) Providing adequate amount of training to the employees. d) Persuading members to think that change is good for them.

Answer: d Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Comprehension

44. Which of the following would result in an improvement in employees‘ attitudes toward change? a) At the organization‘s monthly meeting, Carter has a feedback session with employees and answers their queries. b) Alexandra promotes employees who consistently exceed their targets and follow the organization‘s new policies. c) Eric has given his employees steady feedback on their work as he promised he would, based on the organization‘s new policy. d) Megan has provided a training session for her employees that would train them for the new processes that the change will bring about.

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Answer: b Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective thinking Skills Bloom‘s: Application

45. Which of the following is true about conventional leaders with regard to change? a) The process is most likely going to be an activity that involves all levels of the organization‘s hierarchy. b) The process is more likely to be focused on long-term inducements to encourage commitment. c) The process is more likely to be focused on short-term inducements to encourage commitment. d) The process is most likely going to be a dialogue between all levels of employees.

Answer: c Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Comprehension

46. Which of the following is a difference between conventional leaders and sustainable leaders with reference to change? a) When conventional leaders communicate the benefits of change, the process is most likely to be a dialogue. b) Conventional leaders focus primarily on long-term inducements to encourage commitment. c) When sustainable leaders communicate the benefits of change, the process is more likely to be a dialogue. d) Sustainable leaders focus primarily on short-term inducements to induce commitment.

Answer: c Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

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Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Analysis

47. If Tristan has adopted a conventional approach to influencing change among organizational members. Which of the following is Tristan most likely to do? a) Inform his employees that the new technology adopted by the organization will help double outputs and simplify production. b) Implement an open door policy so that there is transparency between the management and its organizational members. c) Inform his employees that the new merger with its competitor will help to increase the profits. d) Implement a promotion system to help motivate employees from a long-term perspective.

Answer: c Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective thinking Skills Bloom‘s: Application

48. Which of the following is true about sustainable leaders with regard to change? a) The process is more likely to be focused on long-term inducement to encourage commitment. b) The process is more likely to be influenced by extrinsic motivators. c) The process is more likely to be influenced by power. d) The process is more likely to be focused on short-term inducements to encourage commitment.

Answer: a Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Comprehension

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49. If Melanie has adopted a sustainable approach to influencing change among organizational members, which of the following is Melanie most likely to do? a) Inform her employees that a training program will be conducted to help them learn to utilize the new technology. b) Inform her employees that adopting the new organizational policy will help to increase the profits. c) Focus on finding a solution to the current shortage of workers in the organization. d) Focus on how to defeat the organization‘s competitors using the new organizational policy.

Answer: a Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective thinking Skills Bloom‘s: Application

50. According to research, the top reason why managers fail to get results during change is: a) Poor planning practices. b) Inability to motivate others. c) Ineffective communication skills and practices. d) Poor work relationships and interpersonal skills.

Answer: c Difficulty: Easy Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

51. According to research, which of the following is a result of managers having poor work relationships and interpersonal skills during the change process? a) Planning is hindered and motivation is sapped, ultimately leading to an immobilized staff b) Managers are isolated from the informal network of knowledge, which is necessary to cope with change c) Employees become uncertain and stressed, which makes it difficult to make informed business decisions Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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d) A leader‘s credibility is destroyed with the people who are essential to getting results Answer: b Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

52. According to research, which of the following is a result of when managers have failed to set clear direction and clarify performance directions during the change process? a) A leader‘s credibility is destroyed with the people who are essential to getting results b) Planning is hindered and motivation is sapped, ultimately leading to an immobilized staff c) Collective performance of the employees is destroyed d) Disruptive crises are created, which damage performance as well as morale Answer: b Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

53. Linda, a senior manager at Harold Corp., has informed her subordinates that if the quality control department merges with the production department it would help the organization to produce flawless products that would help increase sales. Post-merger, she lets her employees know how the new merged department is faring and is open about the revenues they are generating to help boost members‘ confidence in their own ability. In the given scenario, Linda is in which of the following stages of the change process? a) The change stage using a conventional approach b) The change stage using a sustainable approach c) The unfreeze stage using a conventional approach d) The unfreeze stage using a sustainable approach Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective thinking Skills Bloom‘s: Application

54. Larry, the CEO of Caltech Corp., has convinced his employees that change must occur. Caltech is currently in the process of providing the necessary training to the employees to prepare them for the change. Additionally, Larry has changed his work process to reflect the changes made to the organization. In the given scenario, Caltech is in which of the following stages of the change process? a) The change stage using a sustainable approach b) The unfreeze stage using a sustainable approach c) The change stage using a conventional approach d) The unfreeze stage using conventional approach Answer: c Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective thinking Skills Bloom‘s: Application

55. Which of the following is the final stage in the organizational change process? a) Feedback b) Freeze c) Refreeze d) Change Answer: c Difficulty: Easy Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Analytic Skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

56. Which of the following is true about a conventional organization with regard to the refreeze stage? a) It views change as an ongoing process. b) It places greater emphasis on flexibility and learning during the change process. c) It focuses on creating structures and systems that reinforce change. d) It supports continuous change.

Answer: c Difficulty: Medium Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Analytic Skills Bloom‘s: Knowledge 57. Which of the following is a difference between a conventional organization and a sustainable organization in the refreeze stage? a) Conventional organizations place greater emphasis on changes that facilitate learning and flexibility, whereas sustainable organizations focus on changing structures and systems. b) Conventional organizations focus on changing structures and systems, whereas sustainable organizations place greater emphasis on changes that facilitate learning and flexibility. c) Conventional organizations view change as an ongoing process, while sustainable organizations view change as something that happens every few years. d) Sustainable organizations view change as something that happens every few years, while conventional organizations view change as an ongoing process.

Answer: b Difficulty: Medium Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Analytic Skills Bloom‘s: Analysis

58. Which of the following is true about a sustainable organization with regard to the refreeze stage in the change process?

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a) It places greater emphasis on flexibility and learning. b) It places greater emphasis on changing structures and systems. c) It views change as an event that happens once in few years. d) It abstains from making structural changes.

Answer: a Difficulty: Medium Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Analytic Skills Bloom‘s: Comprehension

59. John, the CEO of Prestige Corp., realized that the additional level in the organizations hierarchy was delaying the decision-making process. If John adopts a conventional approach, which of the following would he most likely do? a) Obtain ideas from all organizational members and make a joint decision. b) Ask the human resource team to limit the additional level to certain departments alone. c) Make enquiries with the new hierarchical level members about the delay in decision-making process. d) Implement training programs to better communicate between organizational members.

Answer: b Difficulty: Hard Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Reflective thinking Skills Bloom‘s: Application

60. Linda, the CEO of Lin Corp., has noticed that the employees‘ productivity has declined after the inclusion of a new product line. If Linda adopts a sustainable approach, which of the following would she do? a) Identify and lay off employees who have not been performing well. b) Provide training to employees to enable them to understand the new product and work better. c) Recruit new employees to solve the problem at the earliest. d) Explain to the employees that a new product line would help increase the profits of the organization.

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Answer: b Difficulty: Hard Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Reflective thinking Skills Bloom‘s: Application

61. During a department meeting, your VP stated that he concentrates on looking for and recognizing the need for change that will help maximize profits, efficiency, productivity, and competitiveness. Which of the following approaches applies to his statement? a) Conventional approach b) Sustainable approach c) Organizational approach d) Innovation approach Answer: a Difficulty: Medium Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Communication skills Bloom‘s: Application 62. Organizational leaders may recognize the need to change due to external factors. Which of the following would be considered an external factor? a) A shift in consumer buying habits b) Becoming a decentralized organization c) Becoming a centralized organization d) The turnover of the entire workforce in an organization Answer: a Difficulty: Medium Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Reflective Thinking Skills Bloom‘s: Analysis

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63. Andrew has been working at his job for more than 20 years. He heard through the grapevine about some upcoming changes. He perceives those changes as threats and increased his commitment to the status quo. What do the researchers call his response? a) Threat-rigidity b) Threat-awareness c) Negative reaction d) Positive reaction Answer: a Difficulty: Medium Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Communication skills Bloom‘s: Application

64. What are the primary objectives in the unfreezing step in the organizational change process? a) Leaders must ensure that members understand the need for change to reduce possible resistance and to create a sense of openness to change. b) Leaders must ensure that organizational members are ready to improve their productivity and enhance their quality of work. c) Leaders must ensure that organizational members will accept the changes and eliminate their resistance. d) Leaders must inform organizational members about the upcoming changes and outline the process of implementing the changes.

Answer: a Difficulty: Medium Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Reflective Thinking Skills Bloom‘s: Analysis

65. Which of the following explains a change that occurs when an organization makes improvements in moving in its current strategic direction? a) Incremental change b) Transformational change c) Organizational Change d) Planned change Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step or leading organizational change.

Section Reference: 15.4 Change AACSB: Reflective Thinking Skills Bloom‘s: Analysis

66. Which of the following applies to the planned activities targeting specific outcomes such as improving individual, group, or organizational performance or well-being? a) Interventions b) Restructuring c) Re-engineering d) Innovations Answer: a Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step or leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Analysis

67. Members will be more committed to a change if they have confidence in their own ability to put the change into practice. There are differences between conventional and sustainable approach in this regard. Which of the following explains one of the differences? a) Sustainable leaders value the benefits of clear expectations, training, recognition, and resources in building members‘ own confidence. b) Conventional leaders value the benefits of clear expectations, training, recognition, and resources in building members‘ own confidence. c) Conventional leaders may include other stakeholders in the learning process. d) Sustainable leaders will not nurture an environment where people learn from one another.

Answer: a Difficulty: Medium Learning Objective: Describe how change takes the form of interventions in the third step or leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Analysis

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68. Which of the following steps is used after changes have been implemented in sustainable organization? a) Re-slush b) Refreeze c) Unfreeze d) Reinforce Answer: a Difficulty: Medium Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Reflective Thinking Skills Bloom‘s: Analysis 69. During a meeting, Nicholas explains to his management team that during this phase they may make some adjustments to the design of the organization that requires revisiting job descriptions.

Which of the following stages applies to his description? a) Refreeze b) Reinforce c) Change d) Restructure Answer: a Difficulty: Medium Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Reflective Thinking Skills Bloom‘s: Analysis

70. After completing a massive technology change in the company, the CEO during a meeting with his staff states that they are encouraging experimentation and celebrating the learning associated with both successful and unsuccessful attempts to implement changes. Which of the following approaches explains his vision? a) Sustainable approach b) Conventional approach c) Centralized approach d) Decentralized approach Answer: a Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Analytic Skills Bloom‘s: Analysis

Fill In The Blanks

71. _____ is a substantive modification to an aspect of an organization.

Answer: Organizational change Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

72. _____ are often a reaction to a major problem or challenge in the competitive environment.

Answer: Transformational changes Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

73. Sustainable organizations engage a variety of members at all levels in a _____ process that exposes both leaders and members to information and ideas that might suggest change is necessary.

Answer: joint diagnosis Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Analytic Skills Bloom‘s: Knowledge

74. Organizational leaders must convince employees there is a need for change that requires them to behave differently in the _____ step.

Answer: unfreeze Difficulty: Easy Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

75. Change is received differently in each _____.

Answer: cultural context Difficulty: Easy Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge 76. _____ are planned activities targeting specific outcomes such as improving individual, group, or organizational performance or well-being.

Answer: Interventions Difficulty: Easy Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Knowledge

77. Change agents sometimes work in conjunction with _____.

Answer: idea champions Difficulty: Easy Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

78. Sustainable leaders may also include other _____ in the learning process.

Answer: stakeholders Difficulty: Easy Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Analytic Skills Bloom‘s: Knowledge

79. A sustainable approach seeks to ―re-slush‖ rather than _____ an organization.

Answer: refreeze Difficulty: Easy Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Analytic Skills Bloom‘s: Knowledge

80. _____ assumes a change may not work uniformly well throughout the organization.

Answer: Slushing Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Analytic Skills Bloom‘s: Knowledge

81. Organizational leaders may recognize the need to change due to ________ factors, such as a shift in consumer buying habits.

Answer: external Difficulty: Easy Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Analytic Skills Bloom‘s: Knowledge

82. The _____________ approach to change is often enhanced when all organizational members have learned to read financial statements and link their own actions to the organization‘s financial health and well-being.

Answer: sustainable Difficulty: Easy Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Analytic Skills Bloom‘s: Knowledge

83. Regardless of the culture or context, leaders can reduce __________ by showing respect for employees and concern about their long-term well-being.

Answer: resistance Difficulty: Easy Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

84. Because many people prefer a stable but mediocre status quo to a potentially promising but ambiguous change, a major cause of employee resistance to change is _______________________ about the vision for change.

Answer: lack of information Difficulty: Easy Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

85. _____________________ may be perceived to threaten or diminish an employee‘s work identity.

Answer: Organizational change Difficulty: Easy Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Analytic Skills Bloom‘s: Knowledge

86. _______________ changes are often a reaction to a major problem or challenge in the competitive environment.

Answer: Transformational Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic Skills Bloom‘s: Knowledge

87. ______________ designs and implements changes in an orderly and timely fashion.

Answer: Planned change Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

88. Unexpected strategic moves by competitors are a common reason for __________ change.

Answer: unplanned Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

89. From a ______________ perspective, change and learning in each step are essentially managed with a top-down process, in which leaders work to ensure that their changes are implemented in the organization.

Answer: conventional Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge

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90.________________________ is a process of planned change that draws on behavioural science to systematically improve and renew the personal, social, and structural components of organizations.

Answer: Organization Development Difficulty: Easy Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Analytic Skills Bloom‘s: Knowledge Short Answer Questions 91. Describe briefly the types of organizational change based on scope.

Answer: The scope of a change can be either transformational or incremental.

Transformational change occurs when an organization changes its strategic direction or reengineers its culture or operations in response to dramatic changes such as a technological breakthrough or a merger. Transformational changes are often a reaction to a major problem or challenge in the competitive environment.

Incremental change occurs when an organization takes relatively smaller steps toward its goal, perhaps by restructuring to be more efficient or expanding its line of products or services to promote more growth.

Difficulty: Hard Learning Objective: Discuss organizational change and the ways to differentiate the type of change.

Section Reference: 15.1 Organizational Change AACSB: Communication Skills Bloom‘s: Comprehension

92. Describe the factors that trigger the recognition of a need for change in an organization.

Answer: Recognition of the need for change can be triggered by internal or external factors. With regard to internal factors, an organization may implement changes to become a decentralized structure in response to its recognition that decisions are being made too slowly. Organizational leaders also may recognize the need to change due to external factors, such as a shift in consumer buying habits. Change also may be triggered by leaders‘ recognition that natural raw materials the company relies upon as inputs (such as coal and oil for energy companies) have been depleted or that workers with specific skills are growing scarce (such as nurses). An organization may also Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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need to respond to new government regulations like affirmative action programs or pollution regulations, or to new directives from shareholders, such as requests for greater transparency about senior managers‘ compensation packages. Finally, organizations may need to respond to technological innovations introduced by competitors or suppliers.

Difficulty: Hard Learning Objective: Discuss recognizing the need for change, the first step in leading organizational change.

Section Reference: 15.2 Recognize Need AACSB: Communication Skills Bloom‘s: Comprehension

93. Discuss briefly the approaches that can be used by organizational leaders to unfreeze organizational members.

Answer: Commonly recommended influence tactics to unfreeze organization members typically draw attention to either the threat that demands change or the opportunity that a change offers. The first approach can create an almost painful sense of discomfort or dissonance among members because it identifies alarming information or potential negative consequences by using rational persuasion or pressure. The second approach, much less harrowing and more pleasant, is to show organizational members they will be better off if they change. This approach draws attention with a compelling picture of the future that offers personal benefits by using inspirational appeal or exchange tactics.

Difficulty: Medium Learning Objective: Discuss unfreezing, or understanding the need for change, the second step in leading organizational change.

Section Reference: 15.3 Unfreeze AACSB: Communication skills Bloom‘s: Comprehension

94. Describe any two of the four target areas for organizational change intervention.

Answer: (Four possible answers) Changes in technology affect the conversion process by which organizational members transform inputs into outputs and generally focus on workflows, production methods, equipment, and information systems. They are designed to make products or services more efficient or to increase organizational capabilities.

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Changes to an organization‘s structures are directed at its levels of centralization, standardization, specialization, and departmentalization.

Changes to the physical setting target the space where people work. The type of buildings, the surrounding grounds, how offices or cubicles are configured, and the overall aesthetics of the organization‘s physical characteristics are part of the work setting. The characteristics of the physical setting can affect communication, collaboration, creativity, productivity, and stress levels.

Often changes in technology, structures, or physical setting can also have a profound effect on people, but some changes are directed primarily at the attitudes, behaviours, and performance of people in the organization. The focus of these changes can be individuals, teams, or the overall culture of the organization. Coaching, conflict resolution, training, leadership development, team building, and participation and empowerment programs are a few of the many interventions designed to change people.

Difficulty: Hard Learning Objective: Describe how change takes the form of interventions in the third step of leading organizational change.

Section Reference: 15.4 Change AACSB: Communication Skills Bloom‘s: Comprehension

95. Describe briefly the refreezing stage of the change process.

Answer: In the refreezing stage, leaders make adjustments to the design of the organization and its systems. This may include making structural changes in the way work is organized (more or less standardization, specialization, centralization) and changing who reports to whom (departmentalization). It also requires revising job descriptions, aligning the performance appraisal and reward systems with the new expectations, and adapting recruitment and promotion practices to reinforce the new culture.

Ideally, by this stage, everyone affected by the change will have acquired new attitudes and competencies, so the final step of refreezing is merely reinforcing these changes structurally and systematically to ensure that the new ways of doing things are repeated and rewarded.

Difficulty: Hard Learning Objective: Explain the refreezing stage, where leaders make adjustments to the design of the organization, in the fourth step of leading organizational change.

Section Reference: 15.5 Refreeze AACSB: Communication Skills Bloom‘s: Comprehension Package Title: Neubert 1e Testbank Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Course Title: Organizational Behaviour Chapter Number: 16 Shuffle: No

Multiple Choice

1. Alfred plans to start Crystal Distilleries Inc., a purifying plant that will supply distilled water to various other industries. He interacts closely with the community where he plans on setting up the plant. He ensures that all business plans take into consideration the local water requirements and laws, as well as the ecological impacts that his plant might have. Alfred wants to implement a number of community welfare programs and chooses vendors that adopt eco-friendly business practices. From the given example, it can be seen that Alfred is practicing _____. a) Conventional entrepreneurship b) Sustainable entrepreneurship c) Corporate entrepreneurship d) Internal entrepreneurship Answer: b Difficulty: Hard Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Reflective thinking skills Bloom‘s: Application 2. Which of the following statements is true of conventional entrepreneurs? a) They look at needs that, once met, can enhance a variety of forms of well-being. b) They seek to eliminate needs or demand for their products or services. c) They are constantly looking for better and more financially rewarding ways to meet needs. d) They often explore ways to improve employment opportunities for the marginalized of society.

Answer: c Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Comprehension 3. Which of the following is a difference between conventional entrepreneurs and sustainable entrepreneurs?

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a) Conventional entrepreneurs look for places where they can outperform existing competitors, whereas sustainable entrepreneurs explore ways to improve employment opportunities for the marginalized of society. b) Conventional entrepreneurs look at meeting needs that enhance a variety of forms of well-being, whereas sustainable entrepreneurs focus on identifying needs that can provide financial payoffs. c) Conventional entrepreneurs focus on divergent thinking, whereas sustainable entrepreneurs seek to find a single precise answer for a problem. d) Conventional entrepreneurs recognize the importance of nonfinancial resources, whereas sustainable entrepreneurs focus on achieving tangible and quantifiable financial goals.

Answer: a Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Analysis

4 Which of the following best exemplifies conventional entrepreneurship? a) Karen, the owner of Best Café, uses paper bags for packing food instead of plastic containers. b) Pauline, who runs a department store, always looks to provide unique offers to increase sales. c) Philip, a tea plantation owner, uses rainwater-harvesting systems for irrigation. d) Duncan, a cement factory owner, has a facility for recycling the byproducts of the cement manufacturing process.

Answer: b Difficulty: Hard Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Reflective thinking skills Bloom‘s: Application 5. How do sustainable entrepreneurs differ from conventional entrepreneurs? a) Sustainable entrepreneurs look for places where they can outperform existing competitors, whereas conventional entrepreneurs explore ways to improve employment opportunities for the marginalized of society. b) Sustainable entrepreneurs look at meeting needs that enhance a variety of forms of well-being, whereas conventional entrepreneurs focus on identifying needs that can provide financial payoffs. c) Sustainable entrepreneurs look for opportunities to invest resources that will yield a higher financial return than they currently get, whereas conventional entrepreneurs seek to invent new ways of taking care of the environment. d) Sustainable entrepreneurs often seek to create needs or demand for their products or services, whereas conventional entrepreneurs seek to eliminate needs or demand for their products or services.

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Answer: b Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Analysis

5. Rich Chemicals Inc. is a major supplier of specialty chemicals to a large number of industries and research laboratories. When seeking to implement sustainable business practices, Rich Chemicals should focus on: a) Outperforming competitors by providing unique added value. b) Creating a need or demand for their products or services. c) Identifying needs that can provide financial payoffs. d) Meeting needs that can enhance a variety of forms of well-being.

Answer: d Difficulty: Hard Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Reflective thinking skills Bloom‘s: Application 6. Which of the following examples best exemplifies sustainable entrepreneurship? a) Caroline, a boutique owner, plans to expand her business to increase profit and overcome competition. b) Arthur, the owner of a beach resort, creates special offers to attract foreign tourists in order to generate revenue. c) Karen, the owner of a small company, uses paper packaging as an ecofriendly alternative to plastic. d) Pauline, who runs a department store, always looks to provide unique offers to increase sales.

Answer: c Difficulty: Hard Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Reflective thinking skills Bloom‘s: Application

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7. Paul is the owner of Best Chemicals Inc. In order to follow a sustainable business approach, Paul should aim to: a) Maximize financial returns for himself and other investors. b) Invent new ways of taking care of the environment. c) Find places where he can outperform existing competitors by providing unique added value. d) Invest resources that will yield a higher financial return than he currently gets.

Answer: b Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Application 8. Focus Corporation follows a conventional business model. Therefore, the company lays emphasis on: a) Including key external stakeholders in its ongoing operations. b) Creating needs or demand for its products or services. c) Using stakeholders to create an effective business plan. d) Meeting needs that can enhance a variety of forms of well-being.

Answer: b Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Application 9. Which of the following personality characteristics from the Big Five is most often associated with entrepreneurs? a) Humanitarianism b) Introversion c) Conscientiousness d) Benevolence Answer: c Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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11. Which of the following statements is true of the personality characteristics of entrepreneurs from the Big Five? a) The emotional stability of an entrepreneur predicts only the entrepreneur‘s intention to start a business. b) The success of a business is the only thing that can be predicted by the personality characteristics of entrepreneurs. c) These personality characteristics of entrepreneurs can predict both the intention to start a business as well as its performance. d) Risk propensity is the only personality characteristic that can predict the performance of a business started by entrepreneurs.

Answer: c Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Comprehension 12. Which of the following is a personal characteristic that can influence an entrepreneur to take the initiative to act on an opportunity? a) Push factors b) Risk propensity c) Pull factors d) Times of transition Answer: b Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Comprehension 13. Abraham has completed a diploma in hotel management and plans to start his own bed and breakfast. Which of the following life circumstances has influenced Abraham‘s decision in the given example? a) Being in the midst of a transition b) Being pushed away from the status quo c) Being pulled into an entrepreneurial venture d) Being able to identify opportunities.

Answer: a Difficulty: Hard Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application 14. In which of the following examples does one acquire entrepreneurial urges after being pushed away from a status quo? a) Gavin completes his degree in architecture and starts an architectural firm focusing on ecofriendly architecture. b) Pauline feels she is being treated unfairly by her boss and quits her job as a server to start her own coffee shop. c) Lara becomes a partner in the beauty salon started by a group of her university mates upon their repeated requests. d) Sarah opens a fashion boutique to earn her livelihood after a divorce.

Answer: b Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application

15. Which of the following is a pull factor that influences people to become entrepreneurs? a) Membership in a group of people starting a new venture b) Completion of an education or training program c) Dissatisfaction with their current job d) A desire to escape the pursuits and pressures of the status quo Answer: a Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Comprehension 16. Which of the following examples illustrates a positive pull influence that makes people become entrepreneurs? a) Geraldine opens a fashion boutique after her recent divorce. b) Hans feels he is being treated unfairly by his boss and quits his job as a waiter to start his own coffee shop. c) Gavin completes his degree in architecture and starts an architectural firm that focuses on ecofriendly architecture.

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d) Layla plans to start a beauty salon with financial help from her mother, who is also going to work in the salon as a cashier.

Answer: d Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application 17. Which of the following is the first step of the entrepreneurial process? a) Initiating changes b) Mobilizing resources c) Developing a plan d) Identifying an opportunity Answer: d Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Knowledge 18. Martin and his colleagues at First Technologies Inc. leave the company as their supervisor vetoes their new product idea. They want to start their own firm that will work on the new product.

What will be the next step for Martin and his colleagues? a) Developing plans b) Identifying an opportunity c) Mobilizing resources d) Initiating changes Answer: d Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application

19. Ivan is an entrepreneur following conventional business practices. Which of the following would be his major objective? a) Using inputs from all his stakeholders to develop a convincing business plan b) Gaining the cooperation of stakeholders Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Achieving tangible and quantifiable financial goals d) Including environmental and social implications in his business plan Answer: c Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application

20. A pull factor that drives people to become entrepreneurs is: a) Frustration resulting from the lack of acceptance of their ideas. b) Empathy for a needy segment of the population. c) Dissatisfaction with their current job. d) Completion of an education or training program.

Answer: b Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Comprehension 21. Which of the following examples shows how a positive pull factor drives people to become sustainable entrepreneurs? a) Jason opens a retail store after losing his job because of a financial downturn. b) Sharon starts a candle-making business and employs women from the lower economic strata of society, thereby improving their financial conditions. c) Richard completes his degree in art and art history and starts an art appraisal firm. d) Lara becomes a partner in the beauty salon owing to her creative marketing ideas that could help generate a higher profit margin.

Answer: b Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application

22. Which of the following statements is true of sustainable entrepreneurs? a) They focus on achieving tangible and quantifiable financial goals.

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b) They are more likely to want to accomplish something significant and timeless. c) They ground their confidence in themselves rather than finding it in a community. d) They look for places where they can outperform existing competitors.

Answer: b Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Comprehension

23. Which of the following examples illustrates the personality of a conventional entrepreneur? a) Pamela, the owner of a paper mill, supports community welfare programs taken up by local organizations to earn goodwill from customers and suppliers. b) Carl aims to double his profits by introducing new flavours of beverages produced by his company. c) Leonardo plans to hire local people to work in his tire factory and thus reduce unemployment in the area. d) Robert uses solar energy to run most of the machines in his metal mold manufacturing plant to minimize the usage of fossil fuel.

Answer: b Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application

24. Which of the following examples illustrates the personality of a sustainable entrepreneur? a) Robert uses solar energy to run most of the machines in his metal processing plant to minimize the usage of fossil fuel. b) Carl aims to double his profits by introducing new flavours of beverages produced by his company. c) Sharon, the owner of a luxury hotel, plans to diversify her business to increase profits and keep up with competition. d) Eva, a fashion designer, introduces new designs targeted at the upper classes of society to outperform her competitors.

Answer: a Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

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Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application

25. Alice is an entrepreneur with a leather product-manufacturing unit. She wants to establish business practices that maximize the well-being of her customers, suppliers, and other stakeholders. Hence, Alice is most likely to: a) Work toward creating a demand for her products and services. b) Look for opportunities to outperform existing competitors. c) Concentrate on accomplishing goals that defy measurement. d) Focus on achieving tangible and quantifiable financial goals.

Answer: c Difficulty: Hard Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective thinking skills Bloom‘s: Application

26. For a sustainable entrepreneur, transitions result from: a) Achieving tangible and quantifiable financial goals. b) Realizing the need to escape the pursuits of the status quo. c) Grounding confidence in himself or herself. d) Looking for opportunities to outperform existing competitors.

Answer: b Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Knowledge 27. Which of the following is a push factor that influences people to become entrepreneurs? a) Completion of an education or training program b) Completion of a major project c) Membership in a group of people starting a new venture d) Frustration due to lack of acceptance of one‘s ideas Answer: d Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

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Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Knowledge

28. Which of the following constitutes the first part of a business plan? a) Concept of the venture b) Executive summary c) Discussion of operational plans d) Description of the team Answer: b Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

29. Stephanie is writing the executive summary of her business plan to start a fast food restaurant.

For a sustainable approach, which of the following information must be present in the executive summary? a) Strategies for enhancing financial well-being b) Strategies for outperforming competitors c) Strategies for enhancing multiple forms of well-being d) Strategies for creating a demand for products and services Answer: c Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application 30. Which of the following components of a business plan describes customers and other organizations in a business‘s external environment? a) Concept of the venture b) Description of the team c) Discussion of operational plans d) Executive summary Answer: a Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

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Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

31. Zack is developing a business plan for the restaurant he plans to start. He is working on the section of the plan that describes the types of cuisine and new dishes that will make up the menu.

Which of the following sections of a start-up business plan is Zack working on in the given example? a) Executive summary b) Concept of the venture c) Long-term goals d) Discussion of operational plans Answer: b Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

32. New Corporation invests money in various businesses in exchange for a share in ownership and profits. Therefore, New Corporation is a(n) _____. a) Innovation capitalist b) Vulture capitalist c) Venture capitalist d) Operating partner Answer: c Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

33. Anna is a venture capitalist. Hence, she will: a) Invest in businesses only if they are socially and environmentally sustainable. b) Look at opportunities that benefit an organization and take action to pursue them. c) Invest money in an organization in exchange for a share of its ownership and profits. d) Completely take over a company by using the clauses in the agreement with the company.

Answer: c Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

34. Which of the following statements is true of a sustainable start-up plan? a) It includes external stakeholders in the ongoing operation of the organization. b) It focuses on achieving tangible and quantifiable financial goals. c) It highlights opportunities available for outperforming existing competitors. d) It focuses on creating a demand for a company‘s products or services.

Answer: a Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge 35. In his business plan, George describes the raw materials needed for his plastic productmanufacturing unit. He also names the suppliers of the raw materials and provides details of the financing options for the company. Which section of a business plan contains the information given in this scenario? a) Description of the team b) Concept of the venture c) Executive summary d) Discussion of operational plans Answer: d Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

36. Which of the following is the most distinct feature of a sustainable start-up plan? a) The description of customers and other organizations in the new venture‘s external environment b) The inclusion of environmental and social implications for the new venture c) The inclusion of the skills required to carry out the work of the new venture d) The description of the organizational structure and systems

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Answer: b Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge 37. Which of the following examples shows a sustainable business plan? a) Prime Cosmetic Inc. describes its products, marketing strategy, projected sales, and expansion plans in its business start-up plan. b) Best Foods Inc. develops a business plan, which highlights the impact of its manufacturing processes on the local community, along with other details. c) Shine Healthcare Inc. provides details of potential markets and lists the strategies required to overcome competition in the healthcare industry. d) Dailies, a supermarket chain, focuses only on promotional strategies and projected profit margins in its business plan.

Answer: b Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

38. The final section of a business start-up plan gives information about _____. a) The venture‘s products and services b) The resources required for operating the venture c) How resources will be mobilized over time d) Organizational members and partners of the new venture Answer: c Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

39. Which of the following examples shows a conventional business plan? a) Nefertiti Cosmetics Corp. describes its plans to expand to other cities after opening three retail stores locally.

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b) Best Foods Inc. develops a business plan, which highlights the impact of its manufacturing processes on the local community, along with other details. c) Shine Healthcare Inc. provides information on its planned sourcing of alternate energy as well as the environmental impact of its drug producing processes. d) BBQ Planet, a restaurant, describes its planned initiative to send its food waste to a processing facility to be converted to animal feed.

Answer: a Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

40. Which of the following statements is true of sustainable entrepreneurship? a) A sustainable business plan highlights only financial concerns and measures. b) Sustainable entrepreneurs use a business plan to convince stakeholders to support the organization. c) Sustainable entrepreneurs use stakeholders to write a convincing business plan. d) The goal of sustainable entrepreneurship is to maximize the financial wealth of the entrepreneurs and other investors.

Answer: c Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Comprehension

41. How does conventional entrepreneurship differ from sustainable entrepreneurship? a) Conventional entrepreneurs eliminate needs or demand for their products or services, whereas sustainable entrepreneurs often seek to create needs or demand for their products. b) Conventional entrepreneurs use a business plan to convince stakeholders to support the organization, whereas sustainable entrepreneurs use stakeholders to write a convincing plan. c) The goal of conventional entrepreneurship is to maximize multiple forms of well-being, whereas sustainable entrepreneurship focuses on maximizing financial wealth. d) Conventional entrepreneurs explore ways to improve employment opportunities for the marginalized of society, whereas sustainable entrepreneurs look for opportunities where they can outperform existing competitors.

Answer: b

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Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Analysis

42. Abel is an ambitious entrepreneur, who intends to start a construction material business with the primary goal of maximizing profits. When developing a business plan, Abel will look to: a) Adopt a triple bottom-line approach. b) Use inputs from various stakeholders to write a convincing plan. c) Use the plan to convince stakeholders to support his business. d) Supplement financial concerns and measures with social and ecological measures of performance.

Answer: c Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

43. When creating a business start-up plan, sustainable entrepreneurs: a) Use the plan to convince stakeholders. b) Refer to multiple forms of well-being. c) Look for places where they can outperform existing competitors. d) Seek to create needs or demand for their products.

Answer: b Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

44. Writing a sustainable plan becomes a process of continual revisions because: a) It concentrates on areas of a business where competition can be overcome. b) It focuses on strategies for achieving tangible and quantifiable financial goals. c) Sustainable entrepreneurs use the plan to convince stakeholders. d) Sustainable entrepreneurs use stakeholders to write a convincing plan.

Answer: d Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

45. A sustainable new-venture plan focuses on the _____. a) Triple bottom-line approach b) Fiscal performance of an organization c) Creation of a demand for products d) Tangible benefits of a venture Answer: a Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

46. Which of the following statements is true of a sustainable start-up plan? a) It includes the environmental and social implications of the new venture. b) It focuses on strategies for achieving tangible and quantifiable financial goals. c) Opportunities for investing resources for a higher financial yield form a major part of the plan. d) Strategies for outperforming competitors are the major focus of the plan.

Answer: a Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Comprehension

47. Which of the following is the central feature of the final section of a business start-up plan? a) The skills of the organizational members of the new venture b) The resources required to operate the new venture c) The set of goals and financial projections for the first five years d) A description of the new venture‘s products and services Answer: c

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Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

48. Which of the following statements is true of the sustainable approach to planning? a) It reinforces convergent thinking. b) Managers seek to find a single precise answer. c) It reinforces divergent thinking. d) It does not permit a change of focus.

Answer: c Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Comprehension 49. Victoria is a team manager and wants to implement sustainable practices in her team‘s activities. Therefore, Victoria is most likely to: a) Encourage convergent thinking when looking for solutions. b) Encourage the team to find multiple solutions to problems. c) Focus on seeking a single precise solution to a problem. d) Concentrate on achieving goals rather than the overall success of the team.

Answer: b Difficulty: Hard Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Reflective thinking skills Bloom‘s: Application

50. The conventional approach to planning differs from the sustainable approach in that the conventional approach _____. a) Reinforces convergent thinking. b) Emphasizes finding multiple solutions to problems. c) Reinforces divergent thinking. d) Is flexible and permits a change of focus.

Answer: a Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Analysis

51. With a detailed plan for the new venture in place, the next step for an entrepreneur is to: a) Identify a potential business opportunity. b) Acquire and mobilize the necessary resources. c) Initiate changes. d) Describe the products and services offered by the new venture.

Answer: b Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge

52. Mobilizing resources for a new venture involves: a) Identifying a potential business opportunity. b) Explaining the appropriate skills required to carry out the venture. c) Describing the products and services offered by the new venture. d) Establishing relationships with suppliers and other stakeholders.

Answer: d Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge

53. Which of the following forms of financing involves an entrepreneur borrowing funds from a source, which the entrepreneur is expected to pay back at some future date? a) Equity financing b) Venture capitalists c) Debt financing d) Angel investors Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Answer: c Difficulty: Easy Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge

54. Ronaldo acquires a business loan from a bank to start a bookstore. Which of the following approaches is Ronaldo using to start his business in the given example? a) Debt financing b) Equity financing c) Leveraging d) Asymmetric funding Answer: a Difficulty: Hard Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Reflective thinking skills Bloom‘s: Application

55. Macmillan & Son Finance Corp. provides loans to companies starting new ventures or expanding their current businesses. The loans need to be paid back at a particular date. Which of the following terms best describes the type of funds offered by Macmillan & Son Finance Corp.? a) Asymmetric funding b) Equity financing c) Leveraging d) Debt financing Answer: d Difficulty: Hard Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Reflective thinking skills Bloom‘s: Application

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56. David is set to begin his new business of mineral water production. He mobilizes funds for his business by offering shares to the investors in return for cash. In the given example, _____ is being used as a means for mobilizing resources for a business venture. a) Leveraging b) Debt financing c) Asymmetric funding d) Equity financing Answer: d Difficulty: Hard Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Reflective thinking skills Bloom‘s: Application

57. Natasha uses equity financing as a means to raise capital for her food processing company.

Hence, Natasha will: a) Obtain cash from investors separately for each of her business deals. b) Borrow money from a bank and repay it at a future date. c) Offer company shares to the investors in return for their infusion of cash. d) Allot funds over a period of time to finance future business ventures.

Answer: c Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Reflective thinking skills Bloom‘s: Application

58. How does debt financing differ from equity financing? a) Debt financing occurs when entrepreneurs borrow from a bank, family members, friends, or financial institution money that must be paid back at some future date, while equity financing involves allocation of funds over a period of time to finance future business ventures. b) Debt financing occurs when entrepreneurs borrow money from a bank, family members, friends, or a financial institution, while equity financing occurs when investors in a new venture receive shares in return for their infusion of cash and become part owners of the organization. c) Debt financing occurs when investors in a new venture receive shares in return for their infusion of cash and become part owners of the organization, while equity financing involves obtaining cash from investors separately for each business deal.

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d) Debt financing occurs when funds are allotted over a period of time to finance future business ventures, while equity financing occurs when entrepreneurs borrow from a bank, family members, friends, or financial institution money that must be paid back at some future date.

Answer: b Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Analysis

59. Which of the following statements is true of sustainable entrepreneurs with regard to resources? a) They do not attach significant importance to non-financial resources. b) They are mindful of the way they mobilize the physical resources required for their new venture. c) They are constantly looking for better and more financially rewarding ways to meet needs. d) They always look for places where they can outperform existing competitors, either by lowering costs or by providing unique benefits.

Answer: b Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Comprehension

60. Sustainable entrepreneurs differ from conventional entrepreneurs in that they _____. a) Are sensitive to using the resources they require more responsibly b) Focus on achieving tangible and quantifiable financial goals c) Are constantly looking for better and more financially rewarding ways to meet needs d) Always look for places where they can outperform existing competitors Answer: a Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Bloom‘s: Analysis 61. Ralph owns a meat processing plant. He plans to incorporate sustainable business practices in running the plant. Therefore, Ralph is most likely to: a) Constantly look for better and more financially rewarding ways to meet needs. b) Look for places where he can outperform existing competitors. c) Invite stakeholders to support the values and basic concept of the venture. d) Maximize his financial wealth and that of the stakeholders and other investors.

Answer: c Difficulty: Hard Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Communication Skills Bloom‘s: Application

62. Which of the following applies to the process of conceiving an opportunity to offer new or improved goods or services, taking the initiative to pursue the opportunity, making plans, and mobilizing the resources necessary to convert that opportunity into reality? a) Entrepreneurship b) Imitation c) Leadership d) Innovation Answer: a Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic Skills Bloom‘s: Analysis 63. Which of the following identifies the goal of sustainable entrepreneurship? a) Maximizing multiple forms of well-being for the entrepreneur, other investors, and other stakeholders b) Maximizing multiple forms of well-being for the entrepreneur only c) Maximizing the financial wealth of the stakeholders d) Maximizing the financial wealth of the entrepreneurs Answer: a Difficulty: Medium Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic Skills Bloom‘s: Analysis 64. Which of the following explains the difference between a conventional and sustainable entrepreneur‘s responses to transition, push, and pull? a) For sustainable entrepreneurs, transitions often result from realizing they want to escape the pursuits and pressures of the status quo. b) For conventional entrepreneurs, transitions often result from realizing they want to escape the pursuits and pressures of the status quo. c) People may experience positive pulls to become conventional entrepreneurs from friends or from a compelling desire to make a difference. d) People may experience positive pulls to become sustainable entrepreneurs from friends or others who are discouraging them.

Answer: a Difficulty: Medium Learning Objectivet: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Reflective Thinking Skills Bloom‘s: Analysis 65. As you were talking to Tina, a successful entrepreneur, you noticed that she credits her success to the community, family, friends, and other stakeholders. Which of the following describes this entrepreneur? a) Sustainable entrepreneur b) Conventional entrepreneur c) Organizational entrepreneur d) Innovative entrepreneur Answer: a Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Communication Skills Bloom‘s: Application 66. You have started working for a new company. Your superior asked you to include in the startup plan a review of the environmental and social implications for the new venture. Which of the following applies to his request? a) Sustainable approach b) Organizational approach Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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c) Conventional approach d) Traditional approach Answer: a Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Communication Skills Bloom‘s: Application

67. What is the most striking sign to differentiate between a sustainable and conventional newventure plan? a) A sustainable new-venture plan refers to multiple forms of well-being and the triple bottom-line approach. b) A conventional new-venture plan refers to multiple forms of well-being and the triple bottomline approach. c) A sustainable new-venture plan refers to financial well-being of the stakeholders. d) A conventional new-venture plan is to include financial concerns and measures with social and ecological measures of performance.

Answer: a Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic Skills Bloom‘s: Analysis

68. Which of the following explains one of the differences between conventional and sustainable entrepreneurs with respect to mobilizing financial resources? a) Conventional financial institutions may prefer providing financing to conventional entrepreneurs. b) Sustainable financial institutions may prefer providing financing to sustainable entrepreneurs. c) Conventional entrepreneurs are more likely to recognize the importance of nonfinancial resources. d) Conventional financial institutions may prefer providing financing to sustainable entrepreneurs.

Answer: a Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic Skills Bloom‘s: Analysis 69. As a manager for a new venture company, your CEO stated to you that ―we have to recognize the importance of nonfinancial resources and the good relationships with stakeholders, which can reduce the need for financial resources.‖ Which of the following applies to his statement? a) Sustainable entrepreneur b) Conventional entrepreneur c) Organizational entrepreneur d) Innovative entrepreneur Answer: a Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Communication Skills Bloom‘s: Application 70. Which of the following types of new ventures are more concerned about the effect of operations on the ecological footprint? a) Sustainable entrepreneurs b) Conventional entrepreneurs c) Organizational entrepreneurs d) Innovative entrepreneurs Answer: a Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Reflective Thinking Skills Bloom‘s: Analysis

71. Which of the following explains the difference between conventional and sustainable ventures with respect to financial and nonfinancial resources? a) Sustainable ventures give more attention to nonfinancial resources and benefits, which make them more attractive to certain investors. b) Conventional ventures give more attention to nonfinancial resources and benefits, which make them more attractive to certain investors. c) Sustainable ventures are more concerned about the financial resources and benefits.

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d) Conventional ventures give attention to the nonfinancial resources and benefits more than the financial resources.

Answer: a Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Reflective Thinking Skills Bloom‘s: Analysis Fill In The Blanks

72. _____ is the process of conceiving an opportunity to offer new or improved goods or services, taking the initiative to pursue that opportunity, making plans, and mobilizing the resources necessary to convert that opportunity into reality.

Answer: Entrepreneurship Difficulty: Easy Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Knowledge

73. _____ is entrepreneurship that occurs within existing organizations.

Answer: Intrapreneurship Difficulty: Easy Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Knowledge

74. _____ focuses on maximizing the financial wealth of the entrepreneurs and other investors.

Answer: Conventional entrepreneurship Difficulty: Easy

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Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Knowledge

75. _____ are constantly looking for better and more financially rewarding ways to meet needs.

Answer: Conventional entrepreneurs Difficulty: Easy Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Knowledge

76. _____ constitute transitions, push factors, and pull factors that influence the likelihood of a person taking the initiative to act on an opportunity.

Answer: Life circumstances Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Knowledge

77. _____ include risk propensity, achievement, and motivation, which influence entrepreneurship.

Answer: Personal characteristics Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Knowledge

78. A _____ is a company or individual that invests money in an organization in exchange for a share of its ownership and profits.

Answer: venture capitalist Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

79. _____ consists of funds that entrepreneurs borrow from family and friends, a bank, or another financial institution that must be paid back at some future date.

Answer: Debt financing Difficulty: Easy Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge

80. _____ occurs when investors in a new venture receive shares in return for their infusion of cash and become part owners of the organization.

Answer: Equity financing Difficulty: Easy Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge

81. _____ is required to guarantee a debt loan.

Answer: Collateral Difficulty: Easy Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge

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82. Both conventional and sustainable _________________ think about how new products or services can meet people‘s needs.

Answer: entrepreneurs Difficulty: Easy Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Knowledge

83. Whereas conventional entrepreneurs focus on identifying needs that can provide financial payoffs, sustainable entrepreneurs look at needs that, once met, can enhance a variety of forms of well-being such as ______________________________.

Answer: financial, social, and ecological Difficulty: Easy Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Analytic skills Bloom‘s: Knowledge

84. Personal characteristics and __________________ (situations that people face at a particular point in their lives) have an effect on whether people take entrepreneurial initiative.

Answer: life circumstances Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Knowledge

85. Entrepreneurship is not for the _________________ .

Answer: timid Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Knowledge

86. People are more likely to start a new organization if their current job is _______________ or if they have little hope of finding satisfying employment.

Answer: dissatisfying Difficulty: Easy Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Analytic skills Bloom‘s: Knowledge

87. The first part of the start-up plan is the __________________ .

Answer: executive summary Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge

88. A sustainable plan is likely to include key __________________ stakeholders in the design and ongoing operation of the organization.

Answer: external Difficulty: Easy Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Analytic skills Bloom‘s: Knowledge 89. For most new ventures, ______________is the key resource that needs to be mobilized.

Answer: adequate financing Difficulty: Easy Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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AACSB: Analytic skills Bloom‘s: Knowledge

90. _____________________ often become quite heavily involved in the operations of a business, sometimes providing advice or even requiring that they approve any major decisions regarding the organization.

Answer: Venture capitalists Difficulty: Easy Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge 91. __________________ entrepreneurs are more likely to recognize the importance of nonfinancial resources, and especially the fact that good relationships with stakeholders can reduce the need for financial resources.

Answer: Sustainable Difficulty: Easy Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Analytic skills Bloom‘s: Knowledge Short Answer Questions

92. What are the characteristics of conventional entrepreneurs?

Answer: Conventional entrepreneurs are constantly looking for better and more financially rewarding ways to meet needs. They are looking for places where they can outperform existing competitors, either by lowering costs or by providing unique added value. They look for opportunities to invest resources that will yield a higher financial return than they currently get.

Difficulty: Medium Learning Objective: Discuss how entrepreneurs focus on identifying needs that can provide financial payoffs and/or enhance well-being.

Section Reference: 16.1 Identify Opportunity AACSB: Communication abilities Bloom‘s: Comprehension Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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93. What are the personality characteristics often associated with entrepreneurs from the Big Five?

Answer: The personality characteristics most often associated with entrepreneurs from the Big Five are conscientiousness, openness to experience, extraversion, and emotional stability. These traits predict both the intention to start a business and the performance of the business.

Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Communication abilities Bloom‘s: Comprehension

94. List the life circumstances that affect the likelihood that someone will start a new organization.

Answer: People are more likely to act on their entrepreneurial urges if they are: ● In the midst of a transition in life, ● Being pushed away from the status quo, or ● Being pulled into an entrepreneurial venture.

Difficulty: Medium Learning Objective: Identify the factors that influence taking the initiative to act on an opportunity.

Section Reference: 16.2 Take Initiative AACSB: Communication abilities Bloom‘s: Comprehension

95. What are the benefits of preparing a plan for a new venture prior to start-up?

Answer: The following are the benefits of preparing a plan for a new venture prior to start-up: ● It forces entrepreneurs to set standards or milestones against which to measure performance. ● It helps win the support of other stakeholders, whether they are financiers, employees, suppliers, or customers. Having a plan improves both the likelihood of success and the potential for securing outside funding.

Difficulty: Medium Learning Objective: Discuss how entrepreneurs develop a plan for their new venture.

Section Reference: 16.3 Develop Plans AACSB: Communication abilities Bloom‘s: Comprehension

96. Describe equity financing.

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Answer: Equity financing occurs when investors in a new venture receive shares in return for their infusion of cash and become part owners of the organization; this type of financing usually comes from venture capitalists. Venture capitalists often become quite heavily involved in the operations of a business, sometimes providing advice or even requiring that they approve any major decisions regarding the organization.

Difficulty: Medium Learning Objective: Identify how entrepreneurs acquire and mobilize the necessary resources for their new venture.

Section Reference: 16.4 Mobilize Resources AACSB: Communication abilities Bloom‘s: Comprehension

Copyright © 2016 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited

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