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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-1
True/False Questions
1. PAETEC Communications is an example of a firm with a culture that hurts its
financial performance.
Ans: False Page: 41 LO: 5 Difficulty: Easy
AACSB: 10 BT: Knowledge
2. The way people react to different situations depends solely on their personality.
Ans: False Page: 43 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Comprehension
3. There is no single right or wrong trait for becoming an effective manager.
Ans: True Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Comprehension
4. People who are low on extraversion tend to be sociable, outgoing, and friendly.
Ans: False Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
5. People who are low on negative affectivity tend to be low on extroversion.
Ans: False Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
6. The tendency of a person to feel distress and to be critical of self and others is called
locus of control.
Ans: False Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
7. The tendency of a person to get along well with other workers is called positive
affectivity.
Ans: False Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-2
8. Conscientiousness has been found to be a good predictor of job performance for many
kinds of jobs, including managerial positions.
Ans: True Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
9. Managers who believe that they are responsible for their own success or failure are
said to have a high external locus of control.
Ans: False Page: 48 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Knowledge
10. Managers who believe that forces that exist outside of their own control are primarily
responsible for their own success or failure are said to have a high internal locus of
control.
Ans: False Page: 48 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Knowledge
11. Effective managers do not need to have a high internal locus of control.
Ans: False Page: 48 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Comprehension
12. Research suggests that a high need for power is not especially important for top
managers.
Ans: False Page: 49 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Comprehension
13. A manager who has a strong interest in performing challenging tasks in order to meet
his or her own standards of excellence is said to have a high need for power.
Ans: False Page: 49 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Knowledge
14. A personal conviction about lifelong goals or objectives is called a terminal value.
Ans: True Page: 50 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-3
15. The collection of feelings and beliefs that workers have about their current jobs is
known as job satisfaction, but for managers this is called organizational commitment.
Ans: False Page: 51 LO: 2 Difficulty: Easy
AACSB: 10 BT: Knowledge
16. In general, top managers tend to be less satisfied with their jobs than entry-level
workers.
Ans: False Page: 51 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
17. Satisfied managers are more likely to perform organizational citizenship behaviors
than dissatisfied managers.
Ans: True Page: 53 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
18. Satisfied managers are more likely to look for new career opportunities outside the
organization.
Ans: False Page: 53 LO: 2 Difficulty: Easy
AACSB: 10 BT: Comprehension
19. Downsizing tends to increase employee satisfaction because employees' increased
workloads make them feel more responsible and empowered.
Ans: False Page: 54 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
20. When companies lay off managers, the satisfaction level of managers who remain
tends to rise.
Ans: False Page: 54 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Knowledge
21. Organizational commitment is likely to help managers perform some of their
figurehead and spokesperson roles.
Ans: True Page: 54 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-4
22. Differences in levels of job satisfaction and organizational commitment among
managers in different countries are likely to exist.
Ans: True Page: 54 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Knowledge
23. Managers in the U.S. are better protected from being fired or laid off that those in
Germany.
Ans: False Page: 54 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Knowledge
24. People who are extraverted are more likely to experience positive moods than people
who are introverted.
Ans: True Page: 55 LO: 3 Difficulty: Moderate
AACSB: 10 BT: Knowledge
25. Emotions are more intense feelings than moods.
Ans: True Page: 56 LO: 3 Difficulty: Easy
AACSB: 10 BT: Comprehension
26. Subordinates of managers who experience positive moods at work may perform better
than subordinates of managers with negative moods.
Ans: True Page: 56 LO: 3 Difficulty: Moderate
AACSB: 10 BT: Comprehension
27. Positive moods may promote critical thinking.
Ans: False Page: 56 LO: 3 Difficulty: Moderate
AACSB: 10 BT: Comprehension
28. Emotional intelligence is about understanding and managing the moods and emotions
of others, but not oneself.
Ans: False Page: 57 LO: 4 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-5
29. Managers and workers play equally important roles in the formation of organizational
culture.
Ans: False Page: 59 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
30. The personal characteristics of the founders of organizations can have a strong
influence on the culture that is created.
Ans: True Page: 59 LO: 5 Difficulty: Easy
AACSB: 10 BT: Knowledge
31. If an organization has a strong culture, it is appropriate for us to think of that culture as
the organization's “personality”.
Ans: True Page: 59 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
32. The attraction-selection-attrition framework attempts to explain how the personality of
the founder influences the organization's culture.
Ans: True Page: 59 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
33. Managers who are satisfied with their jobs, committed to their organizations, and
experience positive moods can cause others to have similar attitudes and moods.
Ans: True Page: 61 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Knowledge
34. The process by which managers learn an organization’s values and norms is called
organizational commitment.
Ans: False Page: 62 LO: 5 Difficulty: Easy
AACSB: 10 BT: Knowledge
35. Disney is an example of an organization with a weak culture and a weak socialization
process.
Ans: False Page: 63 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-6
36. A new employee at Disney attends Disney University. This is a rite of enhancement.
Ans: False Page: 64 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
37. Rites of integration make employees feel connected to each other.
Ans: True Page: 64 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
38. How people dress in an organization is part of its “language”.
Ans: True Page: 65 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
39. Organizational culture controls the behaviors of working level employees, but not
managers.
Ans: False Page: 65 LO: 5 Difficulty: Hard
AACSB: 10 BT: Comprehension
40. Culture affects many things, but it does not affect the way the basic managerial
functions (planning, organizing, leading, and controlling) are performed.
Ans: False Page: 65 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
41. Having a strong culture is always good for an organization.
Ans: False Page: 67 LO: 5 Difficulty: Hard
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-7
Multiple Choice Questions
42. The tendency of a person to feel good about himself and the rest of the world is known
as:
A) conscientiousness.
B) openness to experience.
C) positive affectivity.
D) extroversion.
E) external locus of control.
Ans: D Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
43. Managers who tend to be sociable, outgoing, and friendly are frequently referred to as:
A) extroverts.
B) negative affectives.
C) low in self-esteem.
D) conscientious.
E) high in external locus of control.
Ans: A Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
44. Managers who score low on extroversion are frequently referred to as:
A) extroverts.
B) high in external locus of control.
C) organizational citizens.
D) introverts.
E) emotionally intelligent.
Ans: D Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-8
45. The tendency of a manager to feel negative emotions and to be critical of herself and
others is called:
A) introversion
B) conscientiousness.
C) negative affectivity.
D) openness to experience.
E) the external locus of control.
Ans: C Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge
46. The tendency of a manager to get along well with other workers is known as:
A) positive affectivity.
B) agreeableness.
C) conscientiousness.
D) extraversion.
E) internal locus of control.
Ans: B Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
47. The tendency of a manager to be careful and persevering in work-related tasks is
known as:
A) conscientiousness.
B) external locus of control.
C) organizational citizenship.
D) agreeableness.
E) openness to experience.
Ans: A Page: 44 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
48. CEO’s of major companies often exhibit high _________.
A) extraversion
B) agreeableness
C) conscientiousness
D) openness to experience
E) negative affectivity
Ans: C Page: 45 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-9
49. Managers who initiate major changes in their organizations are often high in
_________.
A) extraversion
B) agreeableness
C) conscientiousness
D) openness to experience
E) negative affectivity
Ans: D Page: 47 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Comprehension
50. Successful managers demonstrate:
A) high extraversion and low negative affectivity.
B) low extraversion and high agreeableness.
C) high openness to experience and low conscientiousness.
D) high extraversion and low conscientiousness
E) successful managers may have any combination of traits.
Ans: E Page: 48 Success in management does not depend on the possession of
any particular trait. LO: 1 Difficulty: Hard AACSB: 10 BT: Comprehension
51. Managers who believe that forces outside of their control are largely responsible for
what happens to them are said to be high in:
A) openness to experience.
B) negative affectivity.
C) internal locus of control.
D) external locus of control.
E) need for affiliation.
Ans: D Page: 48 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-10
52. The degree to which a manager feels good about himself and his capabilities is known
as:
A) need for achievement.
B) need for power.
C) need for affiliation.
D) self-esteem.
E) extraversion.
Ans: D Page: 49 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
53. According to McClelland, the extent to which a manager has a strong desire to
perform challenging tasks and to meet personal standards of excellence is known as:
A) the need for affiliation.
B) the need for achievement.
C) the need for power.
D) the need for self-esteem.
E) the need for conscientiousness.
Ans: B Page: 49 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
54. According to McClelland, the extent to which a manager is concerned with being liked
and having others get along well with each another is called:
A) the need for power.
B) the need for self-esteem.
C) the need for extraversion.
D) the need for achievement.
E) the need for affiliation.
Ans: E Page: 49 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
55. According to McClelland, the extent to which a manager has a strong desire to control
and influence others is known as:
A) the need for affiliation.
B) the need for self-esteem.
C) the need for power.
D) the need for conscientiousness.
E) the need for achievement.
Ans: C Page: 49 LO: 1 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-11
56. Research suggests that ________ and _______ are assets for middle managers.
A) high need for power; high need for affiliation
B) high need for power; high need for achievement
C) low need for affiliation; high need for achievement
D) low need for power; high need for affiliation
E) low need for power; low need for achievement
Ans: B Page: 49 LO: 1 Difficulty: Moderate
AACSB: 10 BT: Comprehension
57. A manager's personal conviction about lifelong goals is known as:
A) a terminal value.
B) an instrumental value.
C) the internal locus of control.
D) the external locus of control.
E) conscientiousness.
Ans: A Page: 50 LO: 2 Difficulty: Easy
AACSB: 10 BT: Knowledge
58. A manager's personal conviction about ways of behaving is known as:
A) a terminal value.
B) the internal locus of control.
C) conscientiousness.
D) the external locus of control.
E) an instrumental value.
Ans: E Page: 50 LO: 2 Difficulty: Easy
AACSB: 10 BT: Knowledge
59. All of the following are examples of terminal values EXCEPT:
A) a comfortable life.
B) a sense of accomplishment.
C) social recognition.
D) courage.
E) wisdom.
Ans: D Page: 50 Courage (standing up for your beliefs) is a desired mode of
conduct. LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-12
60. All of the following are examples of terminal values EXCEPT:
A) inner harmony.
B) capability.
C) a world of beauty.
D) a sense of accomplishment.
E) social recognition.
Ans: B Page: 50 Capability (competence) is a desired way of behaving.
LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension
61. All of the following are examples of instrumental values EXCEPT:
A) independence.
B) responsibility.
C) inner harmony.
D) courage.
E) capability.
Ans: C Page: 50 Inner harmony is a lifelong goal. LO: 2 Difficulty: Hard
AACSB: 10 BT: Comprehension
62. All of the following are examples of instrumental values EXCEPT:
A) ambitious.
B) helpful.
C) responsibility.
D) social recognition.
E) courage.
Ans: D Page: 50 Social recognition (respect, admiration) is a lifelong goal.
LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension
63. A manager who is self-reliant and self-sufficient is expressing which type of
instrumental value?
A) independence
B) responsibility
C) ambition
D) capability
E) helpfulness
Ans: A Page: 50 LO: 2 Difficulty: Easy
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-13
64. Carrie values freedom from inner conflict. She is expressing ________ type of
________ value.
A) wisdom; terminal
B) social recognition; instrumental
C) inner harmony; terminal
D) a sense of accomplishment; terminal
E) an exciting life; instrumental
Ans: C Page: 50 Freedom from inner conflict is inner harmony, which is a
terminal value. LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension
65. A manager wants to make a lasting contribution to her organization. This manager is
expressing which type of terminal value?
A) wisdom
B) social recognition
C) inner harmony
D) sense of accomplishment
E) comfortable life
Ans: D Page: 51 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
66. An employee who is hard working and aspires to a higher level in the organization is
expressing which type of instrumental value?
A) independence
B) responsibility
C) ambition
D) capability
E) helpfulness
Ans: C Page: 51 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
67. The collection of feelings and beliefs that a manager has about his current position is
referred to as:
A) organizational citizenship.
B) job satisfaction.
C) locus of control.
D) organizational commitment.
E) openness to experience.
Ans: B Page: 51 LO: 2 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-14
68. People who are satisfied with their jobs are more likely to:
A) quit the organization.
B) perform more OCB's.
C) be laid off.
D) have low organizational commitment.
E) be less creative.
Ans: B Page: 53 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
69. The collection of feelings and beliefs that a manager has about her organization is
known as:
A) organizational commitment.
B) locus of control.
C) organizational citizenship.
D) job satisfaction.
E) openness to experience.
Ans: A Page: 54 LO: 2 Difficulty: Easy
AACSB: 10 BT: Knowledge
70. Which of the following would NOT affect the level of job satisfaction in a country?
A) unemployment rate
B) legislation in the country
C) strength of family and community ties
D) climate
E) attitudes about relocation
Ans: D Page: 54 LO: 2 Difficulty: Moderate
AACSB: 10 BT: Comprehension
71. A feeling or state of mind is called a(n)
A) value
B) emotion
C) personality factor
D) belief
E) mood
Ans: E Page: 54 LO: 3 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-15
72. People who are high on extraversion are especially likely to experience
_____________.
A) emotions
B) negative affectivity
C) negative moods
D) positive moods
E) conscientiousness
Ans: D Page: 55 LO: 3 Difficulty: Moderate
AACSB: 10 BT: Comprehension
73. An intense, relatively short-lived feeling is called a(n):
A) emotion
B) mood
C) motivation
D) commitment
E) attitude
Ans: A Page: 56 LO: 3 Difficulty: Easy
AACSB: 10 BT: Knowledge
74. Giorgio is very upset with his co-worker Petra, who has made errors in her work that
cause Giorgio to have to work late. Giorgio is experiencing a(n):
A) personality characteristic
B) emotional intelligence incident
C) emotion
D) mood
E) scruple
Ans: C Page: 56 Anger is an emotion. LO: 3 Difficulty: Hard
AACSB: 10 BT: Application
75. Subordinates of managers who experience ________ moods at work tend to
_________.
A) positive; perform worse
B) positive; be more creative, regardless of the situation
C) negative; resign more
D) positive; be more creative, under certain conditions
E) negative; be more ethical
Ans: D Page: 56 Under some (but not all) circumstances, managers’ positive
moods enhance creativity. LO: 3 Difficulty: Hard
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-16
76. Which of the following was used by the accounting firm of Lipshutz, Levin, and Gray
to create positive moods?
A) chicken costumes
B) hula hoops
C) casual dress code
D) foghorns
E) all of the above
Ans: E Page: 56 LO: 3 Difficulty: Moderate
AACSB: 10 BT: Knowledge
77. People in negative moods tend to:
A) be more assertive in judgments
B) be poorer critical thinkers
C) be less effective at devils advocacy
D) be more satisfied with their bosses
E) make less accurate judgments
Ans: A Page: 56 LO: 3 Difficulty: Moderate
AACSB: 10 BT: Comprehension
78. The ability of a manager to understand and to manage her own emotions and the
emotions of others is known as that manager's:
A) agreeableness.
B) emotional intelligence.
C) social intelligence.
D) need for affiliation.
E) consideration.
Ans: B Page: 57 LO: 4 Difficulty: Easy
AACSB: 10 BT: Knowledge
79. Which of the following feelings is NOT an indicator of a negative mood?
A) strong
B) jittery
C) nervous
D) scornful
E) all of the above are indicators of a negative mood
Ans: A Page: 57 LO: 4 Difficulty: Moderate
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-17
80. Emotional intelligence may help managers perform the ___________ interpersonal
role.
A) resource allocator
B) monitor
C) planner
D) liaison
E) decision maker
Ans: D Page: 57 LO: 4 Difficulty: Moderate
AACSB: 10 BT: Comprehension
81. Recent theorizing and research suggest that managers' emotional intelligence may be
especially important in:
A) increasing employee turnover
B) decreasing employee satisfaction
C) decreasing employee stress
D) increasing employee creativity
E) increasing employee resistance to change
Ans: D Page: 58 LO: 4 Difficulty: Moderate
AACSB: 10 BT: Knowledge
82. An organization's culture is most like its:
A) structure
B) strategy
C) reward systems
D) personality
E) vision
Ans: D Page: 59 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
83. The “ASA” framework concerns:
A) avoidance - selection - attribution
B) attraction - selection - attrition
C) aggression - survival - activation
D) ability - skills - attitudes
E) attitude - socialization - assimilation
Ans: B Page: 59 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-18
84. The ASA framework suggests that people have become more similar to each other
through:
A) attraction of hiring managers to people similar to themselves.
B) employees who are dissimilar being more likely to leave the organization.
C) attraction of potential employees to firms that exhibit personalities like their
own.
D) all of the above
E) both A & C; but not B.
Ans: D Page: 59-60 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
85. Attraction-selection-attrition processes are most evident in:
A) large firms
B) small firms
C) manufacturing firms
D) financial firms
E) not-for-profit organizations
Ans: B Page: 60 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
86. Which of these characteristics of managers shape organizational culture?
A) mood
B) emotional intelligence
C) values
D) emotions
E) all of the above
Ans: E Page: 60 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
87. __________ are unwritten, informal rules or guidelines that prescribe appropriate
behaviors.
A) Terminal values
B) Personalities
C) Norms
D) Instrumental values
E) Cultures
Ans: C Page: 61 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-19
88. Managers try to cultivate norms that fit other factors. Which of the following is NOT
one of these factors?
A) the organization's strategy
B) the organization's language
C) the organization's task environment
D) the organization's general environment
E) the organization's technology
Ans: B Page: 61 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
89. Managers maintain and transmit culture through all but one of the following. Which
one?
A) rites
B) stories
C) language
D) technology
E) socialization
Ans: D Page: 61 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
90. Ray Kroc, McDonald's founder, insisted on __________, which became a competitive
advantage for this firm.
A) cleanliness
B) technology
C) state-of-the-art technology
D) quality food
E) high wages for workers
Ans: A Page: 62 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Knowledge
91. Bill Gates, Microsoft's founder, insisted on __________, which became a competitive
advantage for this firm.
A) business attire
B) customer service
C) being an individual
D) low wages
E) centralized control
Ans: C Page: 62 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-20
92. The process by which newcomers to an organization learn the values and norms is:
A) accumulation
B) socialization
C) attribution
D) attitude adjustment
E) embedding
Ans: B Page: 62 LO: 5 Difficulty: Easy
AACSB: 10 BT: Knowledge
93. Walt Disney Company is known for its strong ________ which focuses most heavily
on ________.
A) corporate strategy; low prices
B) socialization program; helpfulness
C) culture; creativity
D) culture; technology
E) socialization program; individualism
Ans: B Page: 63 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Knowledge
94. Rites of _________ determine how individuals enter, advance within, or leave the
organization.
A) passage
B) integration
C) ceremony
D) enhancement
E) celebration
Ans: A Page: 63 LO: 5 Difficulty: Easy
AACSB: 10 BT: Knowledge
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-21
95. XYZ Company holds an annual 4th of July picnic. In addition to giving employees a
chance to have fun, top management also presents award to top performers. This is a
rite of:
A) passage
B) integration
C) celebration
D) ceremony
E) enhancement
Ans: E Page: 64 Rites of enhancement such as award dinners reinforce an
organization’s values and norms. LO: 5 Difficulty: Hard
AACSB: 10 BT: Application
96. Employee promotions at ABC Company appear in the local newspaper. This is an
example of :
A) a rite of passage
B) a rite of integration
C) a story
D) language
E) a rite of enhancement
Ans: E Page: 64 Rites of enhancement such as award dinners reinforcement an
organization’s values and norms. LO: 5 Difficulty: Hard
AACSB: 10 BT: Application
97. How workers in a particular organization dress is part of the organization’s:
A) rites
B) values
C) stories
D) socialization
E) language
Ans: E Page: 65 LO: 5 Difficulty: Easy
AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-22
98. An organization's culture influences how managers __________.
A) control
B) plan
C) lead
D) organize
E) all of the above
Ans: E Page: 65 LO: 5 Difficulty: Moderate
AACSB: 10 BT: Comprehension
Essay Questions
99. Researchers frequently refer to the "Big Five" personality traits. Discuss any three of
these traits and explain the advantages and disadvantages of each for managers.
Ans:
These traits are extroversion, negative affectivity, agreeableness, conscientiousness,
and openness to experience. All of them have advantages and disadvantages in terms
of their effect on the effectiveness of a manager.
Page: 43-47 LO: 1 Difficulty: Moderate AACSB: 10 BT: Comprehension
100. Managers can have very different points of view about how much control they have
over what happens to them on the job and in their personal lives. Discuss the two loci
of control and explain the advantages and disadvantages of each in terms of possible
impact on the effectiveness of managers. Show that you understand these concepts by
giving an example of each locus from the perspective of a student explaining her
performance on a recent test.
Ans:
Managers who have a high internal locus of control feel that they are themselves
primarily responsible for what happens to them both on the job and in their personal
lives. Managers who have a high external locus of control believe that outside forces
over which they have little control are the primary determinants of what happens to
them.
Page: 48 LO: 1 Difficulty: Hard AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-23
101. David McClelland has done extensive research on the various "needs" of managers.
Discuss the three major types of needs of managers according to McClelland and
explain their possible advantages and disadvantages on the effectiveness of a manager.
Ans:
McClelland has researched the need for achievement, the need for affiliation, and the
need for power. These needs react differently depending on the level which the
manager occupies within the organization and where that manager is in terms of his or
her career development stages.
Page: 49 LO: 1 Difficulty: Hard AACSB: 10 BT: Comprehension
102. Researchers have studied the concept of "organizational commitment." Discuss the
meaning of this concept and explain how workers with high or low organizational
commitment are likely to act differently on the job.
Ans:
Organizational commitment is the set of beliefs and feelings a manager has about his
or her organization. Committed managers are more likely to go "above and beyond
the call of duty" to their organization and are more likely to stay with their
organization for longer periods of time.
Page: 54 LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension
103. Define the concept of “emotional intelligence”. How does having emotional
intelligence help managers?
Ans:
Emotional intelligence (EI) is the ability to understand one's own and others' moods
and emotions. It helps managers because it helps managers manage their own stress
and also to perform their interpersonal roles.
Page: 57-58 LO: 4 Difficulty: Moderate AACSB: 10 BT: Comprehension
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-24
104. What is organizational culture? Where does it come from?
Ans:
Organizational culture is the set of shared values, norms, standards, and expectations
that influence the way members of the organization interact and cooperate. All
members can influence organizational culture, but managers are more likely to play a
strong role, particularly the founder. The attraction-selection-attrition framework
describes how this occurs. First, founders of organizations tend to hire people with
similar personalities and values as their own. Second, similar employees are more
likely to stay, and others to leave. Thus, as an organization grows, its membership
becomes more similar. This is reinforced, then, by the employees themselves in new
hiring and in socialization of new employees.
Page: 59-61 LO: 5 Difficulty: Moderate AACSB: 10 BT: Comprehension
105. Explain the ASA Model. How does it help explain the formation of organizational
cultures? Give an example.
Ans:
ASA stands for attraction-selection-attrition. It proposes that when founders hire
employees for their new ventures, they tend to be attracted to and choose employees
whose personalities are similar to their own. These similar employees are more likely
to stay with the organization. Dissimilar employees, if hired, are more likely to leave.
Thus, the overall tendency is for people in the organization to have similar
personalities that shape organizational culture.
Page: 59-60 LO: 5 Difficulty: Moderate AACSB: 10 BT: Application
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-25
106. What is socialization? How does it occur? Why is it important for organizations?
Give an example of a socialization experience you have gone through or observed in
your life.
Ans:
Socialization is the process by which an organization influences its new members to
accept its values and norms, and learn the work behaviors they need to perform
effectively. When socialization is successful, new member internalize the
organization's values and norms and behave consistently with them, believing that
they are behaving in the right and proper way.
Socialization occurs when organizations put newcomers through a series of
experiences – most commonly, training programs – that give them knowledge and
skills to perform their new jobs, but also stress the values the organization wishes
employees to accept. Socialization is important because it is essential to support a
strong culture, which can in turn lead to effective organizational performance.
Page: 62-63 LO: 5 Difficulty: Hard AACSB: 10 BT: Comprehension
107. Explain what organizational rites are. What are the different types? Give an example
of each.
Ans:
Rites are formal events that recognize events of importance to the organization and its
employees. Rites of passage mark how individuals enter, advance within or leave the
organization. Rites of integration build and reinforce common bonds among
members. Rites of enhancement publicly reward and recognize employees'
contributions, thus strengthening their commitment to the organization.
Page: 63-65 LO: 5 Difficulty: Moderate AACSB: 10 BT: Application
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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a
Person
TB-26
108. Explain the relationship between organizational culture, managerial action, and
organizational effectiveness. Give an example of this relationship..
Ans:
An organization's culture shapes and controls the behavior of all employees, including
managers. Thus, it influences the way managers perform their four basic functions:
planning, organizing, leading, and controlling. If managers buy into an organization's
culture, norms and values, the manager will perform her functions in a way that is
consistent with other members of the organization. Further, if the culture is
appropriate for the organization's strategy, task and general environment, and
technology, the manager's work will help the organization perform well.
Page: 65-67 LO: 5 Difficulty: Hard AACSB: 10 BT: Application