Chapter 02 Values, Attitudes, Emotions and Culture: the Manager As a Person

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Chapter 02

Values, Attitudes, Emotions and Culture: The Manager as a Person

True / False Questions

1.The way people react to different situations depends solely on their personality.
TrueFalse

2.There is no single right or wrong trait for becoming an effective manager.
TrueFalse

3.People who are low on extraversion tend to be sociable, outgoing, and friendly.
TrueFalse

4.Jack is low on extraversion. It will never be possible for him to be an effective and efficient manager.
TrueFalse

5.People who are low on negative affectivity tend to be low on extraversion.
TrueFalse

6.It is more pleasant to work with a manager who is high on extraversion than a manager who is high in negative affectivity.
TrueFalse

7.The tendency of a person to feel distress and to be critical of self and others is called locus of control.
TrueFalse

8.The tendency of a person to get along well with other workers is called positive affectivity.
TrueFalse

9.Persistence and determination are associated with high levels of conscientiousness.
TrueFalse

10.Sarah is a portfolio manager at a leading financial services company. She believes that her stock picking skills have a direct and strong correlation with the performance of her portfolio, unlike some of her peers who tend to blame extraneous factors when the going gets tough. Sarah is said to have an internal locus of control.
TrueFalse

11.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.
TrueFalse

12.Effective managers do not need to have a high internal locus of control.
TrueFalse

13.Research suggests that a high need for power is not important for top managers.
TrueFalse

14.The strong desire to meet personal standards for excellence is often associated with an individual having a high need for affiliation.
TrueFalse

15.A terminal value is a personal conviction about lifelong goals or objectives.
TrueFalse

16.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.
TrueFalse

17.In general, top managers tend to be less satisfied with their jobs than entry-level workers.
TrueFalse

18.Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers.
TrueFalse

19.The threat of unemployment is a major source of dissatisfaction for top level managers.
TrueFalse

20.Emily considers herself to be fortunate because she could hold on to her job, while two of her peers were laid off in a recent round of restructuring at her company. One would expect Emily's satisfaction level to be much higher than before.
TrueFalse

21.Organizational commitment is inversely proportional to the managers' belief in organizational values.
TrueFalse

22.Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles.
TrueFalse

23.Generally, employed managers in countries with extremely high unemployment rates would tend to have higher levels of job satisfaction than their counterparts in countries with low unemployment rates and ample opportunities.
TrueFalse

24.Managers in the U.S. are better protected from being fired or laid off than managers in Germany or France.
TrueFalse

25.People who are high on negative affectivity are especially likely to experience negative moods.
TrueFalse

26.Emotions are more intense feelings than moods.
TrueFalse

27.Research suggests that both positive and negative mood states have the potential to contribute to creativity in different ways.
TrueFalse

28.Negative moods are completely detrimental to critical thinking.
TrueFalse

29.Emotional intelligence is all about understanding and managing one's own moods.
TrueFalse

30.Managers and workers play an equally important role in the formation of organizational culture.
TrueFalse

31.The personal characteristics of the founders of organizations can have a strong influence on the culture that is created.
TrueFalse

32.The typical or dominant personality profile of organizational members determines and shapes organizational culture.
TrueFalse

33.The attraction-selection-attrition framework attempts to explain how the personality of the founder influences the organization's culture.
TrueFalse

34.Similarity in employee perspectives is most conducive to organizational effectiveness.
TrueFalse

35.Managers who are satisfied with their jobs, committed to their organizations, and experience positive moods can cause others to have similar attitudes and moods.
TrueFalse

36.The process by which managers learn an organization's values and norms is called organizational commitment.
TrueFalse

37.Typically, organizational members internalize an organization's values and norms and behave in accordance with them mostly because they are forced to.
TrueFalse

38.New recruits at Disney attend the Disney University to learn the organizational culture and their part in it. This is an example of a rite of enhancement.
TrueFalse

39.Rites of integration make employees feel connected to each other.
TrueFalse

40.The strict dress code of a security agency forms part of this organization's "language."
TrueFalse

41.Organizational culture controls the behaviors of working level employees, but not managers.
TrueFalse

42.Organizational culture affects many things, but it does not affect the way the basic managerial functions (planning, organizing, leading, and controlling) are performed.
TrueFalse

43.Having a strong culture is always good for an organization.
TrueFalse

Multiple Choice Questions

44.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.extraversion.
E.external locus of control.

45.John works as an associate manager in a consulting firm. He is liked by most of the employees because he is open, empathetic to their problems, and very friendly. Which of the following best describes John's personality?
A.High on extraversion
B.High in negative affectivity
C.Low on extraversion
D.Low self-esteem
E.High on external locus of control

46.Managers who score low on extraversion are:
A.called extroverts.
B.high on external locus of control.
C.called organizational citizens.
D.called introverts.
E.high on openness to experience.

47.Ross is a senior accountant in an audit firm. He is always angry and keeps complaining about the quality of work he receives, the pressures imposed by his superiors, the culture of the organization, and his inability to handle stress. Ross scores:
A.high on extraversion.
B.high on agreeableness.
C.high on negative affectivity.
D.high on conscientiousness.
E.high on openness to experience.

48.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.

49.Wally is often criticized by his manager as an individual who lacks direction and self-discipline. If this opinion is true, Wally would score:
A.low on conscientiousness.
B.low on openness to experience.
C.low on negative affectivity.
D.low on agreeableness.
E.low on extraversion.

50.CEO's of major companies often exhibit:
A.low extraversion.
B.high agreeableness.
C.high conscientiousness.
D.low openness to experience.
E.high negative affectivity.

51.Managers who initiate major changes in their organizations are often high on:
A.extraversion.
B.agreeableness.
C.conscientiousness.
D.openness to experience.
E.negative affectivity.

52.Ray is a manager of a fiscal office in a public hospital. He must ensure that all departments and units follow the hospital's rules and regulations pertaining to budgets, spending accounts, and expense reimbursements. Which of the following personality traits can be an asset for Ray?
A.High extraversion
B.High agreeableness
C.High openness to experience
D.Low conscientiousness
E.Low openness to experience

53."The fate of every individual is decided before he/she is born, and there is nothing one can do to change it." An individual who believes in this phrase would:
A.score high on openness to experience.
B.score high on negative affectivity.
C.have an internal locus of control.
D.have an external locus of control.
E.have a high need for affiliation.

54.Grace believes that she is competent, deserving, and capable of handling most difficult situations. Grace has:
A.low need for achievement.
B.high need for power.
C.high need for affiliation.
D.high self-esteem.
E.high extraversion.

55.According to David 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.

56.Kevin is a media manager at an advertising firm. He is always concerned about maintaining good relations with both his superiors and subordinates. This has had a negative impact on his team's performance on many occasions. Kevin would score high on:
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.

57.According to David 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.

58.A manager's personal conviction about lifelong goals is an example of:
A.a terminal value.
B.an instrumental value.
C.an internal locus of control.
D.an external locus of control.
E.his/her level of conscientiousness.

59.A manager's personal conviction about ways of behaving is an example of:
A.a terminal value.
B.an internal locus of control.
C.his/her level of conscientiousness.
D.an external locus of control.
E.an instrumental value.

60.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.

61.Which of the following is an example of an instrumental value?
A.Inner harmony
B.Capability
C.A world of beauty
D.A sense of accomplishment
E.Social recognition

62.All of the following are examples of instrumental values EXCEPT:
A.independence.
B.responsibility.
C.inner harmony.
D.courage.
E.capability.

63.All of the following are examples of instrumental values EXCEPT:
A.being ambitious.
B.being helpful.
C.responsibility.
D.social recognition.
E.courage.

64.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

65.Upon joining a new firm, Carrie understands from her colleagues that the organization places a high value personal integrity and does not tolerate any sort of unethical behavior. Such unwritten, informal codes of conduct are referred to as:
A.rites.
B.norms.
C.instrumental values.
D.legends.
E.language.

66.A manager wants to make a lasting contribution to her organization is expressing which of the following terminal values?
A.Wisdom
B.Social recognition
C.Inner harmony
D.Sense of accomplishment
E.Comfortable life

67.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

68.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.

69.Managers who perform "above and beyond the call of duty" behaviors do so because they have:
A.low negative affectivity.
B.high job satisfaction.
C.low conscientiousness.
D.low organizational commitment.
E.low openness for experience.

70.The collection of feelings and beliefs that managers have about their organizations is known as:
A.organizational commitment.
B.locus of control.
C.organizational citizenship.
D.job satisfaction.
E.openness to experience.

71.Which of the following would NOT directly 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

72.A feeling or state of mind is called a(n):
A.value.
B.emotion.
C.personality factor.
D.belief.
E.mood.

73.People who are _____ are especially likely to experience positive moods.
A.low on extraversion
B.high on negative affectivity
C.low on openness to experience
D.high on extraversion
E.low on conscientiousness

74.An intense, relatively short-lived feeling is called a(n):
A.emotion.
B.mood.
C.motivation.
D.commitment.
E.attitude.

75.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.

76.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

77.The ability of a manager to understand and to manage her own emotions and the emotions of others is known the manager's:
A.agreeableness.
B.emotional intelligence.
C.social intelligence.
D.need for affiliation.
E.consideration.

78.Janet is appreciated by her colleagues for her ability to understand the moods and emotions of people around her. She is also able to cope with feelings of stress and anxiety that she feels occasionally because she clearly understands her own personality. Which of the following is being described here?
A.Resource allocation
B.Internal locus of control
C.Introversion
D.Emotional intelligence
E.Risk aversion

79.Recent theorizing and research suggest that managers' emotional intelligence may be especially important in:
A.increasing employee turnover.
B.decreasing employee satisfaction.
C.increasing employee stress.
D.increasing employee creativity.
E.increasing employee resistance to change.

80.An organization's culture is most like its:
A.structure.
B.strategy.
C.reward systems.
D.personality.
E.vision.

81.The "ASA" framework concerns:
A.avoidance - selection - attribution.
B.attraction - selection - attrition.
C.aggression - survival - activation.
D.ability - skills - attitudes.
E.attitude - socialization - assimilation.

82.Kenneth is interviewing a group of equally qualified employees for his new retail outlet. According to the ASA framework, he is most likely to hire an individual who has:
A.a lot of experience in the field.
B.a personality that is unlike himself.
C.strong leadership skills.
D.a personality similar to his own.
E.strong marketing skills.

83.Which of the following posits that when founders hire employees for their new ventures, they tend to choose employees whose personalities are similar to their own?
A.AIDA framework
B.Affinity model
C.Portfolio model
D.Socialization framework
E.ASA framework

84.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.

85._____ are unwritten, informal rules or guidelines that prescribe appropriate behavior in particular situations.
A.Transitional values
B.Personalities
C.Norms
D.Instrumental values
E.Cultures

86.According to the ASA model, it is clear that _____ can have profound and long-lasting effects on organizational culture.
A.key people who quit
B.founders of an organization
C.legislation
D.the competitive environment
E.the organization's technology

87.Managers maintain and transmit culture through all of the following EXCEPT:
A.rites.
B.stories.
C.language.
D.technology.
E.socialization.

88.The process by which newcomers to an organization learn the values and norms is:
A.accumulation.
B.organizational socialization.
C.organizational attribution.
D.attitude adjustment.
E.organizational embedding.

89.As a result of their _____ experiences, organizational members internalize an organization's values and norms and behave in accordance with them not only because they think they have to but because they think that these values and norms describe the right and proper way to behave.
A.accumulation
B.rationalization
C.attribution
D.socialization
E.affectivity

90.Raw recruits into the military go through a rigorous process that aims at submerging their individuality for the common good of their unit. Such processes are examples of:
A.acclimatization.
B.rationalization.
C.attribution.
D.socialization.
E.adaptation.

91.Rites of _____ determine how individuals enter, advance within, or leave the organization.
A.passage
B.integration
C.ceremony
D.enhancement
E.celebration

92.Rites of ______might be shared announcements of organizational successes, office parties, and company cookouts.
A.passage
B.integration
C.ceremony
D.enhancement
E.celebration

93.Raw recruits into the military go through a rigorous process that aims at submerging their individuality for the common good of their unit. Such processes are examples of rites of:
A.passage.
B.integration.
C.celebration.
D.ceremony.
E.enhancement.

94.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.

95.Which of the following is an example of rites of integration?
A.Induction meeting
B.A basic training session
C.A Thanksgiving party
D.An annual award ceremony
E.A boot camp

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.

97.How workers in a particular organization dress is part of the organization's:
A.rites.
B.values.
C.stories.
D.socialization.
E.language.

98.All of the following are major managerial functions EXCEPT:
A.controlling.
B.planning.
C.leading.
D.organizing.
E.rationalizing.

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.

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.

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.

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.

103.Do emotions trigger moods or is it the other way? Discuss.

104.Define the concept of "emotional intelligence". How does having emotional intelligence help managers?

105.What is organizational culture? Where does it come from?

106.Explain the ASA Model. How does it help explain the formation of organizational cultures? Give an example.

107.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.