Essentials-of-Contemporary-Management-5th-Edition-J
ones-Test-Bank Ch 02 answers key
02 Key
1. Personality traits are the enduring tendencies to feel, think, and act in certain ways.
TRUE
All people, including managers, have certain enduring characteristics that influence how they think,
feel, and behave both on and off the job. These characteristics are personality traits: particular
tendencies to feel, think, and act in certain ways that can be used to describe the personality of every
individual.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #1
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
2. The effectiveness of managers is determined by a complex interaction between the characteristics of
managers and the nature of the job and organization in which they are working.
TRUE
No single trait is right or wrong for being an effective manager. Rather, effectiveness is determined
by a complex interaction between the characteristics of managers and the nature of the job and
organization in which they are working. Moreover, personality traits that enhance managerial
effectiveness in one situation may impair it in another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #2
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
3. Personality traits enhance managerial effectiveness in all situations.
FALSE
Personality traits that enhance managerial effectiveness in one situation may impair it in another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #3
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
4. Managers who are low on extraversion are not efficient even in jobs that require very little social
interaction.
FALSE
Managers who are low on extraversion may be highly effective and efficient, especially when their
jobs do not require much social interaction. Their quieter approach may enable them to accomplish
quite a bit of work in limited time.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #4
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
,5. The tendency of a manager to feel distressed and to be critical of himself/herself and others is called
negative affectivity.
TRUE
Negative affectivity is the tendency to experience negative emotions and moods, feel distressed, and
be critical of oneself and others. Managers high on this trait may often feel angry and dissatisfied and
complain about their own and others' lack of progress.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #5
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
6. Managers who are low on agreeableness are, in all likelihood, strongly antagonistic most of the
time.
FALSE
Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic,
uncooperative, and even at times antagonistic.
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Jones - Chapter 02 #6
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
7. A low level of agreeableness is an asset in managerial jobs that actually requires that managers be
antagonistic.
TRUE
Being high on agreeableness may be especially important for managers whose responsibilities require
that they develop good, close relationships with others. Nevertheless, a low level of agreeableness
may be an asset in managerial jobs that actually require that managers be antagonistic, such as drill
sergeants and some other kinds of military managers.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #7
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
8. Managers who are high on the conscientiousness continuum are organized and self-disciplined.
TRUE
Conscientiousness is the tendency to be careful, scrupulous, and persevering. Managers who are high
on the conscientiousness continuum are organized and self-disciplined; those who are low on this trait
might sometimes appear to lack direction and self-discipline.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #8
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
,9. Managers who are low on openness might be an asset in certain organizations and positions.
TRUE
Managers who are low on openness to experience may be less prone to take risks and more
conservative in their planning and decision making. In certain organizations and positions, this
tendency might be an asset.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #9
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
10. Managers need an external locus of control because they are responsible for what happens in
organizations.
FALSE
People with an internal locus of control believe they themselves are responsible for their own fate;
they see their own actions and behaviors as being major and decisive determinants of important
outcomes. Managers need an internal locus of control because they are responsible for what happens
in organizations; they need to believe they can and do make a difference.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #10
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
11. Since managers are accountable for ensuring that organizations and their members behave in an
ethical fashion, they need an external locus of control.
FALSE
Managers need an internal locus of control because they are responsible for what happens in
organizations; they need to believe they can and do make a difference. Moreover, managers are
responsible for ensuring that organizations and their members behave in an ethical fashion, and for
this as well they need an internal locus of control—they need to know and feel they can make a
difference.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #11
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
12. The need for achievement is the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having the people around him/her get along
with one another.
FALSE
The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. The need for affiliation is the
extent to which an individual is concerned about establishing and maintaining good interpersonal
relations, being liked, and having the people around him/her get along with one another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #12
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
, 13. The need for affiliation is the extent to which a manager has a strong interest in performing
challenging tasks well and to meet personal standards of excellence.
FALSE
The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. The need for affiliation is the
extent to which an individual is concerned about establishing and maintaining good interpersonal
relations, being liked, and having the people around him/her get along with one another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #13
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
14. Research suggests that a high need for affiliation is especially important for upper-level managers.
FALSE
Research suggests that high needs for achievement and for power are assets for first-line and middle
managers and that a high need for power is especially important for upper-level managers. A high
need for affiliation may not always be desirable in managers because it might lead them to try too hard
to be liked by others rather than doing all they can to ensure that performance is as high as it can and
should be.
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Jones - Chapter 02 #14
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
15. A personal conviction about lifelong goals or objectives is called a terminal value.
TRUE
The two kinds of personal values are terminal and instrumental. A terminal value is a personal
conviction about lifelong goals or objectives; an instrumental value is a personal conviction about
desired modes of conduct or ways of behaving.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #15
Learning Objective: 02-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values, Attitudes, and Moods and Emotions
16. The terminal and instrumental values that are guiding principles in an individual's life are known as
norms.
FALSE
The terminal and instrumental values that are guiding principles in an individual's life are known as
value systems.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #16
Learning Objective: 02-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values, Attitudes, and Moods and Emotions
ones-Test-Bank Ch 02 answers key
02 Key
1. Personality traits are the enduring tendencies to feel, think, and act in certain ways.
TRUE
All people, including managers, have certain enduring characteristics that influence how they think,
feel, and behave both on and off the job. These characteristics are personality traits: particular
tendencies to feel, think, and act in certain ways that can be used to describe the personality of every
individual.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #1
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
2. The effectiveness of managers is determined by a complex interaction between the characteristics of
managers and the nature of the job and organization in which they are working.
TRUE
No single trait is right or wrong for being an effective manager. Rather, effectiveness is determined
by a complex interaction between the characteristics of managers and the nature of the job and
organization in which they are working. Moreover, personality traits that enhance managerial
effectiveness in one situation may impair it in another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #2
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
3. Personality traits enhance managerial effectiveness in all situations.
FALSE
Personality traits that enhance managerial effectiveness in one situation may impair it in another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #3
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
4. Managers who are low on extraversion are not efficient even in jobs that require very little social
interaction.
FALSE
Managers who are low on extraversion may be highly effective and efficient, especially when their
jobs do not require much social interaction. Their quieter approach may enable them to accomplish
quite a bit of work in limited time.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #4
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
,5. The tendency of a manager to feel distressed and to be critical of himself/herself and others is called
negative affectivity.
TRUE
Negative affectivity is the tendency to experience negative emotions and moods, feel distressed, and
be critical of oneself and others. Managers high on this trait may often feel angry and dissatisfied and
complain about their own and others' lack of progress.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #5
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
6. Managers who are low on agreeableness are, in all likelihood, strongly antagonistic most of the
time.
FALSE
Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic,
uncooperative, and even at times antagonistic.
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Jones - Chapter 02 #6
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
7. A low level of agreeableness is an asset in managerial jobs that actually requires that managers be
antagonistic.
TRUE
Being high on agreeableness may be especially important for managers whose responsibilities require
that they develop good, close relationships with others. Nevertheless, a low level of agreeableness
may be an asset in managerial jobs that actually require that managers be antagonistic, such as drill
sergeants and some other kinds of military managers.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #7
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
8. Managers who are high on the conscientiousness continuum are organized and self-disciplined.
TRUE
Conscientiousness is the tendency to be careful, scrupulous, and persevering. Managers who are high
on the conscientiousness continuum are organized and self-disciplined; those who are low on this trait
might sometimes appear to lack direction and self-discipline.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #8
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
,9. Managers who are low on openness might be an asset in certain organizations and positions.
TRUE
Managers who are low on openness to experience may be less prone to take risks and more
conservative in their planning and decision making. In certain organizations and positions, this
tendency might be an asset.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #9
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
10. Managers need an external locus of control because they are responsible for what happens in
organizations.
FALSE
People with an internal locus of control believe they themselves are responsible for their own fate;
they see their own actions and behaviors as being major and decisive determinants of important
outcomes. Managers need an internal locus of control because they are responsible for what happens
in organizations; they need to believe they can and do make a difference.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #10
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
11. Since managers are accountable for ensuring that organizations and their members behave in an
ethical fashion, they need an external locus of control.
FALSE
Managers need an internal locus of control because they are responsible for what happens in
organizations; they need to believe they can and do make a difference. Moreover, managers are
responsible for ensuring that organizations and their members behave in an ethical fashion, and for
this as well they need an internal locus of control—they need to know and feel they can make a
difference.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #11
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
12. The need for achievement is the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having the people around him/her get along
with one another.
FALSE
The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. The need for affiliation is the
extent to which an individual is concerned about establishing and maintaining good interpersonal
relations, being liked, and having the people around him/her get along with one another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #12
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
, 13. The need for affiliation is the extent to which a manager has a strong interest in performing
challenging tasks well and to meet personal standards of excellence.
FALSE
The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. The need for affiliation is the
extent to which an individual is concerned about establishing and maintaining good interpersonal
relations, being liked, and having the people around him/her get along with one another.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #13
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
14. Research suggests that a high need for affiliation is especially important for upper-level managers.
FALSE
Research suggests that high needs for achievement and for power are assets for first-line and middle
managers and that a high need for power is especially important for upper-level managers. A high
need for affiliation may not always be desirable in managers because it might lead them to try too hard
to be liked by others rather than doing all they can to ensure that performance is as high as it can and
should be.
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Jones - Chapter 02 #14
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Enduring Characteristics: Personality Traits
15. A personal conviction about lifelong goals or objectives is called a terminal value.
TRUE
The two kinds of personal values are terminal and instrumental. A terminal value is a personal
conviction about lifelong goals or objectives; an instrumental value is a personal conviction about
desired modes of conduct or ways of behaving.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #15
Learning Objective: 02-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values, Attitudes, and Moods and Emotions
16. The terminal and instrumental values that are guiding principles in an individual's life are known as
norms.
FALSE
The terminal and instrumental values that are guiding principles in an individual's life are known as
value systems.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Jones - Chapter 02 #16
Learning Objective: 02-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values, Attitudes, and Moods and Emotions
