Test Bank for Organizational Behavior 15th Edition by Robbins and Judge

Test Bank for Organizational Behavior 15th Edition by Robbins and Judge Organizational Behavior, 15e(Robbins/Judge) Chapter 1 What Is Organizational Behavior? MULTIPLE CHOICE 1. Successful managers and entrepreneurs recognize that: a. technical knowledge is all that is needed for success. b. interpersonal skills are not important. c. technical skills are necessary, but insufficient, for succeeding in management. d. an understanding of human behavior does not impact effectiveness ( Challenging; pp. 2-3) What Managers Do 2. Which one of the following is not considered an organization? a. church b. university c. a military unit d. all 45-year-old adults in a community ( Easy; p. 4) 3. A(n) is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. a. organization b. unit c. team d. ethnic group ( Moderate; p. 4) 4. The four management functions include all of the following except: a. controlling. b. planning. c. staffing. d. organizing. ( Moderate; p. 4) 5. includes defining an organization’s goals and establishing an overall strategy for achieving these goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities. a. Controlling b. Planning c. Leading d. Coordinating ( Moderate; p. 4) 6. The determination of how tasks are to be grouped is part of which management function? a. planning b. leading c. controlling d. organizing ( Easy; p. 4) 7. The organizing function includes a determination of which of the following? a. what tasks are to be done b. who is to do these tasks c. who reports to whom d. all of the above ( Moderate; p. 4) 8. Every organization contains people, and it is management’s job to direct and coordinate these people. This is the function. a. planning b. leading c. controlling d. organizing ( Moderate; p.4) 9. According to Henry Mintzberg, the ten managerial roles can be grouped into three categories. Which of the following is not one of these groups? a. concern with the interpersonal relationships b. the transfer of information c. decision making d. liaison roles ( Challenging; Exh. 1-1; p. 6. ) 10. An example of Mintzberg’s interpersonal management role is: a. spokesperson. b. leader. c. negotiator. d. monitor. ( Moderate; Exh. 1-1; p. 6) 11. When a manager searches the organization and its environment for opportunities and initiates projects to bring about change, the manager is acting in which role? a. negotiator b. entrepreneur c. disturbance handler d. resource allocator ( Challenging; Exh. 1-1; p. 6) 12. Which of the following is not an essential management skill identified by Robert Katz? a. technical b. computer c. human d. conceptual ( Moderate; p. 5) 13. When managers have the mental ability to analyze and diagnose complex situations, they possess: a. technical skills. b. computer skills. c. human skills. d. conceptual skills. ( Challenging; pp. 6-7 ) 14. Which one of the following would not be considered a human skill? a. completing accounting reports b. communicating c. resolving conflicts d. working as part of a team ( Moderate; pp 5-6) 15. According to Luthans and his associates, which of the following is not considered a part of traditional management? a. interacting with outsiders b. decision making c. controlling d. planning ( Moderate; p. 7) 16. Which of Luthan’s managerial activities involves socializing, politicking, and interacting with outsiders? a. traditional management b. communication c. human resource management d. networking ( Challenging; p. 7 ) 17. According to Luthans, successful managers spent more of their time on than on any other activity. a. traditional management b. human resource management c. networking d. communicating ( Challenging; p. 8) 18. A common thread running through the functions, roles, skills, and activities approaches to management recognizes the importance of: a. managing technology. b. managing people. c. politicking. d. being efficient. ( Moderate; p. 8) Enter Organizational Behavior 19. Organizational behavior is all of the following except: a. a field of study. b. an applied field. c. an intuitive analysis of human behavior. d. studying what people do in an organization. ( Moderate; p. 8) 20. is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness. a. Organizational development b. Management c. Organizational behavior d. People management ( Easy; p. 8) 21. Which of the following is not a core topic of organizational behavior? a. motivation b. attitude development c. conflict d. computers ( Easy; p. 8 ) 22. According to the text, the best approach for obtaining knowledge about human behavior is a. the common sense approach. b. an observational approach. c. a systematic approach. d. a theoretical approach. ( Easy; p. 10) 23. A major theme in your textbook is that behavior is not: a. caused. b. random. c. consistent. d. predictable. ( Easy; p. 9) 24. If we know how a person perceives a situation and what is important to him/her, then behavior is generally a. predictable. b. predetermined. c. uncontrollable. d. controllable. ( Moderate; p. 9) 25. Fundamental consistencies allow of behavior. a. observation b. systematizing c. research d. predictability ( Moderate; pp. 9-10) 26. Behavior is generally and the of behavior is a means to making reasonably accurate predictions. a. predetermine observation b. predictable; systematic study c. controllable; theoretical application d. uncontrollable; systematic study ( Moderate; p. 10) 27. includes analyzing relationships, determining causes and effects, and basing conclusions on scientific evidence. a. Organizational behavior b. The observational approach to understanding organizational behavior c. A theoretical approach to organizational behavior d. A systematic study of organizational behavior ( Moderate; p. 10) 28. In the study of OB, intuition is replaced by: a. systematic study. b. generalization. c. listening. d. prediction. ( Easy; p. 10) Contributing Disciplines to the OB Field 29. Organizational behavior is built upon contributions from all of the following disciplines except: a. humanities. b. psychology. c. anthropology. d. political science. ( Moderate; p. 11) 30. The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals is: a. psychiatry. b. psychology. c. sociology. d. political science. ( Moderate; p. 12) 31. Which behavioral science discipline has made the most significant contribution to understanding individual behavior? a. sociology b. social psychology c. psychology d. anthropology ( Moderate; p. 12) 32. The OB topic of motivation has been most influenced by which behavioral science discipline? a. psychology b. social psychology c. sociology d. political science ( Moderate; p. 12) 33. The most significant contribution to OB in the area of formal organization theory and structure has been made by: a. psychology. b. sociology. c. anthropology. d. political science. ( Moderate; p. 12) 34. studies people in relation to their fellow human beings. a. Psychology b. Sociology c. Anthropology d. Political science ( Moderate; p. 12) 35. The science that focuses on the influence of people on one another is: a. psychology. b. anthropology. c. political science. d. social psychology. ( Moderate; p. 12) 36. One of the major areas receiving considerable investigation from social psychologists has been: a. change. b. motivation. c. job satisfaction. d. job stress. ( Challenging; p. 12 ) 37. The OB subject of “organizational culture” has been most influenced by which behavioral science discipline? a. anthropology b. psychology c. social psychology d. political science ( Moderate; p. 12) 38. has helped us understand differences in fundamental values, attitudes, and behavior between people in different countries. a. Anthropology b. Psychology c. Social psychology d. Political science ( Challenging; p. 12) 39. Topics of study in political science include all of the following except: a. structuring of conflict. b. the social system in which individuals fill their roles. c. allocation of power. d. how people manipulate power for individual self interest. ( Challenging; p. 12) There are Few Absolutes in OB 40. Which of the following is the best description of OB’s current state? a. It is based on universal truths. b. It is based on contingencies. c. There is little disagreement among OB researchers and scholars. d. Cause-effect principles have been isolated which tend to apply to all situations. ( Moderate; p. 13) Challenges and Opportunities for OB 41. Whereas focuses on differences between people from different countries, addresses differences among people within given countries. a. workforce diversity; globalization b. globalization; workforce diversity c. culture; diversity d. culturization; workforce diversity ( Challenging; pp. 14-15) 42. means that organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. a. Globalization b. Workforce diversity c. Affirmative action d. Organizational culture ( Easy; p. 15) 43. The assumption is being replaced by one that recognizes and values . a. melting pot; differences b. melting pot; similarities c. diversity; differences d. heterogeneous; similarities ( Moderate; p. 15) 44. Which of the following is not ? a. Currently, 46 percent of the U.S. labor force are women. b. Minorities and immigrants make up 23 percent of the workforce. c. The male Caucasian working full time to support a non-employed wife and school-aged children is a minority. d. The proportion of minorities and women is shrinking. ( Challenging; p. 15) 45. The implications of workforce diversity include all of the following except: a. managers have to shift their philosophy from treating everyone alike to recognizing differences. b. diversity training should be provided. c. revamping benefit programs is needed to accommodate the different needs of different employees. d. the same perceptions are used in decision making. ( Challenging; p. 15) 46. is a philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes. a. MBO b. Quality management c. Reengineering d. Organizational behavior ( Easy; p. 16) 47. Quality management requires employee involvement. a. very little b. occasional c. extensive d. no ( Moderate; p. 16) 48. asks managers to reconsider how work would be done and their organization structured if they were starting over. a. Process reengineering b. MBO c. TQM d. Diversity training ( Easy; p. 16) 49. Predictions suggest there will be a labor shortage for at least another: a. 1-2 years. b. 4-5 years. c. 10-15 years. d. 20-25 years. ( Moderate; p.17) 50. The U.S. labor shortage is a function of: a. birth rates and labor participation rates. b. birth rates and mobility. c. brain drain. d. poor wages and benefits. ( Moderate; p. 17) 51. Many employees have been led to retire early as a result of: a. expanded Social Security benefits. b. a healthy stock market. c. improved pension plans. d. all of the above ( Challenging; p. 17) 52. The majority of employees today in developed countries work in: a. manufacturing jobs. b. service jobs. c. MNCs. d. government agencies. ( Moderate; p. 18) 53. When managers put employees in charge of what they do, they are the employees. a. reengineering b. empowering c. diversifying d. dehiring ( Moderate; p. 19) 54. Managing today can be described as long periods of ongoing interrupted occasionally by short periods of . a. change; stability b. stability; change c. flexibility; rigidity d. rigidity; flexibility ( Moderate; p. 19) 55. Which of the following has not contributed to blurring the lines between employees’ work life and personal life? a. the creation of global organizations b. communications technology allowing employees to work any time and from any place c. organizations asking employees to put in longer hours d. fewer dual-income couples ( Easy; p. 20) 56. Situations where an individual is required to define right and wrong conduct are termed: a. diversity issues. b. human resource problems. c. ethical dilemmas. d. loyalty oaths. ( Easy; p. 21) Coming Attractions: Developing an OB Model 57. A model is a(an): a. abstraction of reality. b. response that is affected by an independent variable. c. independent variable. d. real-world scenario. ( Easy; p. 22) 58. Primary dependent variables in OB include: a. productivity. b. absenteeism. c. job satisfaction. d. all of the above ( Easy; p. 23) 59. is achievement of goals. a. Efficiency b. Effectiveness c. Productivity d. Motivation ( Easy; p. 23) 60. Which of the following is an example of being an efficient company or employee? a. operating a hospital at the lowest possible cost but still yielding a high profit b. being the most pleasant real estate broker in the southeast c. as a telemarketer, making the required number of calls at the end of the day d. a sales person who acquires the most clients of anyone in the company ( Challenging; p. 23) 61. Sears trained employees to improve the employee-customer interaction to ultimately: a. generate additional revenue. b. decrease returns. c. improve repeat customer business. d. none of the above ( Moderate; p. 23) 62. is discretionary behavior that is not part of an employee’s formal job requirement, but that promotes the effective functioning of the organization. a. Productivity b. Motivation c. Organizational citizenship d. Organizational behavior ( Moderate; p. 25) 63. Individual-level independent variables include: a. technology. b. organizational culture. c. perception. d. human resource policy. ( Moderate; pp. 25-26) 64. is the voluntary and involuntary permanent withdrawal from an organization. a. Absenteeism b. Turnover c. Downsizing d. Exit ( Easy; p. 24) /FALSE 65. The single biggest reason for the failure of managers is poor interpersonal skills. (; Easy; p. 3) 66. While managers must be technically competent, technical knowledge is not enough for success. (; Moderate; p. 3) What Managers Do 67. Managers get things done through other people. (; Easy; p. 4) 68. The term organization, as used in your textbook, is meant to include business firms but exclude government agencies. ( Easy; p. 4) 69. Managers may be referred to as administrators in not-for-profit organizations. (; Moderate; p. 4) 70. Henri Fayol listed five management functions: planning, organizing, commanding, coordinating, and controlling. (; Moderate; p. 4) 71. Modern theorists have condensed Fayol’s five management functions down to four: planning, organizing, commanding, and controlling. ( Moderate; p. 4) 72. The controlling function includes the determination of what tasks are to be done. ( Moderate; p. 4) 73. Monitoring, comparing, and potential correcting is what is meant by the controlling process. (; Moderate; p. 4) 74. Mintzberg concluded that managers perform ten different highly-interrelated roles, or sets of behaviors, attributable to their jobs. (; Challenging; p. 5) 75. The role of spokesperson is an example of an informational role. (; Easy; p. 5) 76. As resource allocators, managers are responsible for allocating human, physical, and monetary resources. (; Moderate; Exh. 1-1; p. 6) 77. When managers initiate and oversee new projects that will improve their organization’s performance, they are acting in the capacity of an entrepreneur, an example of an informational role. ( Moderate; Exh. 1-1; p. 6) 78. Robert Katz has identified three essential management skills: technical, human, and conceptual. (; Moderate; pp. 5-6) 79. According to Katz, human skills encompass the ability to apply specialized knowledge or expertise. ( Moderate; pp. 5-6) 80. The ability to analyze and diagnose complex situations is referred to as an individual’s conceptual skills. (; Easy; pp. 6-7) 81. According to Luthans and his associates, those managers who are most “successful” will spend more time networking than those managers who are considered most “effective.” (; Challenging; Exh. 1-2; p. 7) 82. Research conducted by Luthans supports the theory that promotions are based on performance. ( Moderate; p. 7) 83. Luthans’ research indicates that among effective managers, communication made the largest relative contribution and networking the least. (; Challenging; Exh. 1-2; pp. 7-8) 84. Managers need to develop their people skills if they are going to be effective and successful. (; Moderate; p. 8) Enter Organizational Behavior 85. Organizational behavior is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. (; Moderate; p. 8) 86. Organizational behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization. (; Moderate; p. 8) 87. Behavior is generally predictable, and the systematic study of behavior is a means to making reasonably accurate predictions. (; Moderate; p. 10) 88. Many people’s views on human behavior are based on intuition. (; Easy; pp. 9-10) 89. It is the consistencies in behavior that make prediction possible. (; Moderate; p. 9) 90. Regardless of appearances, people usually intend their behavior to be rational. (; Moderate; p. 9) 91. Anything you learn in an unsystematic way is incorrect. ( Moderate; p. 10) 92. Intuition is gut feelings about “why I do what I do.” (; Easy; p. 10) Contributing Disciplines to the OB Field 93. OB is an applied behavioral science that is built upon contributions from a number of behavioral disciplines. (; Easy; p. 11) 94. Learning, perception, and personality have been OB topics whose contributions have generally come from psychology. (; Moderate; Exh. 1-3; p. 11) 95. What psychology is to the individual, sociology is to the group. (; Moderate; p. 12) 96. Social psychology is an area within psychology, blending concepts from both psychology and political science. ( Moderate; p.12) 97. Anthropology has helped us understand differences in values and attitudes between people in different countries. (; Moderate; p. 12) 98. Conflict and power have been major topics of concern to political scientists. (; Easy; Exh. 1-3; p. 12) There are Few Absolutes in OB 99. There are many simple and universal principles that explain organizational behavior. ( Easy; p. 13) 100. OB researchers cannot offers reasonably accurate explanations of human behavior since people act very differently in the same situation. ( Moderate; p. 13) Challenges and Opportunities for OB 101. As the world has become a global village, managers have to become capable of working with people from different cultures. (; Moderate; p. 14) 102. Workforce diversity means that organizations are becoming more homogeneous in terms of gender, race, and ethnicity. ( Moderate; p. 15) 103. People must set aside their cultural values when they come to work. ( Moderate; p. 15) 104. 46 percent of the U.S. labor force are women. (; Challenging; p. 15) 105. Diversity, if positively managed, can increase creativity and innovation in organizations. (; Easy; p. 15) 106. A philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes is termed “reengineering.” ( Moderate; p. 16) 107. Quality management has an intense focus on the customer and a goal of employee empowerment. (; Easy; p. 16) 108. Putting employees in charge of what they do is termed “reengineering.” ( Easy; p. 16) 109. Process reengineering asks, “How would we do things around here if we were starting over from scratch?” (; Easy; p. 16) 110. In tight labor markets, those managers who don’t understand human behavior risk having no one to manage. (; Moderate; p. 17) 111. An employee who is empowered is given greater opportunity to determine how she does her job. (; Moderate; p. 19) 112. There’s a blurring between the roles of managers and workers. (; Moderate; p. 20) 113. Managing today is described as long periods of ongoing change, interrupted occasionally by short periods of stability. (; Moderate; p. 21) 114. Today’s managers and employees must learn to cope with temporariness – learning to live with flexibility, spontaneity, and unpredictability. (; Moderate; p. 19) 115. OB has little to offer in stimulating employee creativity and tolerance for change. ( Challenging; p. 20) 116. Your firm is experiencing lower than normal profits. You realize that you should write off some questionable accounts, but your supervisor suggests that you wait until next year. This is a modern example of an ethical dilemma. (; Easy; p. 21) Coming Attractions: Developing an OB Model 117. There are three levels of analysis in OB, and, as we move from the individual level to the group level to the organization systems level, we add systematically to our understanding of behavior in organizations. (; Challenging; p.22) 118. The key factors you want to explain or predict in a model are termed independent variables. ( Moderate; p. 23) 119. Typical dependent variables in organizational behavior are productivity, absenteeism, and job satisfaction. (; Moderate; p. 23) 120. Organizational behavior models generally assume job satisfaction to be an independent variable. ( Moderate; p. 23) 121. An organization is productive if it achieves its goals and does so by transferring inputs to outputs at the lowest cost. (; Moderate; p. 23) 122. The annual cost of absenteeism in the U.S. is estimated at over $40 billion. (; Challenging; p. 24) 123. A conservative estimate of the cost of recruiting, selecting, and training an employee is about $25,000. ( Challenging; p. 24) 124. Reasonable levels of employee-initiated turnover facilitate organizational flexibility and employee independence. (; Challenging; p. 24) 125. The difference between the amount of rewards workers receive and the amount they believe they should receive is termed job satisfaction. (; Moderate; p. 25) 126. Job satisfaction represents an attitude rather than a behavior. (; Moderate; p. 25) 127. Independent group level variables studied in organizational behavior include perception, learning, and motivation. ( Moderate; p. 25) SCENARIO-BASED QUESTIONS Application of What Managers Do Joseph Wood is a manager at the XYZ Company. He performs all the management functions as condensed from Henri Fayol’s work. 128. When Mr. Wood estimates an overall strategy for achieving his department’s goals, he is performing the function. a. planning b. organizing c. leading d. controlling ( Moderate; p. 4) 129. When Mr. Wood determines what tasks are to be performed by his employees and how they are to be grouped, he is performing the function. a. planning b. organizing c. leading d. controlling ( Moderate; p. 4) 130. When Mr. Wood motivates his employees and attempts to resolve conflicts among department members, he is performing the function. a. planning b. organizing c. leading d. controlling ( Moderate; p. 4) 131. When Mr. Wood compares projected sales to actual sales in his department, he is performing the function. a. planning b. organizing c. leading d. controlling ( Moderate; p. 4) Application of Contributing Disciplines to the OB Field You are bringing together faculty from different behavioral disciplines to author a new textbook in organizational behavior. You have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science. 132. You should expect that the faculty member from will probably contribute information about intergroup behavior. a. sociology b. psychology c. social psychology d. anthropology ( Challenging; p. 12) 133. Information on which of the following would probably not be a contribution from the faculty member from political science? a. conflict b. power c. organizational change d. intraorganizational politics ( Challenging; p. 12) 134. To whom would you expect to address issues of communication? a. the psychologist b. the anthropologist c. the political scientist d. the social psychologist ( Challenging; p. 12) 135. You would expect the faculty member from to furnish information about personality, learning, and motivation. a. sociology b. psychology c. anthropology d. political science ( Moderate; p. 12) Application of Quality Management You are an employee of Acme, Inc. who has just been approached by your manager with a new philosophy that management wishes to institute. Your manager is stressing that he wants your involvement and that the emphasis is going to be on the customer and continual improvement. 136. You would probably believe that management is trying to implement: a. quality management. b. MBO. c. process reengineering. d. organizational behavior. ( Moderate; p. 16) 137. As part of the program, you should expect to see all of the following except: a. improvement in quality. b. empowerment of employees. c. emphasis on individual achievement. d. accurate measurement. ( Moderate; p. 16) 138. You should expect your job to change in which of the following ways? a. more imposed rules from management b. more measurement of performance variables c. more free time d. less real employee power ( Moderate; p. 16) Application of Developing an OB Model Allison and Gail both are studying for a final exam. Both students have a goal of making a grade of 91 or better. Gail studied 6 hours and made a grade of 92. Allison studied for 9 hours and also made a grade of 92. 139. Which of the students was effective? a. only Gail b. only Allison c. neither Gail nor Allison d. both Gail and Allison ( Moderate; p. 23) 140. Which of the following statements is ? a. Gail is more efficient than Allison. b. Allison is more efficient than Gail. c. Gail is more effective than Allison. d. Allison is more effective than Gail. ( Moderate; p. 23) 141. Which of the students was more productive? a. Gail b. Allison c. Neither Gail nor Allison was productive. d. It is impossible to tell from the information given. ( Moderate; p. 23) SHORT DISCUSSION QUESTIONS 142. Discuss the four management functions described by your text. (Page 4) The four management functions as condensed from Henri Fayol are planning, organizing, leading, and controlling. The planning function encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. Organizing includes the determination of what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. The leading function involves motivating employees, directing activities of others, selecting the most effective communication channels, and resolving conflicts among members. Controlling involves monitoring, comparing, and potential correcting to get the organization back on track. 143. Why is it important to replace intuition with systematic study in our attempts to understand behavior within organizations? (Pages 8-10) It is important to replace intuition with systematic study in our attempts to understand behavior within organizations to help uncover important facts and relationships. This will provide a base from which more accurate predictions of behavior can be made. That is, we can improve our predictive ability by replacing intuitive opinions with a more systematic approach. Systematic study looks at relationships, attempting to attribute causes and effects, and basing conclusions on scientific evidence. This helps to explain and predict behavior. 144. How have the fields of psychology and sociology contributed to our understanding of organizational behavior? (Page 12) Psychology seeks to measure, explain, and change the behavior of humans. Contributions have been made by learning theorists, personality theorists, counseling psychologists, and industrial and organizational psychologists. Contributions have been made in learning, perception, personality, emotions, training, leadership effectiveness, motivation, job satisfaction, decision-making processes, performance appraisals, attitude measurement, employee selection techniques, work design, and job stress. Sociology studies people in relation to their fellow human beings. The greatest contributions by sociologists have been in the study of group behavior in organizations, group dynamics, design of work teams, organizational culture, formal organization theory, organizational structure, organizational technology, communications, power, and conflict. 145. How does globalization affect a manager’s people skills? (Page 14) Globalization affects a manager’s people skills in at least two ways. First, managers are increasingly likely to find themselves in a foreign assignment. Once there, it will be necessary to manage a work force that is likely to be very different in needs, aspirations, and attitudes from the ones managed back home. Second, managers are going to find themselves working with bosses, peers, and other employees who were born and raised in different cultures. To work effectively with these people, managers will need to understand their culture, how it has shaped them, and how to adapt the management style to their differences. 146. Explain the term “workforce diversity.” (Page 15) Workforce diversity means that organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. It also includes the physically disabled, gays and lesbians, and the elderly. 147. What is the difference between effectiveness and efficiency? (Page 25) Productivity implies a concern for both effectiveness and efficiency. A business firm is effective when it attains its sales or market share goals, but its productivity also depends on achieving those goals efficiently. Popular measures of organizational efficiency include return on investment, profit per dollar of sales, and output per hour. 148. Discuss the U.S. labor shortage. (Page 17) The U.S. labor shortage is a function of two factors – birth rates and labor participation rates. The problem becomes severe around 2006, when the major exodus of Boomers from the workplace begins. New entrants to the workforce from foreign countries will not do much to correct the supply shortage. While women provided a new supply of talented and skilled workers, this source has now been tapped. The combination of the smaller Gen-X population, the already high participation rate of women in the work force, and early retirements will lead to a significantly smaller future labor pool from which employers can hire. MEDIUM LENGTH DISCUSSION QUESTIONS 149. Briefly discuss three of the challenges facing contemporary managers. (Pages 14-16) Three challenges that managers are facing today are globalization, managing workforce diversity, and improving quality and productivity. Organizations are no longer constrained by national borders. Globalization affects a manager’s people skills in at least two ways. First, you are likely to find yourself in a foreign assignment managing people from different cultures. Second, you are likely to work with bosses, peers, and other employees who were born and raised in different cultures. One of the biggest challenges is adapting to people who are different. This is workforce diversity. Whereas globalization focuses on differences between people from different countries, workforce diversity addresses differences among people within given countries. More managers are having to improve their organization’s productivity and the quality of the products and services they offer. Toward quality and productivity, they are implementing programs such as quality management ad process reengineering – programs that require extensive employee involvement. 150. Explain quality management and process reengineering. (Pages 16-17) Quality management and process reengineering help improve quality and productivity in organizations. Quality management is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes. It has implications for OB because it requires employees to rethink what they do and become more involved in workplace decisions. Process reengineering asks managers to reconsider how work would be done and their organization structured if they were starting over. 151. What independent and dependent variables are usually identified for construction of an OB model? (Pages 23-26) Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor. Scholars have historically emphasized productivity, absenteeism, turnover, and job satisfaction. Today, organizational citizenship has been added to this list. The independent variables are divided into individual-level, group-level, and organization systems level variables. The individual-level variables include biographical characteristics, ability, values, attitudes, personality, emotions, perception, individual decision making, learning, and motivation. Group-level variables include communication, leadership, power, and politics. Organization systems level variables include structure, work processes, human resource policies, and practices. COMPREHENSIVE ESSAYS 152. Discuss Mintzberg’s ten different roles. Group them as being primarily concerned with interpersonal relationships, the transfer of information, and decision making. (Exh. 1-1; Pages 4-5) Mintzberg identified ten managerial roles. The interpersonal roles include figurehead, leadership, and liaison roles. Performing ceremonial and symbolic duties is the figurehead role. The leadership role includes hiring, training, motivating, and disciplining employees. The liaison role involves contacting outsiders who provide the manager with information. The information roles include monitor, disseminator, and spokesperson. Collecting information from organizations and institutions outside their own is the monitor role. The disseminator role involves acting as a conduit to transmit information to organizational members. The spokesperson role occurs when managers represent their organization to outsiders. Decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. In the entrepreneur role, managers initiate and oversee new projects that will improve their organization’s performance. As disturbance handlers, managers take corrective action in response to unforeseen problems. As resource allocators, managers are responsible for allocating human, physical, and monetary resources. Managers perform a negotiator role, in which they discuss issues and bargain with other units to gain advantages for their own unit. 153. Organizational behavior is an applied behavioral science built upon contributions from a number of different disciplines. What are these disciplines and what are the contributions of each discipline? Be complete in your response and include five different behavioral science disciplines. (Exh. 1-3; Pages 11-12) Organizational behavior has been built upon the contributions of psychology, sociology, social psychology, anthropology, and political science. Psychology has contributed to learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making processes, performance appraisals, attitude measurement, employee selection techniques, work design, and job stress. Sociology has contributed through the study of formal and complex organizations – including group dynamics, design of work teams, organizational culture, formal organization theory and structure, organizational technology, communications, power, and conflict. Social psychology has contributed in the areas of measuring, understanding, and changing attitudes; communication patterns; building trust; the ways in which group activities can satisfy needs; and group decision-making processes. Anthropology has contributed to an understanding of organizational culture, organizational environments, and differences between national cultures. Political science has contributed to an understanding of structuring of conflict, allocation of power, and how people manipulate power for individual self-interest. 154. How have the roles of managers and workers been blurred? (Pages 20-21) The roles of managers and workers have been blurred as the relationship between the two has been reshaped. Managers are being called coaches, advisers, sponsors, or facilitators in some organizations. Employees are now called associates. Decision making is being pushed down to the operating level, where workers are being given the freedom to make choices about schedules and procedures and to solve work-related problems. Managers are going considerably further by allowing employees full control of their work. More self-managed teams are being used where workers operate largely without bosses and managers are empowering employees. 155. What is an ethical dilemma? How are organizations responding to these dilemmas? (Pages 21-22) An ethical dilemma is a situation in which employees are required to define right and wrong conduct. Dilemmas include whether to blow the whistle, whether they should follow orders with which they don’t personally agree, whether they should give an inflated performance evaluation to an employee whom they like, knowing that such an evaluation could save that employee’s job, or whether they should allow themselves to play politics in the organization if it will help their career advancement. These ethical dilemmas result from the blurring of the line differentiating right from wrong. Managers and their organizations are responding to this problem from a number of directions. They are writing and distributing codes of ethics to guide employees through ethical dilemmas. They are offering seminars, workshops, and training programs to try to improve ethical behaviors. They are also using in-house advisors to provide assistance and they are creating protection mechanisms for employees who reveal internal unethical practices. 156. Define turnover. Why is it of concern to organizations? (Page 24) Turnover is the voluntary and involuntary permanent withdrawal from an organization. A high turnover rate results in increased recruiting, selection, and training costs – which are quite significant. A high rate of turnover can also disrupt the efficient running of an organization when knowledgeable and experienced personnel leave and replacements must be found and prepared to assume positions of responsibility. However, reasonable levels of employee-initiated turnover facilitate organization flexibility and employee independence, and they can lessen the need for management-initiated layoffs. Unfortunately, turnover often involves the loss of people the organization doesn’t want to lose. Chapter 2 Foundations of Individual Behavior MULTIPLE CHOICE Biographical Characteristics 1. The biographical characteristic that will grow in importance during the next decade is: a. sex. b. marital status. c. age. d. length of service. ( Moderate; p. 37) 2. All of the following are examples of biographical characteristics except: a. sexual orientation. b. age. c. sex. d. marital status. ( Moderate; p. 37) 3. The age of a worker seems to have a direct relationship to: a. productivity. b. turnover. c. absenteeism. d. vacation taken. ( Challenging; p. 38) 4. Which of the following statements is not ? a. In general, older employees have lower rates of avoidable absence than do younger employees. b. Older employees have higher rates of unavoidable absence than younger workers probably due to their poorer health. c. The older you get, the more likely you are to quit your job. d. Older workers are perceived as lacking flexibility. ( Moderate, p. 38) 5. Which of the following is concerning the relationship between age and job satisfaction? a. Most studies found a negative association between age and satisfaction. b. There is a U-shaped relationship. c. Satisfaction decreases among professionals as they age. d. Satisfaction increases among nonprofessionals during middle age. ( Challenging; p. 39) 6. Studies have found that all of the following are except: a. women are more willing to conform to authority than men. b. men are more aggressive than women. c. women tend to be more productive at work than men. d. men are more likely to have expectations of success. ( Moderate; p. 39) 7. In comparing men and women in the workplace, it was found that: a. men are more productive. b. women are more productive. c. women have more absences. d. men are more prone to resign. ( Moderate; p. 39) 8. According to your text, a likely explanation for the higher absentee rate for women is that: a. women tend to have more illnesses that keep them from work than do men. b. traditionally, women have had the responsibility of caring for home and family. c. women tend to be less satisfied with their jobs than men and are consequently absent more often. d. women generally have jobs for which a temporary replacement can be hired so absences are more permissible. ( Challenging; p. 39) 9. All of the following are about married employees except: a. they are more productive than single employees. b. they have fewer absences than single employees. c. they undergo less turnover than single employees. d. they are more satisfied with their jobs than single employees. ( Moderate; pp. 39-40) 10. Which of the following statements concerning tenure is not ? a. The most recent evidence demonstrates a positive relationship between seniority and job productivity. b. Tenure does not appear to be a good predictor of employee productivity. c. Tenure is a potent variable in explaining turnover. d. Tenure and satisfaction are positively related. ( Moderate; p. 40) 11. Studies indicate that employees with more tenure: a. are generally less satisfied than newer employees. b. are generally less productive than newer employees. c. are generally absent less than newer employees. d. are generally absent more than newer employees. ( Moderate; p. 40) Ability 12. As used in the text, the term “ability:” a. refers to an individual’s willingness to perform the various tasks in a job. b. is a current assessment of what one can do. c. is made up of only intellectual skills. d. is made up of people skills. ( Moderate; p. 40) 13. Which one of the following is the best synonym for “ability?” a. motivation b. capacity c. experience d. intellect ( Moderate; p. 40) 14. Which of the following is not a dimension of intellectual ability as discussed in your text? a. number aptitude b. perceptual speed c. spatial visualization d. dynamic strength ( Moderate; Exh. 2-1; p. 41) 15. Tests that measure specific dimensions of intelligence have been found to be strong predictors of: a. job satisfaction. b. turnover. c. job performance. d. ability to work with others. ( Moderate; p. 41) 16. A major problem resulting from the use of ability tests for selection and promotion of personnel is: a. the low reliability of the tests. b. the tests fail to take into account the personality of the individual. c. the adverse impact the tests have on racial and ethnic groups. d. some individuals with high intelligence are poor test takers. ( Moderate; p. 41) 17. Recent evidence suggests that intelligence can be better understood by breaking it down into four sub-parts. Which one of the following is not one of those sub-parts? a. cognitive b. social c. emotional d. physical strength ( Moderate; pp. 41-42) 18. encompasses the aptitudes that have long been tapped by traditional intelligence tests. a. Cognitive intelligence b. Social intelligence c. Emotional intelligence d. Physical strength ( Easy; p. 42) 19. intelligence is a person’s ability to relate effectively to others. a. Cognitive b. Social c. Emotional d. Cultural ( Easy; p. 42) 20. intelligence is awareness of cross-cultural differences and the ability to successfully function in cross-cultural situations. a. Cognitive b. Social c. Emotional d. Cultural ( Easy; p. 42) 21. intelligence is the ability to identify, understand, and manage emotions. a. Cognitive b. Social c. Emotional d. Cultural ( Easy; p. 42) 22. Multiple intelligences may help explain why so-called “smart people” don’t: a. necessarily adapt well to everyday life. b. work well with others. c. succeed when placed in leadership roles. d. all of the above ( Moderate; p. 42) 23. Which of the following is not a characteristic of physical ability? a. stamina b. strength c. looks d. dexterity ( Moderate; p. 42) 24. Research indicates that there are nine basic abilities involved in the performance of physical tests. Which of the following is not a correct description of the ability listed? a. dynamic strength–ability to exert muscular force repeatedly b. dynamic flexibility–ability to move the trunk and back muscles as far as possible c. balance–ability to maintain equilibrium despite forces pulling off balance d. stamina–ability to continue maximum effort requiring prolonged effort over time ( Challenging; Exh. 2-2; p. 42) Learning 25. According to a psychologist’s definition, indicates that learning has taken place. a. ability to perform well on exams b. change in attitude c. change in behavior d. a high IQ score ( Easy; p. 43) 26. Any relatively permanent change in behavior that occurs as a result of experience is termed: a. learning. b. classical conditioning. c. operant conditioning. d. social learning theory. ( Moderate; p. 43) 27. All of the following are about learning except: a. it involves change. b. the change can be permanent or temporary. c. it requires a change in actions of behavior. d. it requires some form of experience. ( Moderate; p. 44) 28. Experience may be acquired: a. directly through observation or practice. b. directly through reading. c. but is not necessary for learning. d. but is meaningless. ( Moderate; p. 44) 29. The classical conditioning theory of learning grew out of: a. experiments performed by Ivan Pavlov. b. the need for better managers. c. experiments performed by B. F. Skinner. d. advances in technology. ( Moderate; p. 44) 30. In Pavlov’s experiment, the meat was: a. an unconditioned stimulus. b. an unconditioned response. c. a conditioned stimulus. d. a conditioned response. ( Easy; p. 44) 31. Which of the following is not a conditioned response? a. wincing when you stub your toe b. driving on the right side of the road c. feeling hunger around noon time d. looking for shelter when the sky turns gray ( Moderate; p. 44) 32. In Pavlov’s experiment, the bell was: a. an unconditioned stimulus. b. an unconditioned response. c. a conditioned stimulus. d. a conditioned response. ( Easy; p. 44) 33. Which of the following is not of classical conditioning? a. Classical conditioning is passive. b. Classical conditioning can explain simple reflexive behaviors. c. Learning a conditioned response involves building up an association between a conditioned stimulus and an unconditioned stimulus. d. The neutral stimulus takes on the properties of the conditioned stimulus. ( Moderate; pp. 44-45) 34. A smell that brings back memories of a certain time and place is an example of: a. classical conditioning. b. operant conditioning. c. sensory conditioning. d. association conditioning. ( Easy; p. 44) 35. Most behavior of individuals in organizations is: a elicited. b. emitted. c. reflexive. d. uncontrollable. ( Moderate; p. 45) 36. Operant conditioning argues that: a. behavior is reflexive. b. behavior is unlearned. c. behavior is a function of its consequences. d. the tendency to repeat a behavior is very strong. ( Moderate; p. 45) 37. Reinforcement is the major tenet of: a. Pavlov. b. Fayol. c. Skinner. d. Deming. ( Challenging; p. 46) 38. What did for classical conditioning, did for operant conditioning. a. Pavlov; Skinner b. Herzberg; Deming c. Fayol; Mintzberg d. McGregor; Maslow ( Challenging; p. 46) 39. Your boss does not follow through on his/her promise to pay you double for overtime hours worked. When asked again to work overtime, you decline. This is an application of a. employer/employee relations. b. operant conditioning. c. lack of commitment. d. social learning. ( Moderate; p. 46) 40. According to operant conditioning, if a behavior fails to be positively reinforced, the probability that behavior will be repeated: a. increases. b. declines. c. remains unchanged. d. is not impacted. ( Moderate; p. 46) 41. The view that we can learn both through observation and direct experience is called: a. situational learning theory. b. classical learning. c. social learning theory. d. hands-on learning experience. ( Easy; p. 46) 42. Social learning theory is an extension of: a. classical conditioning. b. operant conditioning. c. shaping. d. extinction. ( Challenging; p. 46) 43. Four processes have been found to determine the influence that a model will have on an individual. Which of the following is not one of the processes? a. shaping processes b. attentional processes c. motor reproduction processes d. reinforcement processes ( Challenging; pp. 46-47) 44. Using processes in creating employee training programs recognizes that models’ influence will depend on how well the individual remembers the model’s action after the model is no longer readily available. a. attentional b. retention c. motor reproduction d. reinforcement ( Moderate; pp. 46-47) 45. The learning concept of reinforcing closer and closer approximations to the desired new behavior is called: a. modeling. b. shaping. c. classical conditioning. d. social learning. ( Easy; p. 47) 46. Individual-difference factors found to significantly influence learning and training actions include all of the following except: a. ability. b. motivational level. c. personality. d. age. ( Moderate; p. 47) 47. All of the following are ways in which to shape learning except: a. positive reinforcement. b. punishment. c. extinction. d. manipulation. ( Moderate; pp. 47-48) 48. When a response is followed by the termination or withdrawal of something unpleasant, it is called: a. negative reinforcement. b. positive reinforcement. c. manipulation. d. elimination. ( Easy; p. 47) 49. Suspending an employee who shows up for work drunk is an example of: a. extinction. b. negative reinforcement. c. punishment. d. poor planning. ( Moderate; p. 48) 50. An example of is when an employee receives a one-week suspension from work and is fined $200 for stealing company property. a. penalization b. punishment c. extinction d. negative reinforcement ( Easy; p. 48) 51. Eliminating any reinforcement that is maintaining an unwanted behavior is called: a. extinction. b. punishment. c. negative reinforcement. d. positive reinforcement. ( Easy; p. 48) 52. All of the following are about both positive and negative reinforcement except: a. both positive and negative reinforcement result in learning. b. both positive and negative reinforcement strengthen a response and increase the probability of repetition. c. both positive and negative reinforcement tend to weaken behavior and decrease its subsequent frequency. d. both positive and negative reinforcement are effective shaping tools. ( Challenging; pp. 48-49) 53. In a case where an employee is frequently late for work and every time he/she is not tardy the manager compliments him/her for being on time, the manager is using: a. continuous schedule reinforcement. b. negative reinforcement. c. an intermittent schedule of reinforcement. d. a repetitious schedule of reinforcement. ( Moderate; p. 49) 54. According to research, the form of reinforcement tends to promote more resistance to extinction than does the form. a. varie repetitious b. repetitious; intermittent c. intermittent; continuous d. continuous; varied ( Moderate; p. 49) 55. In a reinforcement schedule, after a constant number of responses are given, a reward is initiated. a. variable-ratio b. fixed-ratio c. variable-interval d. fixed-interval ( Moderate; pp. 49-50) 56. In general, reinforcement schedules tend to lead to higher performance than reinforcement schedules. a. variable; fixed b. fixe intermittent c. fixe variable d. variable; occasional ( Moderate; pp. 49-50) 57. A series of randomly timed, unannounced visits to a company office by the corporate audit staff is an example of: a. surprise tactic. b. variable-interval reinforcement schedule. c. continuous reinforcement schedule. d. fixed reinforcement schedule. ( Moderate; p. 50) 58. The now-classic study at Emery Air Freight illustrates the use of: a. classical conditioning. b. self-management. c. reengineering. d. behavior modification. ( Moderate; p. 51) 59. The application of reinforcement concepts to individuals in the work setting is referred to as: a. classical conditioning. b. self-management. c. reengineering. d. OB Mod. ( Moderate; p. 51) 60. Which of the following is not one of the steps of the problem-solving model followed by the typical OB Mod program? a. identifying critical behaviors b. avoiding evaluation and performance c. developing baseline data d. developing and implementing an intervention strategy ( Challenging; p. 52) 61. Examples of how managers can use learning theory include all the following except: a. using lotteries to reduce absenteeism. b. disciplining employees. c. developing training programs. d. using radio advertisements for recruiting. ( Moderate; pp. 53-54) 62. Which of the following does not describe the effect of discipline on employees? a. It tells employees what not to do. b. It tells employees what to do in the future. c. It produces fast results in the short run. d. It leads to employee frustration, fear of the manager, and increases in absenteeism and turnover. ( Moderate; p. 53) 63. Learning techniques that allow individuals to manage their own behavior so that less external management control is necessary are termed: a. self-management. b. MBO. c. reengineering. d. mentor programs. ( Easy; p. 54) /FALSE Biographical Characteristics 64. Biographical data is easier to acquire than information on employee motivation levels. (; Easy; p. 37) 65. Personal characteristics that are objective and easily obtained from personnel records (such as age, sex, and marital status) are termed biographical characteristics. (; Easy; p. 37) 66. The relationship between age and job performance is likely to be an issue of increasing importance during the next decade. (; Moderate; p. 38) 67. Recent American legislation makes it easier for a company to enforce mandatory retirement. ( Moderate; p. 38) 68. Age and turnover rates are directly related. ( Moderate; p. 38) 69. Age and avoidable absences are positively related. ( Moderate; p. 38) 70. Productivity declines with age. ( Challenging; p. 38) 71. Age and job satisfaction are related for professional workers. (; Challenging; p. 39) 72. It is best to assume that there are not significant differences as to job productivity between males and females. (; Easy; p. 39) 73. Men have a higher rate of absenteeism than women. ( Easy; p. 39) 74. Working mothers are more likely to prefer part-time work, flexible work schedules, and telecommuting. (; Easy; p. 39) 75. Women have higher absenteeism rates than men do. (; Easy; p. 39) 76. Married employees tend to be more satisfied with their jobs than single employees. (; Easy; pp. 39-40) 77. Married employees tend to have higher turnover rates than single employees. ( Moderate; pp. 39-40) 78. People who have been on a job longer are more productive than those with less seniority. (; Moderate; p. 40) 79. Seniority is negatively related to absenteeism. (; Moderate; p. 40) 80. Seniority is negatively related to turnover and is one of the single best predictors of turnover. (; Challenging; p. 40) 81. Tenure and satisfaction are negatively related. ( Moderate; p. 40) Ability 82. Everyone has strengths and weaknesses in terms of ability that make them relatively superior or inferior to others in performing certain tasks or activities. (; Moderate; p. 40) 83. Ability is the assessment of what one will do. ( Easy; p. 40) 84. An individual’s overall abilities are essentially made up of two sets of factors: intellectual and physical abilities. (; Moderate; p. 40) 85. It is now illegal for employers to use IQ tests for employment selection. ( Moderate; p. 40) 86. A high IQ is a prerequisite for all jobs. ( Easy; p. 41) 87. Tests that measure specific dimensions of intelligence have been found to be strong predictors of future job performance. (; Moderate; p. 41) 88. Mental ability tests used for selection, promotion, training, and similar personnel decisions may have a negative impact on racial and ethnic groups. (; Challenging; p. 41) 89. Stamina, dexterity, and strength are dimensions of intellectual ability. ( Easy; Exh. 2-2; p. 42) 90. Emotional intelligence is the ability to identify, understand, and manage emotions. (; Moderate; p. 42) 91. The multiple intelligence line of inquiry holds little promise. ( Easy; p. 42) 92. Employee performance is enhanced when there is a high ability-job fit. (; Easy; p. 42) 93. Individuals who have a high score on one dimension of physical ability will almost always score high on the other dimensions. ( Moderate; p. 42) Learning 94. Learning consists of any relatively permanent change in behavior that occurs as a result of experience. (; Easy; p. 43) 95. One can easily observe others learning. ( Easy; p. 43) 96. Classical conditioning grew out of the work of B.F. Skinner. ( Moderate; p. 44) 97. Pavlov taught dogs to salivate in response to the ringing of a bell. (; Easy; p. 44) 98. The meat in Pavlov’s experiment was an unconditioned stimulus. (; Moderate; p. 44) 99. Learning a conditioned response involves building up an association between a conditioned stimulus and an unconditioned stimulus. (; Challenging; p. 44) 100. Operant conditioning can be used to explain why Christmas carols often bring back pleasant memories of childhood. ( Challenging; p. 44) 101. Classical conditioning is passive. (; Moderate; p. 45) 102. Classical conditioning can explain simple reflexive behaviors. (; Moderate; p. 45) 103. What Pavlov did for operant conditioning, Skinner did for classical conditioning. ( Challenging; p. 46) 104. Operant behavior means voluntary or learned behavior in contrast to reflexive or unlearned behavior. (; Challenging; p. 45) 105. According to operant conditioning, behavior is assumed to be determined from without. (; Moderate; p. 46) 106. Your supervisor has explained that he will positively reward those who take extra effort to see that their jobs are done well. You should suspect he has read the work of B.F. Skinner. (; Easy; p. 46) 107. Rewards are most effective if they are delayed following the desired response. ( Moderate; p. 46) 108. Learning through observation and direct experience has been called classical conditioning. ( Easy; p. 46) 109. The old adage “you can’t teach an old dog new tricks” is definitely . ( Easy; p. 47) 110. Older workers are not as capable of learning as other employee groups. ( Moderate; p. 47) 111. One method of shaping behavior is called positive reinforcement and refers to a response being followed with something pleasant. (; Moderate; p. 47) 112. Eliminating any reinforcement that is maintaining a behavior is called punishment. ( Moderate; pp. 47-48) 113. Both positive and negative reinforcement result in learning. (; Easy; p. 48) 114. Both punishment and extinction weaken behavior and tend to decrease its subsequent frequency. (; Challenging; p. 48) 115. Some type of reinforcement is necessary to produce a change in behavior. (; Easy; p. 49) 116. A continuous reinforcement schedule reinforces the desired behavior each and every time it is demonstrated. (; Easy; p. 49) 117. A piece-rate incentive plan is an example of a variable-ratio schedule of reinforcement. ( Moderate; p. 49) 118. Salespeople on commission are examples of individuals on a variable-ratio schedule. (; Moderate; p. 50) 119. Evidence indicates that the variable form of reinforcement leads to early satiation. ( Challenging; p. 50) 120. In the typical OB Mod program, everything an employee does on his or her job is equally important in terms of performance outcomes. ( Moderate; p. 51) 121. The first step in OB Mod is to identify critical behaviors impacting the employee’s performance. (; Moderate; p. 52) 122. Organizations with paid sick leave programs experience approximately one-half the absenteeism of organizations without such programs. ( Moderate; p. 53) 123. Discipline is very effective in producing long-term change in employee behavior. ( Moderate; p. 53) 124. Discipline tends to be popular because of its ability to produce fast results in the short run. (; Easy; p. 53) 125. Organizations can use social-learning theory to design training programs. (; Easy; pp. 53-54) 126. Self-management requires an individual to deliberately manipulate stimuli, internal processes, and responses to achieve personal behavioral outcomes. (; Moderate; p. 54) SCENARIO-BASED QUESTIONS Application of Biographical Characteristics Your division is made up of four people with very different biological characteristics. Gina is 27 years old, single and female. She has been with the company only six months. Robert is 33 years old and married and has been with the firm since he graduated from college. Jonathan is 63 years old and a widower. Jonathan has been with the company for thirty years. Sally is a single mother with four children who has been working here for five years. 127. You would expect that the lowest rate of avoidable absence will be: a. Robert’s. b. Sally’s. c. Gina’s. d. Jonathan’s. ( Moderate; pp. 37-40) 128. You would expect to be the first employee to choose telecommuting or a flexible work schedule. a. Jonathan b. Sally c. Gina d. Robert ( Moderate; pp. 37-40) 129. You would expect Robert, because he is , will be more satisfied with his job than his coworkers. a. married b. middle aged c. college educated d. a father ( Challenging; pp. 37-40) 130. You would believe that is the least likely to quit his or her job. a. Gina b. Robert c. Jonathan d. Sally ( Moderate; pp. 37-40) Application of Ability-Job Fit Martin has just been appointed as Director of Career Services for a small community college. He has decided to consider the particular dimensions of intellectual ability that each student has to try to place him or her in an appropriate position. 131. Gary is a marketing major and has decided that he wants to be a Market Researcher. The ability that he will need most is: a. number aptitude. b. perceptual speed. c. inductive reasoning. d. deductive reasoning. ( Challenging; Exh. 2-1; pp. 42-43) 132. Martha is interested in a career in interior decorating. The intellectual ability that she will need most is: a. number aptitude. b. perceptual speed. c. spatial visualization. d. deductive reasoning. ( Moderate; Exh. 2-1; pp. 42-43) 133. You have just met Ted.