MGT 420 Topic 3 Quiz

1. Question:Individualdifferencesareimportantbecausethey . 2. Question:Self-awarenessis awarenessofothers. 3. Question:Self-efficacyisaformof . 4. Question:Personalityencompasses . 5. Question:Peoplewhoarehighininternallocusofcontrol . 6. Question:Proactivepersonalityis intoday'sworkenvironments. 7. Question:Peoplewhowouldfollowunethicalorderswithoutquestionwouldlikelybehighin . 8. Question:Managerswhoarehard-driving,detail-oriented,havehighperformancestandards,andthriveonroutinecouldbecharacterizedas . 9. Question:Eustressis stress,whiledistressis stress. 10. Question:Copinginvolvesboth and elements. 11. Question:Whenitcomestovalues, . 12. Question:Cultureis . 13. Question:Thedemographicmakeupoftheworkforce . 14. Question:Companiesthat experiencethegreatestbenefitsofworkforcediversity. 15. Question:Theexperienceinwhichsimplyhavingvariousdiversitygroupsmakesthatgroupcategorysalientinpeople'smindsisanexampleof . Next 1. Question:Perceptionistheprocessbywhichpeople andinterpretinformation. 2. Question:Whenanindividualattendstoonlyasmallportionofthevastinformationavailableintheenvironment,thistendencyintheperceptionprocessiscalled . 3. Question:Self-servingbiasisaformofattributionerrorthatinvolves . 4. Question:Infundamentalattributionerror,theinfluenceof ascausesofaproblemare . 5. Question:Ifanewteamleaderchangestasksforpersonsonhisorherworkteammainly“becauseIwouldprefertoworkthenewwayratherthantheold,”shemaybecommittingaperceptualerrorknownas . 6. Question:Useofspecialdress,manners,gestures,andvocabularywordswhenmeetingaprospectiveemployerinajobinterviewareallexamplesofhowpeopleuse . 7. Question:Theperceptualtendencyknownasa/an isassociatedwiththe“Pygmalioneffect”andreferstofindingorcreating inasituation thatwhichwasoriginallyexpected. 8. Question:Ifamanagerallowsonecharacteristicofaperson,sayapleasantpersonality,tobiasperformanceratingsofthatindividualoverall,themanagerisfallingpreytoaperceptualdistortionknownas . 9. Question:Theunderlyingpremiseofreinforcementtheoryisthat . 10. Question:Thelaw of statesthatbehaviorfollowedbyapositiveconsequenceislikelytoberepeated,whereasbehaviorfollowed byanundesirableconsequenceisnotlikelyto berepeated. 11. Question:____ isapositivereinforcementstrategythatrewardssuccessiveapproximationstoadesirablebehavior. 12. Question:B.F.Skinnerwouldarguethat“gettingapaycheckonFriday”reinforcesapersonforcomingtoworkonFriday but would not reinforce the person for doing an extraordinary job on Tuesday. This is because theFridaypaycheckfailsthelawof reinforcement. 13. Question:Thepurposeofnegativereinforcementasanoperantconditioningtechniqueisto . 14. Question:Punishment . 15. Question:Adefiningcharacteristic ofsociallearningtheoryisthatit . Next 1. Question:A/an isaratherintensebutshort-livedfeelingaboutapersonorasituation,whereas 2. Question:Whensomeoneisfeelingangeraboutsomethingaco-workerdid,sheisexperiencinga/an , butwhenjusthavingabaddayoverallsheisexperiencinga/an . 3. Question:Emotionsandmoodsaspersonalaffectsareknowntoinfluence . 4. Question:Ifapersonshowsempathyandunderstandingoftheemotionsofothersandusesthistobetterrelatetothem,sheisdisplayingtheemotionalintelligencecompetencyof . 5. Question:The componentofanattitudeindicatesaperson'sbeliefaboutsomething,whereasthe componentindicatespositiveornegative feelingaboutit. 6. Question:Describesthediscomfortsomeonefeelswhenhisorherbehaviorisinconsistentwithanexpressedattitude. 7. Question:Affectiveeventstheoryshowshowone'semotionalreactionstoworkevents,environment,andpersonalpredispositionscaninfluence . 8. Question:Thetendencyofpeopleatworktodisplayfeelingsconsistentwiththemoodsoftheirco-workersandbossesisknownas . 9. Question:Whenanairlineflightattendantdisplaysorganizationallydesiredemotionswheninteractingwithpassengers,thisisanexampleof . 10. Question:A person who always volunteers for extra work or helps someone else with their work is said to be highin . 11. Question:Themaindifferencebetweenjobinvolvementand is that the former shows a positive attitudetowardthe jobandthelattershowsapositive attitude towardtheorganization. 12. Question:Jobsatisfactionisknowntobeagoodpredictorof . 13. Question:Thebestconclusionaboutjobsatisfactionintoday'sworkforceisprobablythat . 14. Question:Whichstatementaboutthejobsatisfaction-jobperformancerelationshipismostconsistentwithresearch? 15. Question:Whatdoes“performancecontingent”meanwhenrewardsarediscussedaspossibleinfluencesonsatisfactionandperformance? Next 1. Question:Motivationisdefinedasthelevelandpersistenceof . 2. Question:Acontent theoryofmotivationis mostlikelytofocuson . 3. Question:Aprocess theoryof motivationis most likelytofocus attentionon . 4. Question:WhenateammembershowsstrongegoneedsinMaslow'shierarchy,theteamleadershouldfindwaystolinkthisperson'sworkontheteamtaskwith . 5. Question:AccordingtoMcClelland,apersonhighinneedachievementwillbemotivatedby . 6. Question:InAlderfer'sERGtheory,the needsbestcorrespondwithMaslow'shigher-orderneedsofesteemandself-actualization. 7. Question:ImprovementsinjobsatisfactionaremostlikelyunderHerzberg'stwo-factortheorywhen areimproved. 8. Question:InHerzberg'stwo-factortheory factorsarefoundinjobcontext. 9. Question:BothBarryandMarissaarehighlymotivatedcollegestudents.KnowingthisIcanexpectthemtobe inmy class. 10. Question:Inequitytheory,the isakeyissue. 11. Question:A manager's to enforce a late-to-work policy the same way for all employees is a violationof justice. 12. Question:Whensomeonehasahighandpositiveexpectancyinexpectancytheoryofmotivation,thismeansthattheperson . 13. Question:Inexpectancytheory, istheperceivedvalueofareward. 14. Question:Whichgoalstendtobemoremotivating? 15. Question:TheMBOprocessemphasizes as a way of building worker commitment to goalaccomplishment. Term Clarification 1. The overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others. 2. Describes someone's ability to work effectively across cultures. 3. A theory developed to understand the psychological basis of discrimination. 4. A culture's acceptance of the status and power differences among its members. 5. Describes how women drop out of careers before reaching the top levels of organizations. 6. The degree to which a society values assertiveness or relationships. 7. This involves individual differences in attributes such as personality and values. 8. A tendency to adhere rigidly to conventional values and to obey recognized authority. 9. Being aware of one's own behaviors, preferences, styles, biases, personalities, and so on. 10. How we gather and evaluate information when solving problems. 11. The extent a person feels able to control his or her own life and is concerned with a person's internal-external orientation. 12. Traits that show up as personal beliefs and orientations toward settings and issues. 13. The disposition that identifies whether or not individuals act to influence their environments. 14. A state of tension in response to extraordinary demands, constraints, or opportunities. 15. Destructive stress that is dysfunctional for the individual. 16. The view individuals have of themselves as physical, social, spiritual, or moral beings. 17. The degree to which a culture emphasizes long-term or short-term thinking. 18. This exists when individuals sense they are not part of a group and experience discomfort and low belongingness. 19. A person's ability to adjust his or her behavior to external situational (environmental) factors. 20. This involves the pursuit of one's job and career goals with the support of a personal health promotion program. 21. This act protects individuals against employment discrimination on the basis of race and color, as well as national origin, sex, and religion. 22. A feeling that exists when individuals sense they are part of a group and experience favorable status and a sense of belonging. 23. The learned and shared way of thinking and acting among a group of people or society. 24. Mechanisms that regulate emotions or distress. 25. Mechanisms that manage the problem that is causing the distress. 26. The tendency of members of a culture to emphasize individual self-interests or group relationships. 27. This personality type tends to be easygoing and less competitive. 28. Causes someone to view and manipulate others purely for personal gain. 29. A belief about one's own worth based on an overall self-evaluation. 30. Values that reflect a person's preferences concerning the "ends" to be achieved. 31. Traits related to how much an individual experiences emotional distress or displays unacceptable acts. 32. The ways in which people are similar and dissimilar in personal characteristics. 33. An individual's belief about the likelihood of successfully completing a specific task. 34. Being aware of the behaviors, preferences, styles, biases, and personalities of others. 35. An invisible barrier limiting career advancement of women and minorities. 36. A response or reaction to distress that has occurred or is threatened. 37. A federal civil rights statute that protects the rights of people with disabilities. 38. This personality type tends to be impatient, achievement oriented, and competitive. 39. A loss of interest in or satisfaction with a job due to stressful working conditions. 40. A culture's acceptance of the status and power differences among its members. 41. This involves individual differences in visible attributes such as race, sex, age, and physical abilities. 42. Enduring characteristics describing an individual's behavior. 43. Acting with the mistaken assumption that a generalized cultural value applies equally to all members of the culture. 44. Traits that reflect how a person appears to others in social settings. 45. The overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others. 46. The practice of designing products, buildings, public spaces, and programs to be usable by the greatest number of people. 47. A phenomenon whereby an individual is rejected as a result of an attribute that is deeply discredited by his or her society. 48. The display of negative, irrational, and superior opinions and attitudes toward persons who are different from ourselves. 49. Actively denying minority members the full benefits of organizational membership. 50. The cultural tendency to be uncomfortable with uncertainty and risk in everyday life. 51. This leads a person to see the world as a threatening place and to regard authority as absolute. 52. Broad preferences concerning appropriate courses of action or outcomes. 53. Constructive stress that results in positive outcomes for the individual. 54. Values that reflect a person's beliefs about the means to achieve desired ends. 55. Describes how women drop out of careers before reaching the top levels of organizations. 56. Describes how women are seen as weak in leadership if they conform to the feminine stereotype and also weak if they go against it. 57. This rewards behavior only periodically. 58. The tendency to define problems from one's own point of view. 59. A bundle of features expected to be characteristic of people in certain categories or roles. 60. This administers a reward each time a desired behavior occurs. 61. The systematic attempt to influence how others perceive us. 62. The assignment of one's personal attributes to other individuals. 63. Positive reinforcement of successive approximations to the desired behavior. 64. Cognitive frameworks that represent organized knowledge developed through experience about people, objects, or events. 65. This law states that a reward should be given as soon as possible after the desired behavior occurs. 66. This perception assigns attributes commonly associated with a group to an individual. 67. This discourages a behavior by making the removal of a desirable consequence contingent on its occurrence. 68. The process of creating explanations for events. 69. Positively valued work outcomes that are given to the individual by some other person. 70. The behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not. 71. This theory describes how learning occurs through interactions among people, behavior, and environment. 72. This strengthens a behavior by making a desirable consequence contingent on its occurrence. 73. The use of extrinsic rewards to systematically reinforce desirable work behavior and discourage undesirable behavior. 74. This discourages a behavior by making an unpleasant consequence contingent on its occurrence. 75. The tendency to overestimate internal factors and underestimate external factors as influences on someone's behavior. 76. A form of learning through association that involves the manipulation of stimuli to influence behavior. 77. This process allows only a portion of available information to enter our perceptions. 78. This perception uses one attribute to develop an overall impression of a person or situation. 79. This law states that a reward should only be given when the desired behavior occurs. 80. The control of behavior by manipulating its consequences. 81. The tendency to underestimate internal factors and overestimate external factors as influences on someone's behavior. 82. This strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence. 83. The delivery of a consequence as a result of behavior. 84. The tendency to create or find in a situation that which you expected to find in the first place. 85. The process through which people receive and interpret information from the environment. 86. This occurs when the meaning of something that takes place is based on a contrast with another recent event or situation. 87. One person acting in an abusive, demeaning, intimidating, and/or violent manner toward another on a continuing basis. 88. The ability to understand our emotions and their impact on us and others. 89. The spillover of one's emotions and mood onto others. 90. The sense of loyalty an individual has to the organization. 91. A situation in which a person displays organizationally desired emotions in a job. 92. The process of intentionally disrupting relationships or performance at work. 93. An ability to understand emotions and manage relationships effectively. 94. The extent to which a person identifies with his or her membership organization. 95. Strong positive or negative feelings directed toward someone or something. 96. The extras people do to go the extra mile in their work. 97. The degree to which an individual feels positive or negative about a job. 98. A predisposition to respond positively or negatively to someone or something. 99. This arises from internal sources. 100. The ability to establish rapport with others to build good relationships. 101. This is experienced inconsistency between one's attitudes and/or between attitudes and behavior. 102. The range of feelings in the forms of emotions and moods that people experience. 103. This is the inconsistency between emotions we feel and those we try to project. 104. This derives from external sources. 105. This is how we feel at home as reflected by our emotions and moods. 106. A strong sense of connection with the organization and passion for one's job. 107. This govern the degree to which it is appropriate to display emotions. 108. The ability to know how others are viewing things. 109. The ability to think before acting and to control disruptive impulses. 110. The extent to which an individual is dedicated to a job. 111. The ability to empathize and understand the emotions of others. 112. The ability to feel what the other person is experiencing in a particular situation. 113. The generalized positive and negative feelings or states of mind. 114. The desire for friendly and warm relations with others. 115. This tries to build more motivator factors into job content. 116. The degree to which all people are treated the same under a policy. 117. The probability that work effort will be followed by performance accomplishment. 118. In Maslow's hierarchy are physiological, safety, and social. 119. The desire for satisfying interpersonal relationships. 120. This theory argues that work motivation is determined by individual beliefs regarding effort-performance relationships and work outcomes. 121. The probability that performance will lead to various work outcomes. 122. The desire for physiological and material well-being. 123. The degree to which exchanges and transactions are considered fair. 124. In Maslow's hierarchy are esteem and self-actualization. 125. This concerns how fair and equitable people view workplace practices and outcomes. 126. This theory offers a pyramid of physiological, safety, social, esteem, and self- actualization needs. 127. In the job context are sources of job dissatisfaction. 128. This posits that people will act to eliminate any felt inequity in the rewards received for their work in comparison with others. 129. This identifies job context as the source of job dissatisfaction and job content as the source of job satisfaction. 130. The desire to control others and influence their behavior. 131. The degree to which rules are always properly followed to implement policies. 132. The desire for continued personal growth and development. 133. The degree to which people are treated with dignity and respect in decisions affecting them. 134. The value to the individual of various work outcomes. 135. This is a process of joint goal setting between a manager or team leader and those who report to them. 136. This theory identifies different needs that may motivate individual behavior. 137. This examines the thought processes that motivate individual behavior. 138. This theory identifies existence, relatedness, and growth needs. 139. The desire to do better, solve problems, or master complex tasks. 140. This occurs when an individual believes he or she has received relatively less than others in proportion to efforts. 141. In the job content are sources of job satisfaction. 142. This is feeling under-rewarded or over-rewarded in comparison with others. 143. This refers to forces within an individual that account for the level, direction, and persistence of effort expended at work. 144. The process of setting performance targets. Next Q & A 1. Marciaarrivesatherfirstjobaftergraduatingwithamaster’sdegree.Sheis notveryenthusiasticaboutthejobandproducesmarginalwork.BecausetheteamthinksMarciais areallygoodperson,theyarewillingtofixMarcia’s mistakes. 2. Afterherfirstmonthon thejob, Marcia’s supervisor realizeswhatishappeningandtellstheteamtheyarenothelpingMarciabycoveringuphermistakes.ThesupervisorordersthemtoallowMarciatosucceedorfailonherown.OnceMarcia is forcedtorelyonherself,sherealizes thatsheneedsto improveherattitudeandworkperformance.Whattypeofbehaviordoes thisdescribe? 3. Atheorythatstatesthatbehaviorthatresultsin apleasantoutcomeis likelytoberepeated,whereasbehaviorthatresultsinanunpleasantconditionisnotlikelytoberepeatedisknownasthelawof 4. Atechniquethatisdesignedtoencouragepositivebehaviorbywithdrawingnegativeconsequencestoreducethelikelihoodofanundesirablebehaviorbeingrepeatedisknownas 5. Asupervisoralwaysprovidespublicpositivefeedback,whichoftenincludesatangiblegift(giftcertificates,ticketstolocalevents,andothercovetedrewards)when a team completes a project within the stated budget and allotted time,andwithaproductthatsatisfiesthecustomer.This supervisorbelievesthattheserewardswillincreasethelikelihoodofdesirablebehaviorinthefuture. 6. Thisapproachisknownas 7. Galen started a new job by showing up fifteen minutes before the official starttime, taking a short lunch, and leaving approximately fifteen minutes after theofficialquittingtime.DuringthefirstweekGalen'ssupervisortakeshimasideandtells himthathe isreallyimpressedwith thefactthatGalenissopunctualanddedicatedtothework.ThenextweekGalen’ssupervisoronceagaincomplimentsGalenonhispunctualityandhardwork.Galencontinuesthis 8. behaviorwhileheworksunderthissupervisor.Whattypeofconditioninghasoccurredhere? 9. A supervisor is reviewing the past year’s performance and notes that his teamaccomplished a lot. He believes that the successes are due to his leadership.However,thereweresomefailuresandheplacestheblameforthosefailuresonseveralteammembers.Whattypeofperceptiondoesthisdescribe? 10. One of the ways to build or enhance self-efficacy is to 11. A supervisor inanagingproductionfacilityobservesthat thefacilityispoorlylit,doesnothaveagoodtemperatureregulator,isoftentoohotortoocold,andhassomeoutdatedequipment.Thesupervisoralsonotesthatquiteoffewofthe workers in the production facility are not as productive as the workers oftwenty-fiveyearsago.Thesupervisorhasachatwithoneofthevicepresidentsto describe the situation, and relates to the vice president that the workers oftodayjustdonothavethestrengthofcharacterthatpreviousgenerationsdid. Thisisanexampleof 12. One way that people make sense of the world is to understand why somethinghappenedtothempersonally.Thisisknownasattribution.Forexample,supposea student gets a poor grade in a class. The student responds by saying “theteacher doesn't like me,” as the cause of the bad grade. The average grade inthe class was 95. What element of attribution is affecting the student’sperceptionsaboutthecourse? 13. Jamesisconductinginterviewstodeterminewhichmemberofhisdepartment will be promoted to be the team leader for the Phoenix team. One person in thedepartment,Bernice,seemstostandoutasanindividualperformer.Bernice ispunctualandalwaysarrivesatworkontimeorearlyandisneverlatetoteammeetings.Herindividualperformanceasasystemsengineerhasbeenexcellent.AlthoughBernicehasneverheldasupervisoryposition,Jamesisconvincedthat shewillbeanexcellentteamleader.James’impressionsaboutBernicearemost likelydueto 14. Robbieisastrongsupporterofacertainnewapproachtocuringcancer.Theapproachhasnotbeenformallytestedandhasnotbeenapprovedbyanycertifying organization in any country. Robbie reads an article in an online blogthatisatestimonytoallthepeoplewhohavebeenhealedbythisnewapproach. Based on an article alone, Robbie tells everyone there is clearevidencethattheapproachworks.Robbie'sattitudeabouttheapproachislikelycausedby 15. Mariahasjustbeenpromotedtobecomethenewestsupervisorinherdepartment.Mariahasalwaysbelievedthatanemployeeshouldarriveearlytowork,takeshortlunchbreaks,andleavewhentheworkisdone.Shetakesherresponsibilitiesveryseriouslyandbelievesthereisnoexcusefornotcompletinganassignmentontime.Sheismakinguptheworkscheduleforhernewteamandwantstomakesurethateveryoneis“doinghisorhershare.”Maria'sattitudeaboutothers’workpreferencesisanexampleof 16. Comparinganindividual’scharacteristicswithotherindividualswhohaveahigherorlowerdegreeofthesamecharacteristicsisknownas 17. Anewlygraduatedengineerreceivedabrightyellow,sleeknewsportscarasarewardforsuccessfullyfinishingherdegree.Previously,theindividualdrovewhatmightbestbedescribedasa“clunker.”Whenshedrovetheclunker,sheneveronce received atrafficcitationorwaseven pulled overbythepolice.Shehas been driving the sports car for about a month, and has been pulled overfourtimesbythepoliceandbeenissuedawarningoneofthosetimes.Thisisanexampleof 18. MiltonisintroducedtotheChiefExecutiveOfficer(CEO) ofaverylargeandveryprominentconsultingfirm.MiltonissomewhatstartledtoseethattheCEOisafemale.What simplifyingperceptual devicehas Milton used? 19. Sarahhasworkedinthesameprofessionforoverthirtyyears.Sherecentlyobservedthatyoungerindividualsenteringtheworkforcearetakingmoreofthesupervisoryjobs.Infact,youngerworkershavesurpassedSarahforsupervisorypositionsafewtimesinthelasttenyears.Asaresult,Sarahhasdevelopedanegativeattitudetowardyounger workersingeneral.Shethinksthey areinexperiencedandunknowledgeable,anddonotunderstandtheimportanceoftheworkSarahdoes.InanalyzingSarah’sperceptualcharacteristics,itwouldbereasonabletoassumethatthissituationrepresentsthecharacteristicsofthe 20. Alexanderisinterviewingforajobwithanewcompany.Thejobwouldincludeapromotionandwouldleadtoapotentialexecutivepositioninthefuture. 21. Alexander spends some time at the local spa, getting a tan, a haircut, and afacial. He picks out his best suit and most attractive tie, and he polishes hisshoestoadeepshine.Alexanderispracticing 22. People in contemporary society are constantly inundated with information.Television,magazines,newspapers,emails,instantmessages,andallmannerofsocialmediaprovideaplethoraofinformationtomanyindividuals.Mostpeopledealwiththisthroughaprocesscalled 23. Janeis viewinganinteresting television show,andshenoticesthatacertaincommercialforanapplianceisairedfourtimesduringaone-hourshow.Whichofthefollowingcharacteristicsof perceptionaretheadvertisersusing? 24. Theprimarycharacteristicsinfluencinganindividual'sperceptionincludecharacteristicsoftheperceiver,thesetting,andtheperceived. 25. Whichofthefollowingstatementsmostcloselyalignswiththenurturesideofthenature/nurturedebate? 26. Brooke is a religious woman who believes that the best people share herreligion. She has to hire one of five candidates for a job. The second-bestcandidatesharesherbeliefs,buttheverybestdoesnot.WhatshouldBrookedo? 27. Whichof the followingbestdescribesthedifferencebetweenself-esteemandself-efficacy? 28. Which of the following traits is most likely to produce feelings of out-groupmembership? 29. Howareprejudiceandstigmarelated? 30. Whichofthefollowingisanexampleofaprejudicedstatement? 31. “Heisatypicalmananddoesn’tlistentoanythingyoutellhim,whichiswhyhe 32. The main difference between discrimination and prejudice is that discriminationisa(n) whereasprejudiceisa(n) 33. Inordertohireandretaindisabledworkersacompanyshouldfocusoncomplianceandinclusion. 34. Ajithasbeenassignedtoanewprojectteamatwork.Theteamhasbeentaskedwith assessing the company’s customer resource management software anddetermining which portions need to be updated and then makingrecommendations for those updates. Other people in the company view thisproject as being doomed to fail; previous attempts at this assessment andoverhaulhavebeendisastrous.Ajit,however,isconfidentthatheandtheotherswillbesuccessfulattheir task.Basedonthisinformation,Ajitisbestdescribedashaving aboutthetask. 35. Whichofthefollowingisanexampleofagediscrimination? 36. Which of the following is aimed at removing prejudice directed at individualswithdisabilities? 37. Llewynisamanageratawell-knowncoffeeshop.Heishiringforanewassistantmanagerandreceivesapplicationsfromfivecandidates.Heschedulesinterviewswiththreewhitemalecandidatesanddecidesnotto scheduleinterviewswiththeothertwo,aHispanicmanandanIndianwoman,duetohisownprejudicesaboutminorities. 38. Thesideofthenature/nurturedebatethatbelievesthatpeopleactincertainwaysbecauseoftheirgenesisknownas 39. Micahmanagesagroupofeighttransportationengineersatamid-sizedfirm.Micah’semployeesrespectandlikehimbecauseheunderstandsthetypeofworkeachemployeelikesandtriestoassignworkaccordingly.Healsoisawareofwhichemployeesworkwelltogetherandwhichdonotanddoeshisbesttocreateprojectteamsaroundthesegroupings.InassigningworkandstructuringteamsMicahdisplays 40. Which of the following is an example of glass-ceiling discrimination? 41. Whichofthe followingworkersdisplayshighself-esteemandlowself-efficacy? 42. Leahconstantlydoubtsherdecisionsandhercapabilitytobesuccessful.Shefeelslikesheneverdoesanythingright,evenifshehasexcellentdirectionsandampletime to completeherprojects.Sheconstantlydiscreditsher ownideasandintelligence.Inaddition,sheisafraidtospeakupinmeetingsbecausesheis afraid others in the room will laugh at her. Based on this information, Leah isbestdescribedashavinglow 43. What makes discrimination different from prejudice? 44. Ensuringthatallemployeesfeelcomfortableandwelcomeintheworkplacefostersanattitudeof 45. Whatisdeep-leveldiversity? 46. Whichofthe followingisacharacteristicofadiverseworkplace? 47. Self-awarenessisformedbyanindividual’sviewofhimselforherselfasaphysicalbeing. 48. Whichofthefollowingattributesisacomponentofdeep-leveldiversity? 49. Whatistheleakingpipeline? 50. •Georgedislikesgoinganywherenew.Hefeelsawkwardwhenspeakingwithpeoplehedoesnotknowandhasbeencontenttoliveinthesametownandworkatthesamejobforthepasttwodecades.Georgeishighinopennesstoexperience. 51. Nottrustingyour firm’sleaderstomakethecorrectdecisionsaboutthefutureofthecompanyisanexampleofHofstede’s 52. WhatwasthefirstU.S.companytoaddasectiontoitsnon-discriminationpolicyregardingsexualorientation? 53. ThemostvisibleresultoftheAmericanswithDisabilitiesActhasbeenuniversaldesign. 54. Jamie'sjobisverystressful.Shehasbeengainingweightandbecomingcareless inherwork.Toaddressthesituation,shehasbegunaweightmanagementprogram and sees a job counselor once a week. Which of the followingresponsesdoesJamie’sactionsillustrate? 55. Religiousleaders,whoareusuallymysticalandfocusedonhumanpotential,wouldtypicallyfallunderwhichofthefollowingtypes,accordingtoCarlJung? 56. Howdolearningandexperiencesrelatetovalues? 57. Managingaproblemthatiscausingdistressistermed 58. Achievement,concernforothers,honesty,andfairnessarecharacteristicsof 59. Surface-leveldiversityisbasedoninvisiblecharacteristics. 60. Whataresocialtraits? 61. Whichofthefollowingstatementsbestillustratestheconceptofnatureversusnurture? 62. Which of the following statements best illustrates the idea of self-efficacy? 63. Whichofthefollowingstatementsistrue? 64. Whatarethetwokeydecisionsthatpeoplemakeregardingtheiremploymentandorganizationalmemberships? 65. Chrisalwaysmakespositiveandcomplimentarycommentswhenheisinpublicplaces,suchasatthegymortheclassroom. 66. Whichofthefollowingtermsidentifiescyber-loafing,day-dreaming,orappearingbusyasdisengagementbehaviors? 67. Accordingtoresearchconductedonthetopic,whatistrueregardingthetrendsofjobsatisfaction? 68. Oneoftheassessmenttoolsoftenusedtomeasurelevelsofjobsatisfactionamong workers is the Job Descriptive Index (JDI). Of the five facets identifiedwiththeJDI,whichmeasuresone’ssatisfactionwithtechnicalhelpandsocial support. 69. What is the term associated with attitudes that reflect high levels of jobinvolvement,organizationalcommitment,andorganizationidentification? 70. Whichofthefollowingstatementsistrueregardingorganizationalcommitment? 71. Astoremanagerrecentlyhiredanewemployee.Duringtheinterviewthenewemployeeexhibitedagreatattitudeaboutpunctuality,workethic,andintegrity. 72. Anindividualmayhavetheattitudethateatinghealthyandexercisingisgoodfor a long life, but will sit watching television or playing videos for hours whileindulging in pizza and soda every weekend. This inconsistency represents 73. Whichofthefollowingstatementsrelatesthecognitivecomponentofanattitude? 74. It represents a person’s ideas about someone or something (based onunderlyingbeliefs,opinions,andknowledge)andtheconclusionsdrawnabout 75. Whatisthebasicnotionbehindaffectiveeventstheory(AET)? 76. Whichofthefollowingisatruestatementregardingourunderstandingof 77. Inonemomentyoumaylearnthatyougotajoboffer.Inthenextmomentyouare being stoppedbya police officer. 78. Amanagerconductedanannualgoal-settingexercisewitheachofhereightemployees earlyinthe year.Atmid-year,verylittleprogresshadbeenmadeinachievinganyofthegoals.Themanagerthoughtthegoalswerechallengingbutwithintheteam’scapability.Shealsothoughtthatbysettinggeneralgoalsshewouldbringouttheirinnovativebest,andbytellingthemto“doyourbest”shehadrelievedpressureontheteam.Whatcouldshehavedonetoimproveperformancetomeetthegoals? 79. heprocessofdeveloping,negotiating,andformalizingthetargetsorobjectivesthatapersonisresponsibleforaccomplishingisknownas 80. Whichofthefollowingstatementsaccuratelydescribesaneffectivegoal-settingguideline? 81. Amanagerwishestoinfluenceandimproveinstrumentalityinaworkteam.Aneffectivestrategywouldbeto 82. Theprobabilityassignedbyanindividualthatagivenlevelofachievedtaskperformancewillleadtovariousworkoutcomesisknownas 83. Aseniorengineerisknownasanefficientperfectionist.She isverytalentedwhendesigningsolutionsfordifficultproblems,andwhensheleadsa project itinvariablyachievesallgoalsontimeandwithinbudget.Shehasbeenofferedapromotion, but she has declined. She tells her best friend, “I really enjoycompleting these projects and seeing them operate correctly.” McClellan’sThematic Apperception Test (TAT) theory would describe her primary need as aneedfor 84. Thelengthoftimeapersonstayswithacourseofaction,evenwhenitisdifficult,isknownas 85. Motivationaltheoriesthatfocusprimarilyonindividualneeds—physiologicalorpsychologicaldeficienciesthatwefeelacompulsiontoreduceoreliminate—arecharacterizedas theories. 86. Motivationaltheoriesthatfocusesprimarilyonhowcognitiveprocesses—individualthoughtsanddecisiontendencies—influenceworkbehaviorareknownas theories.