Chapter 2 Values, Attitudes, Emotions and Culture: The … · Chapter 2 Values, Attitudes, Emotions...

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Chapter 2 Values, Attitudes, Emotions and Culture: The Manager as a

Person

TB-1

True/False Questions

1. PAETEC Communications is an example of a firm with a culture that hurts its

financial performance.

Ans: False Page: 41 LO: 5 Difficulty: Easy

AACSB: 10 BT: Knowledge

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

Ans: False Page: 43 LO: 1 Difficulty: Moderate

AACSB: 10 BT: Comprehension

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

Ans: True Page: 44 LO: 1 Difficulty: Easy


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



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



6. The tendency of a person to feel distress and to be critical of self and others is called

locus of control.



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

affectivity.





Person

TB-2

8. Conscientiousness has been found to be a good predictor of job performance for many

kinds of jobs, including managerial positions.



9. Managers who believe that they are responsible for their own success or failure are

said to have a high external locus of control.



10. Managers who believe that forces that exist outside of their own control are primarily

responsible for their own success or failure are said to have a high internal locus of

control.



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



12. Research suggests that a high need for power is not especially important for top

managers.



13. A manager who has a strong interest in performing challenging tasks in order to meet

his or her own standards of excellence is said to have a high need for power.



14. A personal conviction about lifelong goals or objectives is called a terminal value.





Person

TB-3

15. The collection of feelings and beliefs that workers have about their current jobs is

known as job satisfaction, but for managers this is called organizational commitment.



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

workers.



17. Satisfied managers are more likely to perform organizational citizenship behaviors

than dissatisfied managers.

Ans: True Page: 53 LO: 2 Difficulty: Moderate


18. Satisfied managers are more likely to look for new career opportunities outside the

organization.



19. Downsizing tends to increase employee satisfaction because employees' increased

workloads make them feel more responsible and empowered.



20. When companies lay off managers, the satisfaction level of managers who remain

tends to rise.



21. Organizational commitment is likely to help managers perform some of their

figurehead and spokesperson roles.





Person

TB-4

22. Differences in levels of job satisfaction and organizational commitment among

managers in different countries are likely to exist.



23. Managers in the U.S. are better protected from being fired or laid off that those in

Germany.



24. People who are extraverted are more likely to experience positive moods than people

who are introverted.



25. Emotions are more intense feelings than moods.



26. Subordinates of managers who experience positive moods at work may perform better

than subordinates of managers with negative moods.



27. Positive moods may promote critical thinking.



28. Emotional intelligence is about understanding and managing the moods and emotions

of others, but not oneself.





Person

TB-5

29. Managers and workers play equally important roles in the formation of organizational

culture.



30. The personal characteristics of the founders of organizations can have a strong

influence on the culture that is created.



31. If an organization has a strong culture, it is appropriate for us to think of that culture as

the organization's “personality”.



32. The attraction-selection-attrition framework attempts to explain how the personality of

the founder influences the organization's culture.



33. Managers who are satisfied with their jobs, committed to their organizations, and

experience positive moods can cause others to have similar attitudes and moods.



34. The process by which managers learn an organization’s values and norms is called

organizational commitment.



35. Disney is an example of an organization with a weak culture and a weak socialization

process.





Person

TB-6

36. A new employee at Disney attends Disney University. This is a rite of enhancement.



37. Rites of integration make employees feel connected to each other.



38. How people dress in an organization is part of its “language”.



39. Organizational culture controls the behaviors of working level employees, but not

managers.

Ans: False Page: 65 LO: 5 Difficulty: Hard


40. Culture affects many things, but it does not affect the way the basic managerial

functions (planning, organizing, leading, and controlling) are performed.



41. Having a strong culture is always good for an organization.

Ans: False Page: 67 LO: 5 Difficulty: Hard




Person

TB-7

Multiple Choice Questions

42. The tendency of a person to feel good about himself and the rest of the world is known

as:

A) conscientiousness.

B) openness to experience.

C) positive affectivity.

D) extroversion.

E) external locus of control.

Ans: D Page: 44 LO: 1 Difficulty: Easy


43. Managers who tend to be sociable, outgoing, and friendly are frequently referred to as:

A) extroverts.

B) negative affectives.

C) low in self-esteem.

D) conscientious.

E) high in external locus of control.

Ans: A Page: 44 LO: 1 Difficulty: Easy


44. Managers who score low on extroversion are frequently referred to as:

A) extroverts.

B) high in external locus of control.

C) organizational citizens.

D) introverts.

E) emotionally intelligent.





Person

TB-8

45. The tendency of a manager to feel negative emotions and to be critical of herself and

others is called:

A) introversion

B) conscientiousness.

C) negative affectivity.

D) openness to experience.

E) the external locus of control.

Ans: C Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

46. The tendency of a manager to get along well with other workers is known as:

A) positive affectivity.

B) agreeableness.

C) conscientiousness.

D) extraversion.

E) internal locus of control.

Ans: B Page: 44 LO: 1 Difficulty: Easy


47. The tendency of a manager to be careful and persevering in work-related tasks is

known as:

A) conscientiousness.

B) external locus of control.

C) organizational citizenship.

D) agreeableness.

E) openness to experience.



48. CEO’s of major companies often exhibit high _________.

A) extraversion

B) agreeableness

C) conscientiousness

D) openness to experience

E) negative affectivity

Ans: C Page: 45 LO: 1 Difficulty: Moderate




Person

TB-9

49. Managers who initiate major changes in their organizations are often high in

_________.

A) extraversion

B) agreeableness

C) conscientiousness

D) openness to experience

E) negative affectivity

Ans: D Page: 47 LO: 1 Difficulty: Moderate


50. Successful managers demonstrate:

A) high extraversion and low negative affectivity.

B) low extraversion and high agreeableness.

C) high openness to experience and low conscientiousness.

D) high extraversion and low conscientiousness

E) successful managers may have any combination of traits.

Ans: E Page: 48 Success in management does not depend on the possession of

any particular trait. LO: 1 Difficulty: Hard AACSB: 10 BT: Comprehension

51. Managers who believe that forces outside of their control are largely responsible for

what happens to them are said to be high in:

A) openness to experience.

B) negative affectivity.

C) internal locus of control.

D) external locus of control.

E) need for affiliation.





Person

TB-10

52. The degree to which a manager feels good about himself and his capabilities is known

as:

A) need for achievement.

B) need for power.

C) need for affiliation.

D) self-esteem.

E) extraversion.



53. According to McClelland, the extent to which a manager has a strong desire to

perform challenging tasks and to meet personal standards of excellence is known as:

A) the need for affiliation.

B) the need for achievement.

C) the need for power.

D) the need for self-esteem.

E) the need for conscientiousness.



54. According to McClelland, the extent to which a manager is concerned with being liked

and having others get along well with each another is called:

A) the need for power.

B) the need for self-esteem.

C) the need for extraversion.

D) the need for achievement.

E) the need for affiliation.

Ans: E Page: 49 LO: 1 Difficulty: Easy


55. According to McClelland, the extent to which a manager has a strong desire to control

and influence others is known as:

A) the need for affiliation.

B) the need for self-esteem.

C) the need for power.

D) the need for conscientiousness.

E) the need for achievement.

Ans: C Page: 49 LO: 1 Difficulty: Easy




Person

TB-11

56. Research suggests that ________ and _______ are assets for middle managers.

A) high need for power; high need for affiliation

B) high need for power; high need for achievement

C) low need for affiliation; high need for achievement

D) low need for power; high need for affiliation

E) low need for power; low need for achievement

Ans: B Page: 49 LO: 1 Difficulty: Moderate


57. A manager's personal conviction about lifelong goals is known as:

A) a terminal value.

B) an instrumental value.

C) the internal locus of control.

D) the external locus of control.

E) conscientiousness.



58. A manager's personal conviction about ways of behaving is known as:

A) a terminal value.

B) the internal locus of control.

C) conscientiousness.

D) the external locus of control.

E) an instrumental value.



59. All of the following are examples of terminal values EXCEPT:

A) a comfortable life.

B) a sense of accomplishment.

C) social recognition.

D) courage.

E) wisdom.

Ans: D Page: 50 Courage (standing up for your beliefs) is a desired mode of

conduct. LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension



Person

TB-12

60. All of the following are examples of terminal values EXCEPT:

A) inner harmony.

B) capability.

C) a world of beauty.

D) a sense of accomplishment.

E) social recognition.

Ans: B Page: 50 Capability (competence) is a desired way of behaving.

LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension

61. All of the following are examples of instrumental values EXCEPT:

A) independence.

B) responsibility.

C) inner harmony.

D) courage.

E) capability.

Ans: C Page: 50 Inner harmony is a lifelong goal. LO: 2 Difficulty: Hard


62. All of the following are examples of instrumental values EXCEPT:

A) ambitious.

B) helpful.

C) responsibility.

D) social recognition.

E) courage.

Ans: D Page: 50 Social recognition (respect, admiration) is a lifelong goal.

LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension

63. A manager who is self-reliant and self-sufficient is expressing which type of

instrumental value?

A) independence

B) responsibility

C) ambition

D) capability

E) helpfulness





Person

TB-13

64. Carrie values freedom from inner conflict. She is expressing ________ type of

________ value.

A) wisdom; terminal

B) social recognition; instrumental

C) inner harmony; terminal

D) a sense of accomplishment; terminal

E) an exciting life; instrumental

Ans: C Page: 50 Freedom from inner conflict is inner harmony, which is a

terminal value. LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension

65. A manager wants to make a lasting contribution to her organization. This manager is

expressing which type of terminal value?

A) wisdom

B) social recognition

C) inner harmony

D) sense of accomplishment

E) comfortable life



66. An employee who is hard working and aspires to a higher level in the organization is

expressing which type of instrumental value?

A) independence

B) responsibility

C) ambition

D) capability

E) helpfulness



67. The collection of feelings and beliefs that a manager has about his current position is

referred to as:

A) organizational citizenship.

B) job satisfaction.

C) locus of control.

D) organizational commitment.






Person

TB-14

68. People who are satisfied with their jobs are more likely to:

A) quit the organization.

B) perform more OCB's.

C) be laid off.

D) have low organizational commitment.

E) be less creative.



69. The collection of feelings and beliefs that a manager has about her organization is

known as:

A) organizational commitment.

B) locus of control.

C) organizational citizenship.

D) job satisfaction.




70. Which of the following would NOT affect the level of job satisfaction in a country?

A) unemployment rate

B) legislation in the country

C) strength of family and community ties

D) climate

E) attitudes about relocation



71. A feeling or state of mind is called a(n)

A) value

B) emotion

C) personality factor

D) belief

E) mood





Person

TB-15

72. People who are high on extraversion are especially likely to experience

_____________.

A) emotions

B) negative affectivity

C) negative moods

D) positive moods

E) conscientiousness



73. An intense, relatively short-lived feeling is called a(n):

A) emotion

B) mood

C) motivation

D) commitment

E) attitude



74. Giorgio is very upset with his co-worker Petra, who has made errors in her work that

cause Giorgio to have to work late. Giorgio is experiencing a(n):

A) personality characteristic

B) emotional intelligence incident

C) emotion

D) mood

E) scruple

Ans: C Page: 56 Anger is an emotion. LO: 3 Difficulty: Hard

AACSB: 10 BT: Application

75. Subordinates of managers who experience ________ moods at work tend to

_________.

A) positive; perform worse

B) positive; be more creative, regardless of the situation

C) negative; resign more

D) positive; be more creative, under certain conditions

E) negative; be more ethical

Ans: D Page: 56 Under some (but not all) circumstances, managers’ positive

moods enhance creativity. LO: 3 Difficulty: Hard




Person

TB-16

76. Which of the following was used by the accounting firm of Lipshutz, Levin, and Gray

to create positive moods?

A) chicken costumes

B) hula hoops

C) casual dress code

D) foghorns

E) all of the above

Ans: E Page: 56 LO: 3 Difficulty: Moderate


77. People in negative moods tend to:

A) be more assertive in judgments

B) be poorer critical thinkers

C) be less effective at devils advocacy

D) be more satisfied with their bosses

E) make less accurate judgments

Ans: A Page: 56 LO: 3 Difficulty: Moderate


78. The ability of a manager to understand and to manage her own emotions and the

emotions of others is known as that manager's:

A) agreeableness.

B) emotional intelligence.

C) social intelligence.

D) need for affiliation.

E) consideration.



79. Which of the following feelings is NOT an indicator of a negative mood?

A) strong

B) jittery

C) nervous

D) scornful

E) all of the above are indicators of a negative mood





Person

TB-17

80. Emotional intelligence may help managers perform the ___________ interpersonal

role.

A) resource allocator

B) monitor

C) planner

D) liaison

E) decision maker



81. Recent theorizing and research suggest that managers' emotional intelligence may be

especially important in:

A) increasing employee turnover

B) decreasing employee satisfaction

C) decreasing employee stress

D) increasing employee creativity

E) increasing employee resistance to change



82. An organization's culture is most like its:

A) structure

B) strategy

C) reward systems

D) personality

E) vision



83. The “ASA” framework concerns:

A) avoidance - selection - attribution

B) attraction - selection - attrition

C) aggression - survival - activation

D) ability - skills - attitudes

E) attitude - socialization - assimilation





Person

TB-18

84. The ASA framework suggests that people have become more similar to each other

through:

A) attraction of hiring managers to people similar to themselves.

B) employees who are dissimilar being more likely to leave the organization.

C) attraction of potential employees to firms that exhibit personalities like their

own.

D) all of the above

E) both A & C; but not B.

Ans: D Page: 59-60 LO: 5 Difficulty: Moderate


85. Attraction-selection-attrition processes are most evident in:

A) large firms

B) small firms

C) manufacturing firms

D) financial firms

E) not-for-profit organizations



86. Which of these characteristics of managers shape organizational culture?

A) mood

B) emotional intelligence

C) values

D) emotions

E) all of the above



87. __________ are unwritten, informal rules or guidelines that prescribe appropriate

behaviors.

A) Terminal values

B) Personalities

C) Norms

D) Instrumental values

E) Cultures

Ans: C Page: 61 LO: 5 Difficulty: Easy




Person

TB-19

88. Managers try to cultivate norms that fit other factors. Which of the following is NOT

one of these factors?

A) the organization's strategy

B) the organization's language

C) the organization's task environment

D) the organization's general environment

E) the organization's technology



89. Managers maintain and transmit culture through all but one of the following. Which

one?

A) rites

B) stories

C) language

D) technology

E) socialization



90. Ray Kroc, McDonald's founder, insisted on __________, which became a competitive

advantage for this firm.

A) cleanliness

B) technology

C) state-of-the-art technology

D) quality food

E) high wages for workers



91. Bill Gates, Microsoft's founder, insisted on __________, which became a competitive

advantage for this firm.

A) business attire

B) customer service

C) being an individual

D) low wages

E) centralized control





Person

TB-20

92. The process by which newcomers to an organization learn the values and norms is:

A) accumulation

B) socialization

C) attribution

D) attitude adjustment

E) embedding



93. Walt Disney Company is known for its strong ________ which focuses most heavily

on ________.

A) corporate strategy; low prices

B) socialization program; helpfulness

C) culture; creativity

D) culture; technology

E) socialization program; individualism



94. Rites of _________ determine how individuals enter, advance within, or leave the

organization.

A) passage

B) integration

C) ceremony

D) enhancement

E) celebration





Person

TB-21

95. XYZ Company holds an annual 4th of July picnic. In addition to giving employees a

chance to have fun, top management also presents award to top performers. This is a

rite of:

A) passage

B) integration

C) celebration

D) ceremony

E) enhancement

Ans: E Page: 64 Rites of enhancement such as award dinners reinforce an

organization’s values and norms. LO: 5 Difficulty: Hard


96. Employee promotions at ABC Company appear in the local newspaper. This is an

example of :

A) a rite of passage

B) a rite of integration

C) a story

D) language

E) a rite of enhancement

Ans: E Page: 64 Rites of enhancement such as award dinners reinforcement an

organization’s values and norms. LO: 5 Difficulty: Hard


97. How workers in a particular organization dress is part of the organization’s:

A) rites

B) values

C) stories

D) socialization

E) language





Person

TB-22

98. An organization's culture influences how managers __________.

A) control

B) plan

C) lead

D) organize

E) all of the above

Ans: E Page: 65 LO: 5 Difficulty: Moderate


Essay Questions

99. Researchers frequently refer to the "Big Five" personality traits. Discuss any three of

these traits and explain the advantages and disadvantages of each for managers.

Ans:

These traits are extroversion, negative affectivity, agreeableness, conscientiousness,

and openness to experience. All of them have advantages and disadvantages in terms

of their effect on the effectiveness of a manager.

Page: 43-47 LO: 1 Difficulty: Moderate AACSB: 10 BT: Comprehension

100. Managers can have very different points of view about how much control they have

over what happens to them on the job and in their personal lives. Discuss the two loci

of control and explain the advantages and disadvantages of each in terms of possible

impact on the effectiveness of managers. Show that you understand these concepts by

giving an example of each locus from the perspective of a student explaining her

performance on a recent test.

Ans:

Managers who have a high internal locus of control feel that they are themselves

primarily responsible for what happens to them both on the job and in their personal

lives. Managers who have a high external locus of control believe that outside forces

over which they have little control are the primary determinants of what happens to

them.

Page: 48 LO: 1 Difficulty: Hard AACSB: 10 BT: Comprehension



Person

TB-23

101. David McClelland has done extensive research on the various "needs" of managers.

Discuss the three major types of needs of managers according to McClelland and

explain their possible advantages and disadvantages on the effectiveness of a manager.

Ans:

McClelland has researched the need for achievement, the need for affiliation, and the

need for power. These needs react differently depending on the level which the

manager occupies within the organization and where that manager is in terms of his or

her career development stages.


102. Researchers have studied the concept of "organizational commitment." Discuss the

meaning of this concept and explain how workers with high or low organizational

commitment are likely to act differently on the job.

Ans:

Organizational commitment is the set of beliefs and feelings a manager has about his

or her organization. Committed managers are more likely to go "above and beyond

the call of duty" to their organization and are more likely to stay with their

organization for longer periods of time.


103. Define the concept of “emotional intelligence”. How does having emotional

intelligence help managers?

Ans:

Emotional intelligence (EI) is the ability to understand one's own and others' moods

and emotions. It helps managers because it helps managers manage their own stress

and also to perform their interpersonal roles.




Person

TB-24

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

Ans:

Organizational culture is the set of shared values, norms, standards, and expectations

that influence the way members of the organization interact and cooperate. All

members can influence organizational culture, but managers are more likely to play a

strong role, particularly the founder. The attraction-selection-attrition framework

describes how this occurs. First, founders of organizations tend to hire people with

similar personalities and values as their own. Second, similar employees are more

likely to stay, and others to leave. Thus, as an organization grows, its membership

becomes more similar. This is reinforced, then, by the employees themselves in new

hiring and in socialization of new employees.


105. Explain the ASA Model. How does it help explain the formation of organizational

cultures? Give an example.

Ans:

ASA stands for attraction-selection-attrition. It proposes that when founders hire

employees for their new ventures, they tend to be attracted to and choose employees

whose personalities are similar to their own. These similar employees are more likely

to stay with the organization. Dissimilar employees, if hired, are more likely to leave.

Thus, the overall tendency is for people in the organization to have similar

personalities that shape organizational culture.

Page: 59-60 LO: 5 Difficulty: Moderate AACSB: 10 BT: Application



Person

TB-25

106. What is socialization? How does it occur? Why is it important for organizations?

Give an example of a socialization experience you have gone through or observed in

your life.

Ans:

Socialization is the process by which an organization influences its new members to

accept its values and norms, and learn the work behaviors they need to perform

effectively. When socialization is successful, new member internalize the

organization's values and norms and behave consistently with them, believing that

they are behaving in the right and proper way.

Socialization occurs when organizations put newcomers through a series of

experiences – most commonly, training programs – that give them knowledge and

skills to perform their new jobs, but also stress the values the organization wishes

employees to accept. Socialization is important because it is essential to support a

strong culture, which can in turn lead to effective organizational performance.

Page: 62-63 LO: 5 Difficulty: Hard AACSB: 10 BT: Comprehension

107. Explain what organizational rites are. What are the different types? Give an example

of each.

Ans:

Rites are formal events that recognize events of importance to the organization and its

employees. Rites of passage mark how individuals enter, advance within or leave the

organization. Rites of integration build and reinforce common bonds among

members. Rites of enhancement publicly reward and recognize employees'

contributions, thus strengthening their commitment to the organization.

Page: 63-65 LO: 5 Difficulty: Moderate AACSB: 10 BT: Application



Person

TB-26

108. Explain the relationship between organizational culture, managerial action, and

organizational effectiveness. Give an example of this relationship..

Ans:

An organization's culture shapes and controls the behavior of all employees, including

managers. Thus, it influences the way managers perform their four basic functions:

planning, organizing, leading, and controlling. If managers buy into an organization's

culture, norms and values, the manager will perform her functions in a way that is

consistent with other members of the organization. Further, if the culture is

appropriate for the organization's strategy, task and general environment, and

technology, the manager's work will help the organization perform well.

Page: 65-67 LO: 5 Difficulty: Hard AACSB: 10 BT: Application

Chapter 2 Values, Attitudes, Emotions and Culture: The … · Chapter 2 Values, Attitudes, Emotions...

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