Chapter 3 - Jeromes BB Flashcards
1) In order to complete projects quickly, Bennett, a hard worker, prefers not to spend work time chatting with coworkers or attending social gatherings with them. Bennett is high in extraversion.
Answer: FALSE
Explanation: People who are low in extraversion may be highly effective and efficient, especially when their jobs do not require much social interaction.
) The employees of Burger Prince enjoy their work very much. This is largely due to their manager, Violet, who is always sympathetic to the needs of her employees and is seldom uncooperative. Violet can be said to be low on the agreeableness continuum.
Answer: FALSE
Explanation: Managers who are high on the agreeableness continuum are likable, tend to be affectionate, and care about other people. Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic.
Difficulty: 2 Medium
3) Carlos, a manager at Carz Autobody, always appears to be happy. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. If you were his manager, you would tell Carlos that he needs to reduce his negative affectivity.
Answer: FALSE
Explanation: Managers who are low on negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others.
4) Successful managers who take chances and use new methods in their planning and decision making are likely low on openness to experience.
Answer: FALSE
Explanation: Managers who are high on openness to experience may be especially likely to take risks and be innovative in their planning and decision making.
5) Joleen has just been promoted to president of her company. It is likely that she has a high need for power, which is an important trait in high-level managers.
Answer: TRUE
Explanation: The need for power is the extent to which an individual desires to control or influence others. Research suggests that high needs for achievement and for power are assets for first-line and middle managers and that a high need for power is especially important for upper-level managers.
6) The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
6) The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
7) A personal belief or opinion about lifelong goals or objectives is a terminal value.
Answer: TRUE
Explanation: A terminal value is a personal conviction about lifelong goals or objectives.
8) Organizational citizenship behaviors (OCBs) are required behaviors of organization members that contribute to organizational efficiency and effectiveness.
Answer: FALSE
Explanation: Organizational citizenship behaviors (OCBs) are behaviors that are not required of organization members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.
9) Emotional intelligence helps managers understand and relate well to subordinates and to energize them to aid the organization in attaining its goals.
Answer: TRUE
Explanation: Emotional intelligence helps managers understand and relate well to other people. It also helps managers maintain their enthusiasm and confidence and energize subordinates to help the organization attain its goals.
10) As CEO of a conservative company, Rashid is likely to emphasize a top-down approach to planning, which can slow down decision making.
Answer: TRUE
Explanation: Top-down planning may require a formal review process of suggestions from lower-level managers, slowing down the decision-making process. Managers in an organization with an innovative culture have a more flexible approach to planning.
11) Managers who are low on extraversion tend to
A) experience positive moods and emotions frequently.
B) be friendly, affectionate, and highly social.
C) be highly ineffective and inefficient in jobs that require little social interaction.
D) view the world and their life with little optimism.
E) always feel good about themselves and other people.
Answer: D
Explanation: Extraversion is the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Managers who are low on extraversion (often called introverts) tend to be less inclined toward social interactions and to have a less positive outlook.
12) As a manager who is high on the extraversion continuum, Farid is likely to
A) have a less optimistic outlook on life.
B) feel good about himself and other people.
C) be socially inept and avoid interacting with other people.
D) be ineffective in situations which call for high levels of social interaction.
E) be less outgoing and friendly than other people.
Answer: B
Explanation: Extraversion is the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Managers who are high on extraversion (often called extraverts) tend to be sociable, affectionate, outgoing, and friendly.
13) Marco is the product manager at Lawns R Us. He is sociable, affectionate, outgoing, and friendly with his employees and clients. How would you rate him on the Big Five personality traits?
A) Marco is low on conscientiousness.
B) Marco is low on openness to experience.
C) Marco is high on introversion.
D) Marco is high on extraversion.
E) Marco is low on agreeableness.
Answer: D
Explanation: Extraversion is the tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world. Managers who are high on extraversion tend to be sociable, affectionate, outgoing, and friendly.
14) George is an effective and efficient manager. However, he tends to be pessimistic and avoids social interactions. How would you categorize him using the Big Five personality traits?
A) low on extraversion
B) high on negative affectivity
C) low on organizational commitment
D) low on introversion
E) low on conscientiousness
Answer: A
Explanation: Managers who are low on extraversion (often called introverts) tend to be less inclined toward social interactions and to have a less positive outlook.
Difficulty: 2 Medium
15) ________ is the tendency to experience negative emotions and moods.
A) Extraversion
B) Agreeableness
C) Negative affectivity
D) Affiliation
E) Openness to experience
Answer: C
Explanation: Negative affectivity is the tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others.
16) ________ is the tendency to be highly critical of oneself and of others.
A) Agreeableness
B) Extraversion
C) Negative affectivity
D) Affiliation
E) Openness to experience
Answer: C
Explanation: Negative affectivity is the tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others.
17) Emily is seldom in a bad mood and is always optimistic about herself and others. It can be said that Emily is low on
A) negative affectivity.
B) agreeableness.
C) affiliation.
D) positive affectivity.
E) extraversion.
Answer: A
Explanation: Managers who are low on negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others.
18) When Marta encounters a problem in her work, she is determined to find a way to solve it. Marta is
A) high on conscientiousness.
B) low on competence.
C) low on perseverance.
D) high on negligence.
E) low on openness to experience.
Answer: A
Explanation: Managers who are high on the conscientiousness continuum are organized and self-disciplined, and their persistence and determination help them overcome obstacles and turn their ideas into successful new ventures; those who are low on this trait might sometimes appear to lack direction and self-discipline.
19) Delilah is an efficient manager who is on very good terms with her employees. She is known for taking risks and being innovative in her planning and decision making. Delilah is
A) high on introversion.
B) low on agreeableness.
C) high on openness to experience.
D) low on positive affectivity.
E) low on conscientiousness.
Answer: C
Explanation: Managers who are high on openness to experiences may be especially likely to take risks and be innovative in their planning and decision making.
20) Jim has been employed at Fortis Services for nearly 15 years in the same job. He has been offered promotions, but he likes what he does. Which statement would imply that Jim is low on openness to experience?
A) Jim is known for being unconventional and daring in his business plans.
B) Jim is not conservative in his decision-making approaches.
C) Jim often comes up with and implements radical ideas.
D) Jim is not open to a wide range of stimuli.
E) Jim does not have narrow, conservative interests.
Answer: D
Explanation: Openness to experience is the tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks. Managers who are low on openness to experience may be less prone to take risks and more conservative in their planning and decision making.
21) Cheng is a district manager for a health insurance company. Recent reports indicated that Cheng’s district was not performing as well as other districts in his region. Cheng thinks he has been a poor leader and blames himself for the decline in performance in his district. Cheng’s view of the situation is an example of
A) tolerance of failure.
B) low self-esteem.
C) need for affiliation.
D) external locus of control.
E) internal locus of control.
Answer: E
Explanation: People with an internal locus of control believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants of important outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice job assignment.
22) Dwight was working with two of his colleagues to create a marketing plan for his company’s new product. The team was scheduled to meet with their manager on Monday to present the plan, but the plan wasn’t final when the team met with the manager. Instead of accepting any responsibility, Dwight told the manager that the plan was not final because the profile of the geographical area was inaccurate. Dwight’s view of the situation is an example of
A) external locus of control.
B) internal locus of control.
C) high self-esteem.
D) tolerance of failure.
E) need for affiliation.
Answer: A
Explanation: People with an external locus of control believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference. As such, they tend not to intervene to try to change a situation or solve a problem leaving it to someone else.
23) Karly is a real estate agent. She has an outgoing and friendly personality, and she has strong networking skills that help her gain referred clients. Karly builds a rapport with her clients and they are very satisfied because she is sensitive to their needs. This implies that Karly is high on which Big Five personality trait?
A) intelligence
B) openness to experience
C) conscientiousness
D) agreeableness
E) introversion
Answer: D
Explanation: Agreeableness is the tendency to get along well with others. Managers who are high on the agreeableness continuum are likable, tend to be affectionate, and care about other people. Being high on agreeableness may be especially important for managers whose responsibilities require that they develop good, close relationships with others.
24) People with an internal locus of control
A) believe that outside forces are responsible for events in their life.
B) do not make attempts to solve problems or change situations.
C) tend to be highly unethical and unhelpful.
D) see their own actions and behaviors as being major and decisive determinants of important outcomes.
E) believe that their actions make no difference to the events around them.
Answer: D
Explanation: People with an internal locus of control believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants of important outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice job assignment.
25) People with an external locus of control
A) tend not to intervene to try to change a situation or solve a problem, leaving it to someone else.
B) believe that their actions always make a difference.
C) believe that they themselves are responsible for the events in their life.
D) tend to solve problems easily.
E) tend to be highly ethical and extremely helpful.
Answer: A
Explanation: People with an external locus of control believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference.
26) Marjorie has high self-esteem, so she is likely to
A) be frequently unsure of herself.
B) be insecure and often feel incompetent.
C) believe that she is capable of handling most situations.
D) be timid and afraid to take on new tasks.
E) have low confidence in her abilities and understanding.
c
27) According to McClelland, the need for ________ is exemplified by people who set clear goals for themselves and like to receive performance feedback.
A) affiliation
B) achievement
C) power
D) acceptance
E) solidarity
B
28) According to McClelland, the need for ________ is the extent to which a person is concerned with being liked and having others get along well with one another.
A) power
B) control
C) independence
D) achievement
E) affiliation
E
29) According to McClelland, the need for ________ reflects the extent to which a person has a strong desire to control and to influence others.
A) affiliation
B) agreeableness
C) power
D) conscientiousness
E) achievement
C
30) Caleb, the CEO of Doberry Edibles, is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Caleb has a
A) high need for power and low need for affiliation.
B) high need for control and low need for affiliation.
C) high need for power and low need for achievement.
D) high need for affiliation and high need for achievement.
E) low need for power and low need for achievement.
D
31) Siena, an employee of Scarlet Stone Inc., is extremely ambitious and insists on working on important projects by herself. According to McClelland, she has a high need for
A) affiliation.
B) power.
C) agreeableness.
D) socialization.
E) achievement.
E
32) Managers who are high in ________ are likely to be successful in positions that require high levels of social interaction with other employees.
A) the need for affiliation
B) the need for power
C) organizational skills
D) negative affectivity
E) extraversion
E
33) Sergeant Miller, an army drill instructor, needs to train his new recruits on their first day in camp. He will likely be low in
A) extraversion.
B) power.
C) organization.
D) negative affectivity.
E) agreeableness.
E
