Exam #1 Practice Chapters 1-4

Front 1

A person can build his/her social capital by:

Back 1

getting a mentor

Front 2

A person who reports unethical behavior in his/her organization to management and/or the authorities is called a __________

Back 2

whistleblower

Front 3

___________ is revealing a behavior that troubles you to management or to the authorities.

Back 3

Whistleblowing

Front 4

___________ ________ is the productive potential resulting from relationships, goodwill, trust, and cooperative effort.

Back 4

Social Capital

Front 5

In being hired for a job, the most important factor is likely to be _____, but to be promoted, a person needs _______.

Back 5

hard skills; soft skills

Front 6

A person can build his/her human capital by:

Back 6

assessing his/her strengths and weaknesses.

Front 7

building on strengths and overcoming weaknesses can build _______ _______

Back 7

human capital

Front 8

Knowing who you are and what you want is known as _____-_________

Back 8

self-awareness

Front 9

________ _______ involve situations with two choices, neither of which resolves the situation in an ethically acceptable manner.

Back 9

Ethical Dilemmas

Front 10

_______ _______ looks like simple common sense, but it attempts to overcome the limits of common sense with how it does not settle for traditional options if another solution may be more practical and effective

Back 10

Contingency Approach

Front 11

________ problems requires changing or eliminating the situation in which the problem occurs.

Back 11

Dissovling

Front 12

___-________ goals occur when we set goals and incentives to promote a desired behavior, but they encourage a negative one.

Back 12

ill-conceived

Front 13

Research shows that sustainable businesses are led by CEOs who take a _______-______, inclusive approach rather than a controlling, target-driven one.

Back 13

people-centered

Front 14

the remedy for ill-conceived goals is to _________ __________ _____________ when devising goals and incentives and consider alternative goals that may be more important to reward.

Back 14

brainstorm unintended consequences

Front 15

_______ capital is the productive potential of an individual's knowledge, skills, and experiences.

Back 15

Human

Front 16

Researchers now believe job satisfaction and job performance ______ influence each other through a host of person factors and environmental characteristics contained in the ________ Framework.

Back 16

indirectly; Integrative

Front 17

________ stress has a strong but negative relationship to job satisfaction.

Back 17

Perceived

Front 18

________ shares elements of both openness to change and self-enhancement.

Back 18

Hedonism

Front 19

Organizational commitment exists to the degree that a person's _______ match the __________.

Back 19

personal values; organizational culture

Front 20

What are the four key workplace attitudes savvy managers will track?

Back 20

1. organizational commitment

2. employee engagement

3. perceived organizational support

4. job satisfaction

Front 21

Turnover is a(n) _______, not at attitude

Back 21

outcome

Front 22

__________ is order, self-restriction, preservation of the past, and resistance to change (i.e., security, conformity, tradition).

Back 22

Conservation

Front 23

The ________ _________ refers to how one intends or expects to act toward someone or something

Back 23

behavioral component

Front 24

__________ allows employees to do all or some of their work from home, using advanced telecommunications technology and Internet tools to send work electronically from home to the office, and vice versa.

Back 24

Telecommuting

Front 25

Values represent beliefs that influence behaviors _____________; attitudes relate to behavior __________.

Back 25

across all situations; toward specific targets

Front 26

OB has developed numerous concepts to improve our understanding of _________ ________, including need fulfillment, met expectations, value attainment, equity, and dispositional/genetic components.

Back 26

job satisfaction

Front 27

Which of the following is not one of the predominant models of the causes of job satisfaction?

A.Value attainment

B. Dispositional factors

C. Cognitive dissonance

D. Equity

E. Met expectations

Back 27

C. Cognitive dissonance

Front 28

________ is excitement, novelty, and challenge in life (daring, a varied life, an exciting life).

Back 28

Stimulation

Front 29

___ ________ is the most studied workplace attitude.

Back 29

Job satisfaction

Front 30

The pursuit of one's own interests and relative success and dominance over others (power, achievement) is ____-___________

Back 30

Self-enhancement

Front 31

_____________ programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities.

Back 31

Onboarding

Front 32

The _____ __________ model says that satisfaction results from the perception that a job allows for fulfillment of an individual's important values.

Back 32

value attainment

Front 33

_____________ ____________ reflects the extent to which an individual identifies with an organization and commits to its goals.

Back 33

Organizational commitment

Front 34

______ are physiological or psychological deficiencies that arouse behavior.

Back 34

Needs

Front 35

The ________ component of an attitude reflects the beliefs or ideas one has about an object or situation.

Back 35

cognitive

Front 36

You are unlikely to say anything to someone using a cell phone in a restaurant if you are not irritated by this behavior (______), if you believe cell phone use helps people to manage their lives (_______), and you have no intention of confronting this individual (_______).

Back 36

affective; cognitive; behavioral

Front 37

_________ model proposes that values that are in opposing directions from the center of his model conflict with each other.

Back 37

Schwartz's

Front 38

Engagement is ______ when employees are not confronted with a lot of stressors.

Back 38

higher

Front 39

________ _________ represent individuals' perceptions about the terms and conditions of a reciprocal exchange between them and their organization.

Back 39

Psychological contracts

Front 40

Self-efficacy can be _________.

Back 40

developed

Front 41

___-________ and ___-_______ constitute personal competence.

Back 41

Self-awareness; self-management

Front 42

The relationship between self-esteem and life satisfaction is significantly _________ in individualistic cultures than in collectivist cultures.

Back 42

stronger

Front 43

Researchers draw a distinction between ____ and _______ emotions.

Back 43

felt; displayed

Front 44

__________ was associated with success for managers and sales people.

Back 44

Extraversion

Front 45

_________ is relatively stable personality characteristic that describes how much personal responsibility a person takes for his or her behavior and its consequences.

Back 45

Locus of control

Front 46

____-_________ is relatively more flexible than the other three components of core self-evaluation (CSE) and thus can be enhanced.

Back 46

Self-efficacy

Front 47

Someone who scores high on _____________ __ ___________ would be intellectual, imaginative, curious, and broad-minded.

Back 47

openness to experience

Front 48

Someone who scores high on __________ ________ would be relaxed, secure, and unworried.

Back 48

emotional stability

Front 49

A person can develop his or her relationship management skills by

Back 49

1. Guiding and motivating with a compelling vision

2. wielding a range of tactics for persuasion

3. bolstering others' abilities through feedback and guidance

4. initiating, managing, and leading in a new direction

5. resolving disagreements

6. cultivating and maintaining a web of relationships

7. cooperation and team building.

Front 50

_________ people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs.

Back 50

Proactive

Front 51

One component of ________ _________ is reading the currents, decision networks, and politics at the organizational level.

Back 51

social awareness

Front 52

All of the individual differences are relatively _____ when compared to your behaviors. This means that you have far more control over the things ___________ than over who you are.

Back 52

fixed;you do

Front 53

Which of the following does a person have the most control over?

A. Intelligence

B. Behavior

C. Emotions

D. CSEs

E. Emotional Intelligence

Back 53

B. Behavior

Front 54

Inclusion, building relationships, and mutual adaptation are the preferred strategies. __________ ___________ is the only approach that unquestionably endorses the philosophy behind managing diversity.

Back 54

Mutual adaptation

Front 55

_______ __________ are described as workaholic, idealistic, work ethic, competitive, materialistic, seeks personal fulfillment.

Back 55

baby boomers

Front 56

When something is _______, it stands out from its context.

Back 56

salient

Front 57

The generation that currently makes up the largest number of individuals in America

Back 57

Millennials

Front 58

____-______ memory comprises three compartments: events, semantic materials, and people

Back 58

Long-term

Front 59

The four stages of social perception:

Back 59

selective attention/comprehension, encoding and simplification, storage and retention, and retrieval and response.

Front 60

______-_____ characteristics are those that are quickly apparent to interactants, such as race, gender, and age.

Back 60

Surface-level

Front 61

The key managerial challenge is to reduce the extent to which stereotypes influence decision making and interpersonal processes throughout the organization. We suggest three ways that this can be achieved.

Back 61

- Managers should educate people about stereotypes and how they can influence our behavior and decision making.

- Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status.

- Managers should encourage all employees to strive to increase their awareness regarding stereotypes.

Front 62

_________ is a cognitive process that enables us to interpret and understand our surroundings.

Back 62

Perception

Front 63

_________ compares an individual's behavior with that of his or her peers.

Back 63

Consensus

Front 64

There is ____ consensus when one acts like the rest of the group and ____ consensus when one acts differently.

Back 64

high;low

Front 65

People retrieve information from memory when they make judgments and decisions. Ultimately judgments and decisions come about in one of two ways_____________________;__________________

Back 65

We either draw on, interpret, and integrate categorical information stored in long-term memory; or we retrieve a summary judgment that was already made.

Front 66

____________ is a cognitive process that enables us to interpret and understand our surroundings.

Back 66

Perception

Front 67

Stage one of the social perception process is _______ ________/__________________

Back 67

selective attention/comprehension

Front 68

The fourth and final stage of the social perception process is, __________ and __________; involves turning mental representations into real-world judgments and decisions

Back 68

retrieval;response

Front 69

In the __________ _________/________ stage of social perception, people selectively perceive subsets of environmental stimuli

Back 69

selective attention/comprehension

Front 70

____________ is the process of becoming consciously aware of something or someone. The object of __________ can come from the environment or from memory.

Back 70

Attention;attention

Front 71

In the ________ stage of social perception, we translate raw information into mental representations.

Back 71

encoding and simplification

Front 72

A ___________ represents a person's mental picture or summary of a particular event or type of stimulus.

Back 72

schema

Front 73

Something is _________ when it stands out from its context. Research has shown that people tend to pay attention to __________ stimuli.

Back 73

salient; salient

Front 74

People tend to find _______ information more salient than _______. This leads to ______ bias.

Back 74

negative; positive; negativity

Front 75

In the _______ and ______ stage of the social perception process, we utilize separate compartments for events, semantic materials, and people.

Back 75

storage;retention

Front 76

In the _____ and ______ stage of social perception, individuals call upon memory.storage and retention

Back 76

retrieval;response

Front 77

People retrieve information from memory when they make judgments and decisions in the _________ and _________ stage of social perception.

Back 77

retrieval; response

Front 78

The _________ and _________ phase involves storage of information in long-term memory. Long-term memory comprises three compartments (or wings), one each for events, semantic materials, and people.

Back 78

storage;retention

Front 79

Thoughts or beliefs that are automatically activated from memory without our conscious awareness are called _________ __________.

Back 79

implicit cognitions

Front 80

The existence of implicit cognition leads people to make _________ decisions without an understanding that it is occurring.

Back 80

biased

Front 81

Experts recommend two solutions for reducing the biasing effect of implicit cognition, they include;

Back 81

1. Managers can be trained to understand and reduce this type of hidden bias

2. Bias can be reduced by using structured as opposed to unstructured interviews, and by relying on evaluations from multiple interviewers rather than just one or two people.

Front 82

Managers must accurately identify and communicate the behavioral characteristics and results they look for in good performance at the ___________ of a review cycle.

Back 82

beginning

Front 83

A team of researchers found that in the employees' schema, good leaders would exhibit these behaviors:

Back 83

- Assigning specific tasks to group members

- Telling others that they had done well

- Setting specific goals for the group

- Letting other group members make decisions

- Trying to get the group to work as a team

- Maintaining definite standards of performance

Front 84

A ___________ is an individual's set of beliefs about the characteristics or attributes of a group.

Back 84

stereotype

Front 85

Stereotyping is based on the following four-step process: __________, __________, ____________, and __________.

Back 85

categorization, inferences, expectations, and maintenance.

Front 86

Fritz Heider, the founder of attribution theory, proposed that behavior can be attributed either to _______ factors within a person (such as ability) or to ________ factors within the environment (such as a difficulty task).

Back 86

internal; external

Front 87

________ attributions result from situations believed to have low consensus, low distinctiveness, and high consistency.

Back 87

Internal

Front 88

________ attribution consists of high consensus, high distinctiveness, and low consistency.

Back 88

External

Front 89

The fundamental attribution bias reflects one's tendency to attribute another person's behavior to his or her __________ characteristics, as opposed to situational factors

Back 89

personal

Front 90

The ___-_________ ____ represents one's tendency to take more personal responsibility for success than for failure.

Back 90

self-serving bias

Front 91

_______ factors include high ability or hard work and _________ factors include tough job, bad luck, unproductive coworkers, or an unsympathetic boss.

Back 91

Internal;external

Front 92

________ represents the multitude of individual differences and similarities that exist among people

Back 92

Diversity

Front 93

Four layers of diversity include,

Back 93

1. personality

2. internal dimensions

3. external dimensions

4. organizational dimensions

Front 94

_______-________ characteristics are those that take time to emerge in interactions, such as attitudes, opinions, and values. These characteristics are definitely under our control.

Back 94

Deep-level

Front 95

_____-________ characteristics are those that are quickly apparent to interactants, such as race, gender, and age.

Back 95

Surface-level

Front 96

The broad traits of __________ are described as entitled, civic minded, close parental involvement, cyberliteracy, appreciate diversity, multitasking, work/life balance, and technologically savvy.

Back 96

millennials

Front 97

The traits of ___________ are described as multitasking, online life, cyberliteracy, communicate fast and online.

Back 97

Gen 2020

Front 98

The traits of _________ as self-reliance, work/life balance, adaptable, cynical, distrust authority, independent, and technologically savvy.

Back 98

Gen Xers

Front 99

______ key historical events are MTV, AIDS epidemic, Gulf War, fall of the Berlin Wall, Oklahoma City bombing, 1987 stock market crash, and the Bill Clinton-Monica Lewinsky scandal.

Back 99

Gen Xers'

Front 100

The ___________ barrier represents the feeling that one's cultural rules and norms are superior or more appropriate than the rules and norms of another culture.

Back 100

ethnocentrism

Front 101

The basic premise behind the __________option is that all diverse people will learn to fit in or become like the dominant group. It only takes time and reinforcement for people to see the light.

Back 101

assimilate

Front 102

_______ entails acknowledging differences but not valuing or accepting them. It represents a live-and-let-live approach that superficially allows organizations to give lip service to the issue of managing diversity.

Back 102

Toleration

Front 103

________ is different from isolation in that it allows for the inclusion of diverse people. However, differences are not really valued or accepted when an organization uses this option.

Back 103

Toleration

Front 104

Organizations initially ________ employees through their recruitment practices and the use of company-orientation programs. New hires generally are put through orientation programs that aim to provide employees with the organization's preferred values and a set of standard operating procedures. Employees then are encouraged to refer to the policies and procedures manual when they are confused about what to do in a specific situation. These practices create homogeneity among employees.

Back 104

Assimilate