Chapter 8 – Foundations of Individual and Group Behavior
Chapter Eight: Foundations of Individual and Group Behavior
True/False
1.
Job satisfaction is the degree to which an individual feels positively or negatively about
various aspects of a job such as pay, tasks, supervision, coworkers, the work setting,
and advancement opportunities.
(True; Easy; p. 263)
2.
Henry is usually outgoing, friendly, talkative, and enjoys establishing new relationships.
One of his personality traits is extraversion.
(True; Easy; p. 268)
3.
According to the five factor model of personality, self-control and locus of control are
the same trait.
(False; Easy; p. 268)
4.
Of the three components of attitudes, cognition is not influenced by individual
perceptions.
(False; Moderate; pp. 263-264)
5.
An individual experiences cognitive dissonance when there is conflict or
inconsistencies among two or more of his or her attitudes.
(False; Moderate; p. 264)
When Marvin tells his boss, “I am going to quit this company and look for another job,
unless I get a raise,” he is expressing the affective component of his attitude toward
his work.
(False; Moderate; p. 264)
6.
7.
Three elements of an attitude attribution are consensus, consistency, and dissonance.
(False; Moderate; p. 276: Ex. 8-6)
8.
Machiavellianism describes the degree to which people are poised, calm, resilient, and
secure.
(False; Moderate; p. 270)
9.
The thinking-feeling dimension of the Myers Briggs Type Indicator (MBTI) reflects an
individual's preference for evaluating information in an analytical manner or on the
basis of values and beliefs.
(False; Moderate; p. 267)
10.
Internal–external locus of control is not a dimension of personality used by the MyersBriggs Type Indicator (MBTI).
(True; Easy; p. 267)
11.
Organizational commitment is the extent to which an employee identifies with his or
her job, actively participates in it, and considers his or her performance important to his
or her feelings of self-esteem.
(False; Challenging; p. 264)
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12.
Research studies have shown that people seek consistency and try to reduce
dissonance between their attitudes and their emotions.
(False; Moderate; p. 264)
13.
Rosetta believes that if she puts in extra effort at work, she will receive the bonus that
she deserves. Rosetta has an internal locus of control.
(True; Easy; pp. 269-270)
14.
People who are high on Machiavellianism tend to be less rational and very emotional.
(False; Moderate; p. 270)
15.
Self control is the degree to which a person believes that he or she is a worthwhile and
deserving individual.
(False; Moderate; p. 270)
James tells his brother, “I hate any class in Liberal Arts, and I can’t wait to take more
courses in business.” James is expressing the affective component of his attitude
toward his classes.
(True; Moderate; p. 264)
16.
17.
The intentional component of an attitude reflects feelings and emotions an individual
has toward something.
(False; Moderate; p. 264)
18.
Agreeableness is the Big-Five model factor that addresses the degree to which
someone is imaginative, artistically sensitive, and intellectual.
(False; Moderate; p. 268)
19.
Self-esteem is the EI (Emotional Intelligence) factor that refers to the ability to handle
one’s feelings and emotions.
(False; Moderate; p. 269)
20.
Managers who are high on locus of control make rapid decisions and require less
information.
(False; Challenging; p. 270)
21.
Individuals in groups behave differently than individuals who act alone.
(True; Moderate; p. 281)
22.
The goals of organizational behavior are to explain and alter behavior.
(False; Moderate; p. 263)
You have just read a psychologist’s study of workers’ attitudes in your industry. She
stated that an attitude is made up of three components: cognition, belief, and behavior.
(False; Challenging; p. 2263)
23.
24.
The affective component of an attitude is the emotional, or feeling, segment of the
attitude.
(True; Moderate; p. 264)
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Chapter 8 – Foundations of Individual and Group Behavior
25.
An employee's general attitude toward his or her job is job involvement.
(False; Moderate; p. 264)
When there is inconsistency between an individual’s attitude and behavior, he or she
tends to correct it by altering either the attitude or the behavior or by developing a
rationalization for the discrepancy.
(True; Challenging; p. 264)
26.
27.
Leon Festinger proposed the Five-Factor model of personality.
(False; Challenging; p. 264)
28.
If the issues causing dissonance are of great importance, the individual will not be
under great tension to reduce the dissonance.
(False; Challenging; p. 266)
29.
The degree of influence that individuals believe they have over the elements will have
an impact on how they react to the dissonance felt.
(True; Moderate; p. 265)
30.
One of the most widely used methods of identifying personalities is the Big-Five model.
(False; Moderate; p. 267)
31.
The 16 personality types are based on the four dimensions of extroversion versus
introversion, sensing versus intuitive, thinking versus feeling, and judging versus
perceiving.
(True; Challenging; p. 267)
32.
The Big-Five factors are extroversion, cooperativeness, dependability, enthusiasm,
and imagination.
(False; Challenging; p. 268)
33.
Emotional stability was the factor that predicted job performance for all five groups in
the Big 5 study cited in your text.
(False; Challenging; p. 269)
34.
People who have higher emotional intelligence are better able to succeed in coping
with environmental demands and pressures.
(True; Moderate; p. 269)
35.
Five specific personality traits have proven most powerful in explaining individual
behavior in organizations. These are locus of control, Machiavellianism, self-control,
self-monitoring, and risk propensity.
(False; Challenging; p. 270)
36.
If an individual blames his/her boss for a poor performance evaluation, he/she has an
internal locus of control.
(False; Challenging; p. 270)
37.
The most common finding on self-monitoring is that low self-monitors are more
susceptible to external influence than high self-monitors.
(False; Moderate; p. 270)
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38.
High self-esteems are more satisfied with their jobs than low self-esteems.
(True; Challenging; p. 270)
39.
Low self-monitors have a high behavioral consistency between who they are and what
they do.
(True; Moderate; p. 270)
40.
Managers who are high risk-takers make more rapid decisions, but require more
information.
(False; Challenging; p. 270)
41.
Holland's research holds that investigative and enterprising are opposing themes while
social, enterprising, and conventional are mutually reinforcing themes.
(True; Challenging; p. 271)
42.
Holland's enterprising personality is matched with the occupations of lawyers, real
estate agents, and public relations specialists.
(True; Challenging; p. 271; Ex. 83)
43.
Holland's model argues that satisfaction is highest and turnover is lowest when
personality and occupation are in agreement.
(True; Moderate; p. 271)
44.
A country's culture should influence the dominant personality characteristics of its
population.
(True; Moderate; p. 273)
45.
Research on perception consistently demonstrates that individuals who look at the
same thing will see it in the same way.
(False; Moderate; p. 275)
46.
Attribution theory suggests that when we observe an individual's behavior, we attempt
to determine whether it was internally or externally caused.
(True; Challenging; p. 276)
47.
When individuals tend to attribute their own successes to internal factors such as
ability or effort while putting the blame for failure on external factors such as luck, they
are expressing the fundamental attribution error.
(False; Moderate; p. 271)
48.
The statement "older workers are less productive" is an example of selectivity.
(False; Moderate; p. 277; Ex. 8-7)
49.
Employees react to perceptions, not reality.
(True; Moderate; p. 279)
50.
Learning, in its most simple terms, is any relatively permanent change in behavior that
occurs as a result of experience.
(True; Easy; p. 279)
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Chapter 8 – Foundations of Individual and Group Behavior
51.
Managers should be concerned with how they can teach employees to behave in ways
that most benefit the organization. They will often attempt to mold individuals by
guiding their learning in graduated steps called shaping behavior.
(True; Moderate; p. 280)
52.
The behavior of individuals in a group is the same as individual behavior.
(False; Easy; p. 281)
53.
Achieving some level of prestige from belonging to a group is a security reason for
joining a group.
(False; Moderate; p. 282; Ex. 88)
54.
Norms are expected behavior patterns attributed to someone who occupies a given
position in a social unit.
(False; Moderate; p. 283)
55.
Anything can have status value if others in the group admire it.
(True; Challenging; p. 284)
56.
Large groups are good for taking action while smaller groups are good for gaining
diverse input.
(False; Moderate; p. 285)
Multiple Choice Questions
57.
_____ is the study of actions of people—specifically people at work.
a. Organizational development
b. Organizational behavior
c. Organizational training
d. Human resource management
(b; Easy; p. 262)
58.
_____________ is/are the combination of psychological traits that characterize a
person.
a. Perceptions
b. Norms
c. Personality
d. Values
(c; Moderate; p. 267)
59.
_________ conscientious people tend to be __________ performers than __________
conscientious people across a variety of jobs.
a. Less; better; more
b. More; better; less
c. Less; poorer; less
d. More; poorer; less
(b; Moderate; pp. 268-269)
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60.
_________ is the degree to which people are poised, calm, resilient, and secure.
a. Extraversion
b. Enthusiasm
c. Machiavellianism
d. None of the above.
(d; Easy; p. 268)
61.
____________ would be displayed by someone who was effective at sales, public
speaking, or dealing with groups of people.
a. Extroversion
b. Agreeableness
c. Conscientiousness
d. Openness to experience
(a; Moderate; p. 268)
62.
Lenore is an ambitious student who believes that if she works hard enough, she will
receive the grades that she deserves. Lenore has ____.
a. an external locus of control
b. a high level of extraversion
c. an internal locus of control
d. None of the above.
(c; Easy; p. 270)
63.
__________ Machiavellian people tend to be __________ and __________.
a. More; irrational; non-emotional
b. More; rational; non-emotional
c. More; rational; emotional
d. Less; irrational; non-emotional
(b; Moderate; p. 270)
64.
Adolph enjoys having and using power within his organization, even to the extent of
manipulating others or lying to them. Adolph is __________ on the personality
attribute, __________.
a. high; Machiavellianism
b. low; cooperativeness
c. high; self-control
d. high; risk propensity
(a; Moderate; p. 270)
65.
A manager who experiments with new ideas, takes chances with new products, and
leads his or her department to try new ways to solve problems has high _________.
a. self-control
b. competitiveness
c. internal locus of control
d. risk propensity
(d; Challenging; p. 270)
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Chapter 8 – Foundations of Individual and Group Behavior
Nancy tells a member of her workgroup, “I really enjoy working on special projects but,
but I really hate doing expense reports and paperwork.” Nancy is expressing which
component of her attitude about work?
a. cognitive component
b. affective component
c. behavioral component
d. emotional component
(b; Moderate; p. 264)
66.
67.
Carmine is expressing the __________ when he tells his boss that he thinks that they
are doing better than their competitor because they are making more sales than
Company XYZ this year.
a. the cognitive component
b. the affective component
c. the behavioral component
d. the emotional component
(a; Moderate; p. 263)
68.
After having a very bad experience waiting on line for 3 hours at the Motor Vehicles
Bureau, Gretchen tells her father, “In the future, I am going to renew my license on the
website and am never going back to wait on that long line again.” This is an example
of which component of an attitude?
a. The cognitive component
b. The affective component
c. The behavioral component
d. The conceptual component
(c; Moderate; p. 264)
69.
_____________ of an attitude reflects feelings and emotions an individual has toward
something.
a. The intentional component
b. The affective component
c. The dissonance component
d. The emotional component of an attitude.
(b; Moderate; p. 264)
70.
After Marty worked in a fast-food restaurant for three years to pay for his college
tuition, he vowed never to work in another restaurant. But after graduation, when he
returned home, the only job offer Marty could get was managing the local Burger King.
Marty’s acceptance of this job is referred to as _________.
a. cognitive discrepancy
b. cognitive dissonance
c. an approach-avoidance conflict
d. behavioral inconsistency
(b; Easy; p. 264)
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Part IV - Leading
71.
Cognitive dissonance is the conflict that individuals experience among
a. conflicting or contradictory attitudes.
b. conflicting or contradictory behaviors.
c. conflicting or contradictory values.
d. conflicting or contradictory perceptions.
(a; Easy; p. 264)
72.
__________ is a major reason that people join groups.
a. Job dissatisfaction
b. Desire for autonomy
c. Individual growth and development
d. Goal achievement
(d; Moderate; p. 282)
73.
_____ is the systematic reinforcement of behavior at successive steps to move an
individual closer to a desired behavior or goal.
a. Positive reinforcement
b. Shaping behavior
c. Classical conditioning
d. Negative reinforcement
(b; Easy; p. 2480)
74.
_________ is/are a set of processes through which individuals become aware of and
interpret information about their environment.
a. Attributions
b. Perceptions
c. Stereotypes
d. Operant conditioning
(b; Easy; p. 275)
75.
Gilbert is the head of the Newall County Volunteer Fighter Fighters Brigade. He
believes that tall people make better fire fighters than do short people. As a result,
when he evaluates his candidates, he forgets any positive information about the
shorter fire fighters’ performance. Gilbert is evaluating his candidates for the volunteer
fire department based on ________.
a. a self-serving bias
b. stereotyping
c. a self-fulfilling prophecy
d. real differences
(b; Moderate; p. 278)
When Ronald told his girlfriend, “Most women are more emotional and open than
men,” he was expressing a(n) __________.
a. attribution
b. perception
c. self-serving bias
d. stereotype
(d; Easy; p. 278)
76.
218
Chapter 8 – Foundations of Individual and Group Behavior
Hector observes that whenever Juan calls in sick for a day, it’s because he is feeling
resentful of one of his decisions. Hector comes to his conclusion based upon
a. his perception of Juan’s personality.
b. consensus about Juan’s behavior.
c. the consistency of Juan’s behavior.
d. the context of the situation.
(c; Moderate; p. 264)
77.
78.
____________ is the extent to which others in the same situation tend to behave in the
same way.
a. Consistency
b. Distinctiveness
c. Consensus
d. Context dependent
(c; Moderate; p. 276)
79.
Travis observes that one of his employees always refuses to look him in the eye. He
wonders if the employee lacks respect for him. Later, Travis sees that other employees
also fail to look him in the eye. Travis decides that the employees are not disrespectful
of him, but rather that he must intimidate them. Travis makes this attribution-based on
___________.
a. consensus
b. distinctiveness
c. stereotyping
d. a self-serving bias
(a; Moderate; p. 276)
80.
If the rewards are high, even though the dissonance is high, the tension caused by the
dissonance tends to
a. be greater.
b. be less.
c. stay the same.
d. not be affected.
(b; Challenging; p. 266)
81.
__________ is/are a common reason for joining a group.
a. Group activities
b. Security
c. Goal achievement
d. All of the above.
(d; Easy; p. 282; Ex. 88)
82.
Which of the following is not a characteristic of highly committed and satisfied
employees?
a. Greater rate of job success
b. Lower rates of conflict
c. Greater turnover and absenteeism
d. None of the above.
(d; Easy p. 266)
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83.
Which of the following is not one of the Big 5 personality traits?
a. openness
b. emotional stability
c. agreeableness
d. cooperativeness
(d; Easy; p. 268)
84.
Which of the following is not one of the primary factors that appears to be associated
with EI (Emotional Intelligence)?
a. self-awareness
b. self-management
c. self-esteem
d. social skills
(c; Challenging; p. 269)
85.
All except which of the following determine whether a behavior was internally or
externally controlled?
a. distinctiveness
b. selective perception
c. consensus
d. consistency
(b; Moderate; p. 276)
86.
John arrived fifteen minutes late for work every day for the past month. This is an
example of
a. low consistency.
b. high distinctiveness.
c. high consensus.
d. None of the above
(d; Challenging; p. 276)
87.
Which of the following is a hidden aspect of organizational behavior?
a. strategies
b. technology
c. group norms
d. formal authority
(c; Moderate; p. 262; Ex. 81)
88.
When topics such as norms, roles, team building, and conflict are considered,
organizational behavior is looking at which of the following?
a. group behavior
b. individual behavior
c. stress management
d. creativity
(a; Easy; p. 263)
220
Chapter 8 – Foundations of Individual and Group Behavior
89.
Individuals in groups behave _____ than individuals acting alone.
a. differently
b. worse
c. better
d. None of the above.
(a; Easy; p. 281)
90.
The goals of organizational behavior are to
a. explain and predict behavior.
b. explain and alter behavior.
c. alter and predict behavior.
d. simply observe behavior.
(a; Moderate; p. 263)
91.
Rosemary Clooney sometimes volunteers for extra job activities at work and provides
extra help for a new member on her committee. What do we call these additional
efforts?
a. having a good heart
b. altruism
c. organizational citizenship
d. brown nosing
(c; Challenging; p. 263)
92.
Which of the following is not a component of an attitude?
a. cognitive component
b. affective component
c. behavioral component
d. emotional component
(d; Moderate; pp. 263-264)
93.
_____ is the part of an attitude that is comprised of beliefs, opinions, knowledge, and
information.
a. The cognitive component
b. The affective component
c. The behavioral component
d. The emotional component
(a; Moderate; p. 263)
94.
"I will not work with Jim anymore" is an example of which of the following?
a. The cognitive component of an attitude
b. The affective component of an attitude
c. The behavioral component of an attitude
d. The emotional component of an attitude
(c; Moderate; p. 264)
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95.
"I dislike making cold calls," said the insurance sales producer. This is an example of
which of the following?
a. The cognitive component of an attitude
b. The affective component of an attitude
c. The behavioral component of an attitude
d. The emotional component of an attitude
(b; Moderate; p. 264)
96.
Which of the following is concerned with the degree to which an employee identifies
with his or her job, actively participates in it, and considers his or her performance
important to his or her self-worth?
a. job satisfaction
b. job involvement
c. organizational development
d. organizational commitment
(b; Moderate; p. 264)
97.
Jill has been teaching for 18 years. Each day she arrives at work smiling and ready to
teach another room full of students. She loves her job. This describes which of the
following?
a. job satisfaction
b. job involvement
c. organizational development
d. organizational commitment
(a; Moderate; p. 264)
98.
Research has concluded that people seek consistency between which of the
following?
a. attitudes and perceptions
b. perceptions and behaviors
c. attitudes and behaviors
d. beliefs and attitudes
(c; Challenging; p. 264)
99.
Which of the following is not a step that can be taken when there is inconsistency
between attitudes and behaviors?
a. alter attitudes
b. alter behavior
c. develop a rationalization for the discrepancy
d. alter perceptions
(d; Moderate; p. 264)
100.
Any incompatibility between two or more attitudes, or between behavior and attitudes
is known as _______.
a. cognitive dispersion
b. cognitive dissonance
c. organizational behavior
d. organizational development
(b; Easy; p. 264)
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Chapter 8 – Foundations of Individual and Group Behavior
101.
If the factors creating the dissonance are relatively important, the pressure to reduce
the dissonance
a. is greater.
b. is less.
c. stays the same.
d. is not affected.
(a; Challenging; p. 266)
102.
If the dissonance-producing behavior is required due to a supervisor's direct order over
which the individual has little control, then the pressure to reduce the dissonance
a. is greater.
b. is less.
c. stays the same.
d. is not affected.
(b; Challenging; p. 266)
103.
Jason and Marie are shift leaders at GyrCo, Inc. They both try hard to provide a
satisfying work place for their employees. Middle management told both of them not to
confuse satisfied workers with _____ workers.
a. challenged
b. productive
c. committed
d. nonunion
(b; Easy; p. 266)
104.
_____ is one of the more widely used methods of identifying personalities.
a. Five-factor model of personality
b. Myers-Briggs Type Indicator
c. Machiavellianism Inventory
d. Personality Inventory
(b; Moderate; p. 267)
105.
When we describe people in terms such as quiet, passive, loud, aggressive, ambitious,
or loyal, we are addressing _____.
a. attitudes
b. behaviors
c. needs and wants
d. personality traits
(d; Easy; p. 267)
106.
There are _____ personality types used in the Myers-Briggs Type Indicator (MBTI).
a. 20
b. 10
c. 16
d. 8
(c; Moderate; p. 267)
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107.
The _____ dimension of the Myers-Briggs Type Indicator (MBTI) reflects an
individual's preference for evaluating information in an analytical manner or on the
basis of values and beliefs.
a. extroversion-introversion
b. thinking-feeling
c. sensing-intuitive
d. judging-perceiving
(b; Moderate; p. 267)
108.
The _____ dimension of the Myers-Briggs Type Indicator (MBTI) indicates an
individual's reliance on information gathered from the external world or from the world
of ideas.
a. extroversion-introversion
b. thinking-feeling
c. sensing-intuitive
d. judging-perceiving
(c; Moderate; p. 267)
109.
The _____ index of the Myers-Briggs Type Indicator (MBTI) reflects an attitude toward
the external world that is either task-completion-oriented or information seeking.
a. extroversion-introversion
b. thinking-feeling
c. sensing-intuitive
d. judging-perceiving
(d; Moderate; p. 267)
110.
The Myers-Briggs _____ dimension measures an individual's orientation toward the
inner world of ideas or the external world of the environment.
a. extroversion-introversion
b. thinking-feeling
c. sensing-intuitive
d. judging-perceiving
(a; Challenging; p. 267)
111.
Which of the following is not a factor in the Big-Five model?
a. extroversion
b. agreeableness
c. conscientiousness
d. introversion
(d; Moderate; p. 268)
112.
When determining the degree to which someone is sociable, talkative, and assertive,
which factor of the Big-Five model would be discussed?
a. extroversion
b. agreeableness
c. conscientiousness
d. openness to experience
(a; Moderate; p. 268)
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Chapter 8 – Foundations of Individual and Group Behavior
113.
Which Big-Five factor predicted job performance for all five occupational groups in the
study cited in the text?
a. openness to experience
b. agreeableness
c. conscientiousness
d. emotional stability
(c; Challenging; p. 268)
114.
Which of the following is not one of the five dimensions of Emotional Intelligence?
a. self-awareness
b. self-management
c. self-motivation
d. self-control
(d; Challenging; p. 269)
115.
_____ is the Emotional Intelligence (EI) factor that refers to an individual's ability to
sense how others are feeling.
a. Social skill
b. Empathy
c. Self-management
d. Self-motivation
(b; Easy; p. 269)
116.
An employee who blames his/her supervisor for a poor performance evaluation has
a(n) _________.
a. internal locus of control
b. external locus of control
c. low self-esteem
d. high Machiavellianism
(b; Challenging; p. 270)
117.
An individual who _____ is pragmatic, maintains emotional distance, and believes that
ends can justify means.
a. has high self-esteem
b. is high in self-monitoring
c. has an external locus of control
d. is high Machiavellianism
(d; Moderate; p. 270)
118.
People who believe they possess the ability needed in order to succeed on the job
have a(n) ___________.
a. internal locus of control
b. external locus of control
c. high self-esteem
d. high Machiavellianism
(c; Challenging; p. 270)
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119.
Joe is always Joe. No matter where he is, he is the same loud, obnoxious, outgoing
person. Joe has
a. high self-monitoring.
b. low self-monitoring.
c. low self-esteem.
d. high Machiavellianism.
(b; Challenging; p. 270)
120.
Managers who make rapid decisions and require less information are
a. high self-monitoring.
b. low self-monitoring.
c. high risk-takers.
d. high Machiavellianism.
(c; Challenging; p. 270)
121.
Holland's research strongly supports the hexagonal diagram in which the closer two
fields or orientations are in the hexagon, the more _____ they are.
a. compatible
b. antagonistic
c. unpredictable
d. unattractive
(a; Challenging; p. 271)
122.
According to Holland's Typology of Personality and Sample Occupations, a lawyer or
real estate agent should have which of the following personality types?
a. realistic
b. social
c. conventional
d. enterprising
(d; Moderate; p. 271; Ex. 83)
123.
According to Holland's Typology of Personality and Sample Occupations, a corporate
manager or an accountant should have which of the following personality types?
a. realistic
b. social
c. conventional
d. enterprising
(c; Moderate; p. 271; Ex. 83)
124.
Holland's Typology of Personality and Sample Occupations suggests that the
"investigative" personality would be well suited for all of the following occupations
except
a. biologist.
b. lawyer.
c. economist.
d. mathematician.
(b; Challenging; p. 271; Ex. 83)
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Chapter 8 – Foundations of Individual and Group Behavior
125.
Which of the following is not a key point in Holland's model?
a. There are different types of jobs.
b. There are different types of personalities.
c. People in job environments congruent with their personality types should be more
satisfied and less likely to voluntarily resign.
d. People in job environments congruent with their personality types should be less
satisfied and more likely to voluntarily resign.
(d; Challenging; p. 272)
126.
One point in studying national cultures is that national cultures differ in terms of the
degree to which people believe they _____ their environment.
a. are a victim of
b. control
c. interact in
d. fit into
(b; Moderate; p. 273)
127.
_____ is the process of organizing and interpreting sensory impressions in order to
give meaning to the environment.
a. Attribution theory
b. Perception
c. Personality
d. Organizational behavior
(b; Moderate; p. 275)
128.
A number of factors operate to shape and sometimes distort perception. The factors
can reside in the perceiver, in the target being perceived, or in the
a. personality of the person being perceived.
b. consensus of perceivers.
c. emotional intelligence of the perceiver.
d. context of the situation.
(d; Challenging; p. 275)
129.
All except which of the following determine whether a behavior was internally or
externally controlled?
a. distinctiveness
b. consensus
c. halo effect
d. consistency
(c; Moderate; p. 276)
130.
John arrived ten minutes late for work, which is his usual routine. This is an example of
a. high consistency.
b. low consistency.
c. high consensus.
d. low distinctiveness.
(a; Challenging; p. 276)
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Part IV - Leading
131.
Jill's sales for last month were 15% less than usual. Ordinarily she meets her sales
goal every month. This is an example of
a. high consistency.
b. low consensus.
c. high consensus.
d. high distinctiveness.
(d; Challenging; p. 276)
132.
Last month no one in the department met their sales goal with the new product. The
cause is
a. internal.
b. external.
c. consensus.
d. distinctiveness.
(b; Challenging; p. 276; Ex. 86)
133.
_____ is the tendency for individuals to attribute their own successes to internal factors
while putting the blame for failures on external factors.
a. Self-serving bias
b. Fundamental attribution error
c. Self-fulfilling prophecy
d. Stereotyping
(a; Moderate; p. 277)
134.
Which of the following is not listed in your text as a shortcut that people use in
perceiving and interpreting the behavior of others?
a. selectivity
b. stereotyping
c. self-fulfilling prophecy
d. assumed differences
(d; Moderate; p. 277; Ex. 87)
135.
Susan expects her employees to meet their sales goals each month. She holds high
expectations for all her employees, and they usually reach them. This is an example of
a. selectivity.
b. stereotyping.
c. self-fulfilling prophecy.
d. assumed differences.
(c; Challenging; p. 277; Ex. 87)
136.
Helen is a very pleasant person with whom to work. She is consistently very positive
and enthusiastic about her work. Her supervisor rated her high in every area on her
performance evaluation based upon this characteristic. This is an example of which of
the following?
a. selectivity
b. stereotyping
c. self-fulfilling prophecy
d. halo effect
(d; Challenging; p. 277; Ex. 87)
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Chapter 8 – Foundations of Individual and Group Behavior
137.
"Most women will not relocate for a promotion." This statement is an example of which
of the following?
a. selectivity
b. stereotyping
c. self-fulfilling prophecy
d. halo effect
(b; Moderate; p. 277; Ex. 87)
138.
_____ is any relatively permanent change in behavior that occurs as a result of
experience.
a. Attribution
b. Perception
c. Learning
d. Shaping
(c; Easy; p. 279)
139.
Which theory argues that behavior is a function of its consequences?
a. fundamental attribution theory
b. self-serving bias
c. operant conditioning
d. social learning theory
(c; Moderate; p. 279)
140.
_____ strengthens a behavior and increases the likelihood that it will be repeated.
a. Punishment
b. Positive reinforcement
c. Halo effect
d. Extinction
(b; Moderate; p. 281)
141.
If your performance appraisal reflects the extra hours you spent on your job, which
was a considerable amount of overtime, what are you likely to do for your next
performance appraisal, according to operant conditioning?
a. Spend fewer hours on the job-no overtime.
b. Spend more hours on the job-many hours of overtime.
c. Spend the same amount of hours-no overtime.
d. The number of hours of overtime you put in will have nothing to do with your
performance appraisal.
(b; Challenging; p. 279)
142.
The theory that people can learn through observation and direct experience is
a. the fundamental attribution theory.
b. the self-serving bias.
c. operant conditioning.
d. social learning theory.
(d; Easy; p. 280)
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143.
_____ refers to systematically reinforcing behavior at each successive step that moves
an individual closer to a desired behavior.
a. Fundamental attribution theory
b. Shaping behavior
c. Operant conditioning
d. Social learning theory
(b; Easy; p. 280)
144.
Suspending an employee for a week without pay for arriving at work intoxicated would
be an example of
a. positive reinforcement.
b. negative reinforcement.
c. punishment.
d. extinction.
(c; Easy; p. 281)
145.
Which of the following strengthen a desired response and increase the probability of
repetition?
a. punishment and extinction
b. extinction and negative reinforcement
c. negative reinforcement and positive reinforcement
d. punishment and positive reinforcement
(c; Challenging; p. 281)
146.
Informal groups tend to form around
a. friendships and common interests.
b. common interests and directed organizational goals.
c. social contacts and organizational goals.
d. organizational goals and friendships.
(a; Moderate; p. 281)
147.
Jason joined the newcomers club at work the first day on the job in order to make
friends in his new environment. This fulfilled his _____ need.
a. self-esteem
b. affiliation
c. goal achievement
d. status
(b; Easy; p. 282; Ex. 88)
148.
Kathy joined the highly esteemed women's club in order to achieve the prestige that
came from belonging to that group. This fulfilled which need?
a. self-esteem
b. affiliation
c. goal achievement
d. status
(d; Moderate; p. 282; Ex. 88)
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Chapter 8 – Foundations of Individual and Group Behavior
149.
Since Jessi is now a manager, she is expected to wear professional attire, take her
breaks in the manager's lounge, and eat lunch at the restaurants where the other
managers eat. This expected behavior pattern is an example of a ________.
a. role
b. norm
c. status system
d. group cohesiveness
(a; Moderate; pp. 282-283)
150.
After wearing blue jeans to work for three days and getting harassed by fellow
coworkers who were wearing slacks or skirts, Janice decided to go buy slacks for work
and leave her blue jeans for the weekend. This is an example of which of the
following?
a. roles
b. norms
c. status
d. goal achievement
(b; Moderate; p. 283)
151.
The Asch study provides insight into group behaviors. The tendency is for individual
members of a group to go along with the pack. To diminish the negative aspects of
conformity, managers should create a climate of _____ in which employees are _____
without fear of retaliation.
a. trust; warned
b. openness; expected to conform
c. autonomy; free to discuss problems
d. openness; free to discuss problems
(d; Challenging; p. 284)
152.
An office with a window or a reserved parking space is a sign of _____.
a. roles
b. norms
c. status systems
d. group cohesiveness
(c; Moderate; p. 284)
153.
Which of the following is a false statement?
a. Highly cohesive groups are more effective than less cohesive groups.
b. The more cohesive a group, the more members will follow its goals.
c. If cohesiveness is high and attitudes are unfavorable, productivity increases.
d. If cohesiveness is low and goals are supported, productivity increases but at a
reduced level.
(c; Challenging; p. 286; Ex. 810)
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Scenario-Based Questions
Application of Cognitive Dissonance
Marjorie has always believed that the most effective way to manage people is to be
caring and compassionate. She felt the workplace should be a pleasant environment
where people could enjoy coming to work. That worked fine for 15 years until the
recent hiring of a new vice-president. Not only does he want the work environment
changed so that "people spend more time working and less time on social issues," but
he has informed Marjorie she must lay off 10 employees in her department in order to
cut costs.
154.
Marjorie spent time in developing which job-related attitude?
a. organizational behavior
b. job satisfaction
c. job involvement
d. organizational commitment
(b; Moderate; p. 264)
155.
Marjorie is probably suffering _____ due to the directives issued by the vice-president.
a. cognitive dispersion
b. cognitive dissonance
c. organizational behavior
d. organizational development
(b; Moderate; p. 264)
156.
Which of the following will not affect the amount of dissonance Marjorie experiences in
this situation?
a. The degree of influence she has over the elements involved.
b. The rewards that may be involved.
c. The importance of the elements involved.
d. The ability of the individual.
(d; Challenging; p. 264)
157.
Since the decision to lay off 10 people is a directive over which Marjorie has little
control, her dissonance level will be _____ if she were in control.
a. greater than
b. less than
c. the same as
d. no relationship
(b; Moderate; p. 266)
158.
Which of the following is not a choice that Marjorie has in order to deal with her
dissonance?
a. Alter her attitudes.
b. Alter her behavior.
c. Develop a rationalization for the discrepancy.
d. Alter her perceptions.
(d; Moderate; p. 264)
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Chapter 8 – Foundations of Individual and Group Behavior
159.
Just because employees and managers experience dissonance, they will not
necessarily move directly toward consistency, that is, toward _____.
a. reduction of the dissonance
b. elimination of the dissonance
c. avoidance of the dissonance
d. compromising the dissonance
(a; Challenging; p. 264)
Application of Personality Traits and Predicting Work-Related Behaviors
Talk about personalities! Samantha is sure she has one of everything in her very
diverse workforce. Sometimes she wonders if her 20 employees have anything in
common. Yesterday Jon came in complaining and blaming her for his poor
performance evaluation. He seemed to forget the five differing times during the last six
months he and Samantha had sat down and discussed the fact that his continual
tardiness and absences were going to affect his evaluation. Then there was Joe, who
was always Joe. He was a likable enough person, but he was always loud and
outspoken and bordered on being rude. Even when the president of the company had
been in the office last week, Joe was still the same Joe. Then there was Cassie who
made daily the statement that the end justifies the means. Samantha, more than once,
had to remind Cassie of the company code of ethics. Finally, though, there was
Jennifer who quietly and efficiently did her work on a consistent basis. She was always
ready for a new assignment and trusted that she had the abilities needed in order to
succeed on the next project. For Samantha, she was a safety net in times of crisis.
160.
Samantha is relatively poised, calm, resilient, and secure in the face of day-to-day
stress. According to the “Big Five” personality traits, she is low on ________.
a. openness
b. emotional stability
c. agreeableness
d. conscientiousness
(b; Easy; p. 268)
161.
Jon is relaxed around people and has a high comfort level with relationships therefore
he is high on ___________.
a. conscientiousness
b. self-efficacy
c. agreeableness
d. extraversion
(d; Easy, p. 268)
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162.
Cassie is judgmental. She tends to stereotype people, and she has a great deal of
trouble adapting to change. She doesn’t like new ideas, and her interests outside of
work are limited to shopping and swimming. From this description, you would describe
Cassie as having a low level of ________.
a. openness
b. negative emotionality
c. agreeableness
d. self-efficacy
(a; Moderate; p. 268)
163.
Jennifer gets her energy from solitude, prefers detail-oriented concrete projects, uses
logical reasoning, and enjoys seeing a finished product. Her traits illustrate the
__________ dimensions of the Myers-Briggs Type Indicator
a. extrovert, intuitive, thinking, judge
b. extrovert, intuitive, feeling, judge
c. introvert, intuitive, feeling, judge
d. introvert, sensing, thinking, judge
(d; Challenging; p. 267)
164.
Samantha has to select one of out of two projects to work on. She knows the big one
will take weeks to complete and is important. The small one can be completed by the
end of the day, but it is not that important. Her decision to work on the small one
illustrates her _____ dimension of the Myers-Briggs Type Indicator.
a. judging
b. perceiving
c. thinking
d. feeling
(c; Moderate; p. 267)
165.
Why should Samantha be concerned about the differing personalities in her
workforce?
a. It helps her in the selection process of matching jobs with employees.
b. It is always interesting.
c. It gives her a basis to fire employees.
d. It is important information to record for performance evaluations.
(a; Challenging; p. 267)
166.
Jon has which of the following?
a. internal locus of control
b. external locus of control
c. low self-esteem
d. high Machiavellianism
(b; Challenging; p. 270)
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Chapter 8 – Foundations of Individual and Group Behavior
167.
Joe demonstrates which of the following?
a. high self-monitoring
b. low self-monitoring
c. low self-esteem
d. high Machiavellianism
(b; Moderate; p. 270)
168.
Cassie demonstrates which of the following?
a. high self-monitoring
b. low self-monitoring
c. low self-esteem
d. high Machiavellianism
(d; Moderate; p. 270)
169.
Jennifer has which of the following?
a. high self-monitoring
b. low self-monitoring
c. high self-esteem
d. high Machiavellianism
(c; Challenging; p. 270)
170.
Although not mentioned above, one of the employees is willing to take chances and
accept the success or failure. This person has the propensity for _____.
a. willing to be fired
b. willing to spend additional budgetary funds
c. risk taking
d. None of the above.
(c; Easy; p. 270)
Application of Shortcuts Used in Judging Others
Frederic has 15 sales employees for whom he is responsible. In the next month, he
must conduct performance evaluations for all of his employees. His employees are all
so different, sometimes it seems to Frederic there is no way to give an honest
appraisal of each individual. Just this morning, for example, two employees were late
for the weekly sales meeting. Frederic can never remember Jake being late before, but
Carol is late every week. Carol's constant tardiness for their weekly meeting is the
primary characteristic that comes to mind when Frederic sits down to do her
performance appraisal. Jake, on the other hand, is always on time, always has his
reports in by their due date, and always meets all deadlines. Then there is George.
George is his outstanding salesperson. Each month Frederic expects more business
to be written by George than the previous month, and George never lets him down. At
least Frederic knows he can depend on George.
171.
Carol's behavior seems consistent to Frederic. He will probably conclude that her
behavior is
a. externally caused.
b. internally caused.
c. a self-fulfilling prophecy.
d. distinctive.
(b; Moderate; p. 276; Ex. 86)
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Part IV - Leading
172.
Frederic tells himself that Carol's lateness is to be expected since she's a working
mom. What shortcut is Frederic using to judge Carol?
a. halo effect
b. stereotyping
c. self-fulfilling prophecy
d. assumed similarity
(b; Moderate; p. 278)
Frederick can only think about Carol’s tardiness at their weekly meetings when it
comes time to conduct her performance appraisal. Frederick is guilty of:
a. fundamental attribution theory.
b. halo effect.
c. perception.
d. attribution theory.
(b; Challenging; p. 278)
173.
174.
If Jake's evaluation is primarily based on his consistency in timeliness, which of the
following will have occurred?
a. halo effect
b. stereotyping
c. self-fulfilling prophecy
d. assumed similarity
(a; Moderate; p. 278)
175.
Frederic's expectations of George are an example of which of the following?
a. halo effect
b. stereotyping
c. self-fulfilling prophecy
d. assumed similarity
(c; Moderate; p. 278)
Short Discussion Questions
176.
Discuss the concept of perception.
Perception is a process by which individuals organize and interpret their sensory impressions
in order to give meaning to their environment. None of us actually sees reality. We interpret
what we see and call it reality. Our perceptions of people differ from our perceptions of such
inanimate objects as computers, robots, or buildings because we make inferences about the
actions of people that we don’t, of course, make about inanimate objects. When we observe
people, we attempt to develop explanations of why they behave in certain ways. Our
perception and judgment of a person’s actions, therefore, will be significantly influenced by the
assumptions we make about the person’s internal state.
(Easy; pp. 275-279)
177.
Define job satisfaction and organizational commitment. How do these two factors
relate to performance in organizations?
Job satisfaction is an employee’s general attitude toward his or her job. When people speak of
employee attitudes, more often than not they mean job satisfaction.
Organizational commitment represents an employee’s orientation toward the organization in
terms of his or her loyalty to, identification with, and involvement in the organization.
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Chapter 8 – Foundations of Individual and Group Behavior
If job satisfaction and organizational commitment are high, organizational performance should
be greater.
(Moderate; pp. 263-264)
178.
What is stereotyping? How does it impact behavior in organizations?
Individuals cannot assimilate all they observe, so they are selective. Tthey use short cuts such
as assumed similarity to make the process less complicated. It is easy to judge others if we
assume that they are similar to us. But most of the time we’re wrong. In stereotyping others,
we judge someone on the basis of our perception of a group to which he or she belongs.
When stereotypes have no foundation, they distort judgments.
(Moderate; p. 277; Ex. 8-7)
179. Describe the “halo effect” as it relates to evaluating performance.
The halo effect is when a person forms a general impression about an individual on the basis
of a single characteristic such as intelligence, sociability, or appearance.
(Moderate, pp. 277-278)
180.
Explain the goals and importance of organizational behavior.
Goals—explains and predicts behavior, and involves looking at individual behavior and group
behavior.
Managers must accomplish goals through others, so in order to be most effective they must
understand behavior both of individuals and groups.
(Easy; pp. 262-263)
181.
Explain the three components of attitudes.
Cognitive—the beliefs, opinions, knowledge, or information held by a person. Affective—the
emotional or feeling part of a person. Behavioral—the intent to behave in a certain manner
toward something or someone.
(Moderate; pp. 263-264)
182.
What is cognitive dissonance?
Leon Festinger proposed the theory of cognitive dissonance to explain the relationship
between attitudes and behavior. Cognitive dissonance is an incompatibility an individual has
between two or more attitudes or between attitudes and behavior. It is uncomfortable, and
thus an individual will try to lessen the dissonance. Desire to reduce the dissonance is
determined by the degree of importance, the degree of influence, and the rewards involved.
(Moderate; p. 264)
183.





What are the factors in the Big-Five model of personality?
Extroversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
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
184.
(Easy; p. 268)
How does the Myers-Briggs Type Indicator (MBTI) help managers?
Proponents of the instrument believe that it is important to know these personality types
because they influence the way people interact and solve problems.
(Easy; pp. 267-268)
185.
Explain Emotional Intelligence, and list its five dimensions.
Emotional intelligence—an assortment of noncognitive skills, capabilities, and competencies
that influence a person's ability to cope with environmental demands and pressures. There
are five dimensions—self-awareness, self-management, self-motivation, empathy, and social
skills.
(Moderate; p. 269)
Medium-Length Discussion Questions
186.
Describe Holland’s research and explain how his typologies of personality are related
to different types of occupations.
Holland identified six basic personality types. (See Exhibit 8-3.and the diagram in Exhibit 8-4.)
He found that the closer two fields or orientations are in the hexagon, the more compatible
they are. The theory argues that satisfaction is highest and turnover lowest when personality
and occupation match. Three key points of Holland’s model are:
 There do appear to be intrinsic differences in personality among individuals.
 There are different types of jobs.
 People in job environments congruent with their personality types should be more
satisfied and less likely to resign voluntarily than should people in incongruent jobs.
(Moderate; p. 271)
187.
Compare and contrast the following: locus of control, Machiavellianism, self-esteem,
self-monitoring, and risk propensity.
These five personality traits have proven most powerful in explaining individual behavior in an
organization. They are: Locus of control—the degree to which people believe they are
masters of their own fate. Machiavellianism—the belief that the ends justify the means. Selfesteem—the degree of like or dislike an individual has for himself/herself. Self-monitoring—
the ability of an individual to adjust his/her behavior to external/situational factors. Risk
propensity—the ability/desire of a person for taking risks.
(Challenging; pp. 270-271)
188.
What influences perception?
A number of factors operate to shape and sometimes distort perception. These factors can
reside in the perceiver, in the object or target being perceived, or in the context of the situation
in which the perception is made. When a person attempts to interpret what he or she sees,
that person’s personal characteristics will heavily influence the interpretation.
(Moderate; p. 275)
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Chapter 8 – Foundations of Individual and Group Behavior
189.
Explain the concepts of fundamental attribution error and self-serving bias.
Fundamental attribution error—the tendency to underestimate the influence of external factors
and overestimate the influence of internal factors when making judgments about the behavior
of others.
Self-serving bias—the tendency for individuals to attribute their own successes to internal
factors while putting the blame for failures on external factors.
(Challenging; p. 277)
190.
Describe six reasons people join groups.
Security—strength in numbers. Status—attaining a level of prestige. Self-esteem—enhancing
one's feelings of self-worth. Affiliation—social needs. Power—achieving something through a
group action not possible individually. Goal achievement—accomplishing something together
that could not be accomplished alone.
(Challenging; p. 282; Ex. 88)
Comprehensive Essays
191.

Compare and contrast the Big 5 personality dimensions and the four dimensions of the
Myers-Briggs Type Indicator (MBTI). How do these two sets of measures differ? Which
would you use to assess personality in organizations? Why?
The Big 5 personality types are
o Extroversion
o Agreeableness
o Conscientiousness
o Emotional stability
o Openness to experience
These dimensions are very different from the 4 MBT dimensions.
The MBTI is not just a description but also a method (tool) for identifying personality types; 16
personality types are based on four dimensions. The four dimensions are: Extroversion versus
introversion—measures an individual's orientation toward the inner world of ideas (I) or the
external world of the environment (E). Sensing versus intuitive—indicates an individual's
reliance on information gathered from the external world (S) or from the world of ideas (N).
Thinking versus feeling—reflects one's preference of evaluating information in an analytical
manner (T) or on the basis of values and beliefs (F). Judging versus perceiving—reflects an
attitude toward the external world that is either task-completionoriented (J) or information
seeking (P). MBTI is important because personality type influences the way one interacts with
others and solves problems in organizations. The Big 5 personality dimensions are not as
useful because they are more general and have not been as thoroughly validated. More than
2 million individuals each year in the United States alone take the MBTI.
(Challenging; pp. 267269; See Exhibit 8-2.)
192.
What is the Myers-Briggs Type Indicator (MBTI), and how is it used in business?
MBTI—a method of identifying personality types; 16 personality types are based on four
dimensions. The four dimensions are: Extroversion versus introversion—measures an
individual's orientation toward the inner world of ideas (I) or the external world of the
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Part IV - Leading
environment (E). Sensing versus intuitive—indicates an individual's reliance on information
gathered from the external world (S) or from the world of ideas (N). Thinking versus feeling—
reflects one's preference of evaluating information in an analytical manner (T) or on the basis
of values and beliefs (F). Judging versus perceiving—reflects an attitude toward the external
world that is either task-completionoriented (J) or information seeking (P). MBTI is important
because personality type influences the way one interacts with others and solves problems.
(Challenging; pp. 267268)
193.
Discuss Holland's research on personality-job fit.
Holland's theory states that an employee's satisfaction with his/her job as well as his/her
propensity to leave the job depends on the degree to which the individual's personality
matches his or her occupational environment. It identifies six basic employee personality
types and matches them with suggested occupations. The six types are: realistic,
investigative, social, conventional, enterprising, and artistic.
(Challenging; pp. 271272; Ex. 8-3 and Ex. 8-4)
194.
Describe the distortions of the five shortcut methods of judging others.
Selectivity is like “speed reading” others and may result in an inaccurate picture of them.
Assumed similarity use may fail to take into account individual differences, resulting in
incorrect similarities. Stereotyping may result in distorted judgments because many
stereotypes have no factual foundation. The halo effect fails to take into account the total
picture of what an individual has done. A self-fulfilling prophecy can result in getting the
behavior expected, not the true behavior of individuals.
(Challenging; p. 277; Ex. 87)
240