Chapter 11 - Interpersonal Behavior: Working With and Against Others
Multiple Choice Questions
1. Howard Schultz, CEO of Starbucks Coffee, claims that the company’s success stems in large part
from
a) economies of scale.
b) its ability to streamline production.
c) the way it treats its employees.
d) None of the above.
Answer c
Page 403
2. All of the following are characteristics of a transactional contract except
a) a narrow and well-defined scope.
b) an exclusively economic focus.
c) a brief time span.
d) highly subjective.
Answer c
Page 405
3. A person’s belief about what is expected of another in a relationship is referred to as a(n)
a) perceptual contract.
b) psychological contract.
c) interpersonal contract.
d) None of the above.
Answer b
Page 405
4. Thomas has worked under the same supervisor for 35 years and considers her a good friend. His
relationship with his supervisor is based on a(n)
a) relational contract.
b) transactional contract.
c) interpersonal contract.
d) social contract.
Answer a
Page 406
5. Calculus-based trust
a) refers to out tendency to treat others as we remember them treating us.
b) is based on accepting the wants and desires of another person.
c) exists when people believe that another person will behave as promised out of fear of
punishment.
d) will sometimes contribute to organizational conflict.
Answer c
Page 406
The most important factor in employees’ organizational citizenship behavior is
a) their trust in their supervisors to be fair.
b) the organizational climate.
c) the employee’s longevity with the organization.
d) what the employee anticipates getting out of it.
Answer a
Page 406
6.
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Part 4 - Group Dynamics
7. Rick knows and understands Chuck so well that he is willing to allow Chuck to act on his behalf.
Rick is demonstrating
a) calculus-based trust.
b) identification-based trust.
c) cognitive-based trust.
d) affective-based trust.
Answer b
Page 407
8. _____ is the process by which individuals or organizations seek to coordinate their efforts to
maximize joint outcomes or reach shared goals.
a) Altruism
b) Prosocial behavior
c) Integrative bargaining
d) Organizational citizenship behavior
Answer b
Page 408
9.
Suppose you are busy working on a special report for your boss and the deadline is fast
approaching. You ask your associate, Bill, who is not involved in the project, to help you get the job
done and he agrees to, although the project has nothing to do with his department or his work. Bill's
behavior is an example of
a) win-lose bargaining.
b) cooperation.
c) prosocial behavior.
d) organizational citizenship behavior.
Answer c
Page 408
10.
Organizational citizenship behaviors
a) are actions that benefit others within the organization, usually expecting something in return.
b) are actions by organizational members that exceed the formal requirements of their jobs.
c) are the processes by which individuals or organizations seek to coordinate their efforts.
d) being concerned with all parties receiving the maximum benefit from an agreement.
Answer b
Page 408
11. An employee of a company is badly hurt in an accident. When his disability insurance runs out a
fellow employee anonymously gives him enough money to live for six more months until he's able to
return to work. The giver does not expect to be identified or repaid. This is an example of
a) alturism.
b) organizational citizenship behavior.
c) an individualistic approach to cooperation.
d) civic virtue.
Answer a
Page 409
12.
Organizational citizenship behavior is shaped by
a) employees expectation of being rewarded.
b) the role models they see in other employees.
c) altruistic personal needs.
d) employee perceptions about the breadth of their jobs.
Answer d
Page 409
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Chapter 11 Interpersonal Behavior: Working With and Against Others
183
13.
Not spending time at work on personal calls is an example of which form of organizational
citizenship behavior?
a) Altruism
b) Conscientiousness
c) Civic virtue
d) Sportsmanship
Answer b
Page 409
14.
Making an effort to read memos and keep up with new information is an example of
a) altruism.
b) conscientiousness.
c) civic virtue.
d) courtesy.
Answer c
Page 409
15.
_____ is an organizational behavior where the employee makes do without complaint and not
finding fault with the organization.
a) Conscientiousness
b) Civic virtue
c) Courtesy
d) Sportsmanship
Answer d
Page 409, Table 11.1
16.
Research seems to indicate that organizational citizen behavior
a) makes a company a pleasant place to work, but does not impact organizational excellence.
b) diminishes organizational productivity because of time spent on social interactions.
c) does contribute to organizational excellence.
d) exists in concept only, not in the actual behavior by employees.
Answer c
Page 409-410
17.
Which one of the following actions is an example of whistle-blowing?
a) Reporting to a supervisor that a fellow employee has a drug-problem.
b) Fulfilling the role of referee at a sporting event.
c) Telling the local newspaper about the company’s upcoming annual picnic.
d) Reporting the company's misdeeds to the authorities.
Answer d
Page 410
18.
Nancy becomes aware that her company is emitting toxic waste into a nearby stream. After
finding that reporting it to her supervisor does no good, she reports the incident to the press. Nancy's
behavior an example of
a) organizational citizenship behavior.
b) whistle-blowing.
c) procedural justice.
d) distributive justice.
Answer b
Page 410
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19.
Generally speaking, when an employee engages in whistleblowing he/she is
a) punished by the organization.
b) rewarded by the organization.
c) punished by the people to whom he/she reports the problem.
d) has little impact on the safety and protection of others.
Answer a
Page 412
20.
A study of whistleblowers shows that their primary motivation is
a) to get even with the company for something do to them.
b) to collect rewards or benefits for speaking up.
c) a desire to punish coworkers.
d) a desire to correct what they perceive as wrongdoing.
Answer d
Page 412
21.
If two programmers pool their efforts to help meet an important deadline, their action reflects
a) organizational citizenship.
b) competition.
c) cooperation.
d) collectivism.
Answer c
Page 412
22.
If you are ever in a situation where you think whistleblowing is appropriate you should
a) expect to be rewarded and praised by the organization.
b) begin with your immediate supervisor first.
c) not talk to a lawyer, it makes you look like part of the problem.
d) go to an outside independent source of authority to protect yourself.
Answer b
Page 413
23.
While there are many reasons for cooperation not developing the primary reason is that
a) our society is so competitive by nature.
b) of reciprocity.
c) of the existence of distributive justice.
d) the goals sought cannot always be shared.
Answer d
Page 413
24. When someone seeks to maximize their own gains even if it is at the expensive of others they are
a) seeking to cooperate with others.
b) competing against others.
c) seeking an integrative solution.
d) involved in binding arbitration.
Answer b
Page 413
25. If Bill forms a study group for the management class, then he and his friends will get better grades.
But if they do to well or if others form study groups it will skew the grade curve and will lower
everyone's grade. This is an example of
a) A mixed-motive situation.
b) the negative consequence of whistleblowing.
c) integrative bargaining.
d) the effects of reciprocity.
Answer a
Page 413
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Chapter 11 Interpersonal Behavior: Working With and Against Others
185
26.
John helps you on your work today, so you help him tomorrow. This action reflects the
operation of which of the following principles?
a) Cooperation
b) Reciprocity
c) Altruism
d) Assurance
Answer b
Page 413
27.
Traditionally one would describe the relationships across organizations as
a) cooperative.
b) integrative.
c) competitive.
d) accommodative.
Answer c
Page 413
28.
In relationship to personal orientations toward cooperation, people whose primary motive is
doing better than others are described as
a) competitive.
b) individualistic.
c) cooperative.
d) altruistic.
Answer a
Page 414
29.
If an individual is primarily concerned with maximizing joint outcomes, his/her personal
orientation toward cooperation is most likely to be
a) competitive.
b) individualistic.
c) cooperative.
d) altruistic.
Answer b
Page 414
30.
The key to building cooperation among individuals is
a) organizational reward systems.
b) organizational climate.
c) trust between individuals.
d) None of these.
Answer c
Page 414
31. When an organization offers a Hawaiian vacation for everyone in the company if everyone work unit
lowers its costs by 15% for the year, the company is using _____ to foster cooperation.
a) employee interdependence
b) rewards
c) organizational citizenship
d) distributive bargaining
Answer b
Page 414
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Part 4 - Group Dynamics
32. Cooperation within a company can be encouraged by
a) moving to a matrix organizational structure.
b) providing a bonus to the work unit with the highest productivity.
c) offering merit pay.
d) building cross-functional teams.
Answer d
Page 414
33.
Cooperation across organizations is being fostered by
a) the need to develop long term relationships with suppliers.
b) the increase in mergers and acquisitions in American business.
c) declining competition in stable and mature markets
d) stable business environmental conditions.
Answer a
Page 415
34.
A number of factors in the business environment are fostering cooperation across companies,
such as
a) the perception that cooperation will lead to mutual gains.
b) consumer demand for lower prices and higher quality.
c) government regulatory action.
d) a declining domestic market.
Answer a
Page 416
35.
Research has shown that organizational managers spend as much as _____ of their time dealing
with conflict on the job and its impact.
a) 50%
b) 15%
c) 20%
d) 25%
Answer c
Page 416
36.
The most obvious organization-based cause of conflict is
a) ambiguity over responsibility.
b) competition over scarce resources.
c) ambiguity over jurisdiction.
d) interpersonal conflict.
Answer b
Page 416
37.
Destructive criticism is marked by
a) not offering concrete suggestions for improvement.
b) the lack of threats.
c) telling someone what he/she can do to improve.
d) noting specific things that are wrong and that need to be fixed.
Answer a
Page 417
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Chapter 11 Interpersonal Behavior: Working With and Against Others
187
38.
Interpersonal conflict caused by individuals perceiving their own views as being objective and
reflecting reality is caused by
a) naïve realism.
b) ambiguity over jurisdiction.
c) faulty attributions.
d) faulty communication.
Answer a
Page 417
39.
All of the following are characteristics of constructive criticism except
a) it occurs as soon as possible after the substandard performance.
b) it focuses on specific aspects of performance that were inadequate.
c) it does not attribute poor performance to internal causes.
d) it focuses on the personal characteristics of the recipient.
Answer d
Page 417
40.
Conflict can be beneficial in that it
a) enhances organizational commitment.
b) saves time and effort.
c) emphasizes loyalty to one group.
d) does all of these.
Answer a
Page 418, Figure 11.5
41.
The most common strategy for resolving organizational conflicts by having all sides make offers,
counteroffers, etc., either directly or through representatives until a successful solution is found is
called
a) bargaining.
b) whistle-blowing.
c) arbitration.
d) mediation.
Answer a
Page 419
42. Conflict does sometimes yield positive benefits, such as
a) increasing loyalty to one's work unit.
b) encouraging the consideration of new ideas.
c) delaying decisions until all aspects can be considered.
d) forcing the use of an arbitrator.
Answer b
Page 419
43.
Mediation and arbitration are two popular firms of
a) integrative bargaining.
b) litigation.
c) alternative dispute resolution.
d) collective bargaining.
Answer c
Page 420
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Part 4 - Group Dynamics
44.
When a third party through various tactics facilitates a voluntary agreement between the parties
involved, there is
a) arbitration.
b) mediation.
c) negotiation.
d) an integrative agreement.
Answer b
Page 421
45.
When a third party has the power to impose the terms of an agreement, you have
a) bargaining.
b) mediation.
c) an integrative agreement.
d) arbitration.
Answer d
Page 421
46. When using arbitration, if both parties retain the right to reject the recommended agreement, you
have
a) binding arbitration.
b) voluntary arbitration.
c) conventional arbitration.
d) final-offer arbitration.
Answer b
Page 421
47. In ______ the arbitrator may offer the parties involved any package of terms he/she desires.
a) binding arbitration
b) voluntary arbitration
c) conventional arbitration
d) final-offer arbitration
Answer c
Page 421
48.
If a negotiator or facilitator strives to help each side get a greater benefit than they would through
a compromise, the negotiator's orientation to bargaining is a/an
a) distributive agreement.
b) integrative agreement.
c) individualistic agreement.
d) bridging agreement.
Answer b
Page 422
49.
Demonstrating a lack of regard for others and denying them the respect they are due is referred to
as
a) incivility.
b) covert aggression.
c) hostility.
d) apathy.
Answer a
Page 422
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Chapter 11 Interpersonal Behavior: Working With and Against Others
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50.
If a negotiator or facilitator suggests each side make concessions on low-priority issues and then
uses those concessions as exchanges for high priority items, he/she is using the negotiating tactic of
a) broadening the pie.
b) cost cutting.
c) logrolling.
d) bridging.
Answer c
Page 423
51.
All of the following are techniques for reaching integrative solutions except
a) specific compensation.
b) broadening the pie.
c) logrolling.
d) cost cutting.
Answer a
Page 423
52.
Stealing from coworkers is an example of
a) production deviance.
b) political deviance.
c) property deviance.
d) personal deviance.
Answer d
Page 423
53.
Cyber-loading is an example of
a) production deviance.
b) political deviance.
c) property deviance.
d) technological deviance.
Answer a
Page 423
54.
Which of the following is true regarding workplace bullying?
a) Typically, bullies tend to be bosses who are abusing their power.
b) Bullies are equally likely to be women or men.
c) The vast majority of the targets of bullying tend to be women.
d) All of the above.
Answer d
Page 426
55.
A workplace bully who denies subordinates the resources they need to work can be referred to as
a(n)
a) Constant Critic.
b) Two-headed Snake.
c) Gatekeeper.
d) Screaming Mimic.
Answer b
Page 428
56.
All of the following are characteristics of the Constant Critic except
a) engages in name-calling.
b) constantly harangues the victim about his or her incompetence.
c) make aggressive eye contact.
d) intimidates by slamming things and throwing objects.
Answer d
Page 428
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Part 4 - Group Dynamics
57. In understanding the social motives involved in employee theft, sometimes employees steal because
a) they see their coworkers doing it.
b) group norms support such activity.
c) they want to “even the score.”
d) of all of these reasons.
Answer d
Page 429
Mini-Case Questions
Table 11.1
Students from an organizational behavior class are studying group conflict and cooperation by observing
the work of academic committees on their campus. They notice that some faculty seem to go out of their
way to do things for their committee and committee members, yet have no hope of any type of return for
these actions. Some student members of committees are doing more than is expected of them, even
though they don’t have to, and they frankly don’t expect an return for their actions. These students have
found that the committees treat them as peers, the faculty treat them fairly, and that they actually have a
voice in the processes.
58.
Refer to Table 11.1. The behavior of some of the faculty is an example of:
a) prosocial behavior.
b) reciprocity-based behavior.
c) a distributive orientation.
d) organizational citizenship behavior.
Answer a
Page 408
Refer to Table 11.1. Students’ committee behavior is an example of:
a) prosocial behavior.
b) reciprocity-based behavior.
c) a distributive orientation.
d) organizational citizenship behavior.
Answer d
Page 408
59.
Refer to Table 11.1. The key element in the students’ demonstrated behavior is:
a) trust.
b) interdependence of their tasks.
c) the breadth of their roles on the committees.
d) their perception of the punishments they will receive if they don’t behave like this.
Answer a
Page 408
60.
Table 11.2
A team of business students is working on a semester-long class project. The nature of the project is
additive, each team member must have information from several other team members in order to
complete his/her portion of the project. In a group meeting, Joe tells Amanda that if she will proofread
his part of the paper, he’ll set up the spreadsheet formulas for her calculations. Amanda tells him no
thanks. She’s not really concerned about the quality of his section of the project and she’d just as soon
work on her own. She thinks she can do a much better job than Joe setting up the spreadsheet. Another
member of the team, Celine, wants everyone to have the same outcome from this project. She cautions
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Chapter 11 Interpersonal Behavior: Working With and Against Others
191
those with weak work to improve it and asks the stars to tone down their work a bit so as to not
embarrass the weaker members of the team. Paul wants to maximize the outcome of this project for
everyone. He wants everyone to experience complete satisfaction with the process, the project, and their
final grade. The reality is that the team will receive two grades. There will be a team grade and then each
individual will receive a separate grade on his/her section. The grades are weighted 40/60.
Refer to Table 11.2. Joe’s offer to Amanda is an example of:
a) integrative behavior.
b) trust.
c) individualistic behavior.
d) reciprocity.
Answer d
Page 413
61.
62.
Refer to Table 11.2. Amanda appears to have a/an _____ personal orientation toward
cooperation.
a) equalizer
b) competitive
c) individualistic
d) cooperative
Answer c
Page 414
Refer to Table 11.2. Paul’s personal orientation toward cooperation is:
a) equalizer.
b) competitive.
c) individualistic.
d) cooperative.
Answer d
Page 414
63.
Table 11.3
The employees are in a contract negotiation with your company and you represent management. You are
concerned with maximizing the results for both sides, while the union is focused on getting the best
wages and working conditions possible, regardless of the cost to you. During a coffee break the union
negotiator tells you he understands where you are coming from but there’s only so much money to go
around, and his people want as much as possible. Back at the table, you ask the union negotiator if he
would put the retirement plan and health care plan on the table as well so you could make an offer to
increase their wages. He refuses. Three months go by with no progress. You suggest arbitration by a third
party. The union agrees only if both sides must accept what the arbitrator offers. You agree.
64.
Refer to Table 11.3. You have a/an ____ orientation to the bargaining process.
a) integrative
b) individualistic
c) win-win
d) win-lose
Answer c
Page 419
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Part 4 - Group Dynamics
65.
Refer to Table 11.3. You agreed to:
a) final-offer arbitration.
b) binding arbitration.
c) mediation.
d) voluntary arbitration.
Answer b
Page 421
True/False Questions
66.
A transactional contract is a legal contract that defines the economic relationship between two
parties.
Answer F
Page 405
67.
Calculus-based trust is characteristic of the type of relationship in which people develop
transactional contracts.
Answer T
Page 406
68.
Pro-social behavior in organizations is when an individual takes action that exceeds the formal
requirements of the job.
Answer F
Page 408
69.
The most important factor shaping organizational citizenship behavior is employees expectation
of fair treatment.
Answer T
Page 408
70.
When whistle - blowing it is important to go to an outside source with your problem rather than
your manager who will simply try to cover up the problem.
Answer F
Page 410
71.
From society’s point of view, whistle - blowing is usually considered a pro-social action.
Answer T
Page 410
72.
Pure competition occurs rarely.
Answer T
Page 412
73.
Michele focuses on "defeating" others, getting more recognition than they do etc., even when she
is working on a project together with them. She has an individualistic orientation to cooperation.
Answer F
Page 414
74.
Organizational elements such as the rewards system and employee interdependency have
significant influence on cooperation within an organization.
Answer T
Page 413-414
75.
Naïve realism is a perceptional error in which conflicting parties assume that what they want is
perfectly apparent to the other side.
Answer F
Page 417
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Chapter 11 Interpersonal Behavior: Working With and Against Others
193
76.
A perceptual error sometimes made in negotiations is a fixed sum error--when the sides to the
negotiation assume their interests are incompatible and all cannot win.
Answer F
Page 417
77.
Conflict within organizations usually has minimal negative effect and general results in
stimulating cohesion and communication.
Answer F
Page 418
78.
Conflict may have a number of positive effects such as motivating people on the various sides of
an issue to understand the others' position more completely.
Answer T
Page 418
79.
Conflict may motivate people to appreciate each other’s positions more fully.
Answer T
Page 419
80.
For bargaining to be successful, it is recommended that parties narrow the scope of issues
considered.
Answer F
Page 420
81.
One disadvantage of alternative dispute resolution is the answer of time it takes o reach an
agreement.
Answer F
Page 421
82. Simply being rude to one of your coworkers is a type of deviant behavior.
Answer T
Page 422
83. Incivility is a type of productive deviance.
Answer F
Page 423
84. Only about 800 people are murdered at work each year in the U.S., and most of these crimes are
committed by outsiders, such as customers.
Answer T
Page 424
85. According to the perspective of your text, making personal phone calls at work, talking office
materials like a pen home for personal use constitute theft.
Answer T
Page 429
86. Most of the peoples who break into corporate or government computers illegally are current
employees rather than outsiders.
Answer T
Page 429
87.
Security cameras are an effective way of reducing employee theft.
Answer F
Page 429
88. Simply treating employees with dignity and mutual defining what constitutes theft can reduce
incidents of employee theft in a company.
Answer T
Page 430
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Part 4 - Group Dynamics
Essay Questions
Major essay
89. What are the individual factors affecting cooperation?
Answer - 1) Reciprocity--the tendency to treat others as they have treated you, the “Golden Rule.” It
is the guiding principle of cooperation and in fact may make the cooperative process self-sustaining
once it is begun. 2) Personal orientation also contributes to cooperation. There are four distinct
personal orientations; individualist, competitor, equalizer, and cooperator. The orientation toward
cooperation is lowest with the first two and most with the last two. 3) Organizational reward systems
is the third factor. A team-based reward system in which at least a portion of an individuals
compensation is based on the performance of his or her work team, is an effective way of
encouraging cooperation. Pages 413-414
90. What are the major causes of conflict?
Answer – a) perceptual distortion, b) grudges, c) distrust, d) competition over scare resources, e)
destructive criticism. Pages 416-417
91. What are the consequences of organizational conflict?
Answer - Students should note there can be positive and negative consequences. The negative effects
could be; negative emotions, elimination of coordination, diversion of attention. Positive effects
could be: bringing ignored problems out in the open, motivating both sides to understand the each
other, it can lead to better decisions, encourages new ideas and innovation, and enhances group
loyalty.
Pages 418-419
92. Why do employees steal? How can managers reduce employee theft?
Answer – Many employees steal because they are troubled in some way-because they see their
coworkers doing it. Similarly, many employees engage in theft because in some companies not
stealing goes against the norms of the work group. Finally, employees also frequently engage in
theft because they want to “even the score” with employers whom they believe have mistreated
them. Some tips for reducing employee theft include involving employees in the creation of a theft
policy, communicate the costs of stealing, treat people fairly, and be a good role model.
Page 429-430
Short essay
93. What kinds of behavior constitute organizational citizenship?
Answer - There are five behaviors; altruism, conscientiousness, civic virtue, sportsmanship, and
courtesy. See Table 11.1 for further explanation.
Page 409
94. Define whistle-blowing.
Answer - This is a type of pro-social behavior where employees disclose illegal, immoral, or
illegitimate behavior on the part of their organization to people or other organizations able to do
something about it.
Page 410
95. Explain the three personal orientations toward cooperation.
Answer - 1) People with a cooperative orientation prefer to maximize the joint outcomes received by
all parties. They are concerned with helping themselves as well as others. 2) People with an
individualistic orientation focus primarily on maximizing their own outcomes. They do not care how
much others get so long as they get as much as they want. 3) People with a competitive orientation
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Chapter 11 Interpersonal Behavior: Working With and Against Others
195
focus primarily on defeating others. They care less about how well they do than with obtaining better
outcomes than those of others.
Pages 414
96. Explain how an organizational reward system can effect cooperation.
Answer – Despite good intentions, companies all too often create reward systems that lead their
employees to compete against each other. In other words, the company’s reward system discourages
cooperative behavior. With an eye toward eliminating such problems and fostering cooperation,
many of today’s companies are adopting team-based rewards. These are organizational reward
systems in which at least a portion of an individual’s compensation is based on the performance of
his or her work team. The rationale behind these incentive systems is straightforward. People who
are rewarded for contributing to their group’s performance will focus their energies on group
performance. In other words, they cooperate with each other.
Page 414
97. Explain arbitration/mediation.
Answer - These are third party negotiations where issues are clarified, and the facilitator tries to
move the two parties together. Mediation--the agreement is always voluntary. In arbitration it can be
either voluntary or binding.
Pages 420-421
98. Describe the three characteristics of individuals who are not inclined to behave aggressively.
Answer – The three characteristics are high trait anger, which is the tendency to respond to
situations in a predominantly angry manner. The second, positive attitude toward revenge is the
belief that it is justifiable to get back at others who have caused one harm. The third is past
experience with aggression, a history that involves exposure to aggressive behavior.
Page 426
99. How can managers reduce work place aggression?
Answer - Work place aggression can be managed effectively through several tactics.
 Establish clear disciplinary procedures. Such programs send strong messages that inappropriate
behavior will not be tolerated and that it will be punished if it occurs.
 Treat people with dignity and respect. Managers who belittle their subordinated and who fail to
show them the dignity and respect they deserve unknowingly may be promoting aggressive
behavior.
 Train managers in ways to recognize and avoid aggression. Although we all recognize
aggressive behavior when it occurs, too few of us know how to recognize potentially dangerous
situations before they become serious.
Page 428
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