Robbins Eob11 Tif Ch01

 Essentials  Essentials of Organizationa Organizationall Behavior, Behavior, 11e (Robbins/Judge) 11e  (Robbins/Judge)

Chapter 1

Introduction Introduction to Organizational Organizational Behavior

1) Until the late 1980s, business school curricula emphasized the ________ aspects of management. A) ethical B) people ) technical !) human ") global Ans#er$  "%planation$ ) Until the late late 1980s, business school curricula curricula emphasized the technical aspects of management, focusing on economics, accounting, finance, and &uantitati'e techni&ues. ourse #or( in human beha'ior and people s(ills recei'ed relati'el less attention. *'er the past three decades, ho#e'er, business facult ha'e come to realize the role that understanding human  beha'ior plas in determining a manager+s effecti'eness, and re&uired courses on people s(ills ha'e been added to man curricula. !iff$ 1 age -ef$ 1 uest. ategor$ oncept/!efinitional *$ 1 ) 2hich of the follo#ing is not a reason #h business schools ha'e begun to include classes on organizational beha'ior3 A) to increase manager effecti'eness in organizations B) to help organizations attract top &ualit emploees ) to e%pand organizations+ consulting needs !) to impro'e retention of &ualit #or(ers ") to help increase organizations+ profits Ans#er$  "%planation$ ) Understanding human beha'ior plas an important role in determining determining a manager+s effecti'eness. !e'eloping managers+ interpersonal s(ills helps organizations attract and (eep high4performing emploees. ositi'e social relationships are associated #ith lo#er stress at #or( and lo#er turno'er. 5inall, companies #ith reputations as good places to #or( ha'e been found to generate superior financial performance. "%panding a compan+s consulting needs is not a positi'e reason to teach organizational beha'ior. !iff$  ag age -e -ef$ 14 14 *b6ecti'e$ 7nterpersonal (ills uest. ategor$ oncept/!efinitional *$ 1

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) ________ is the stud of o f the impact that indi'iduals, groups, and structure ha'e on beha'ior #ithin organizations. A) eadership B) *rganizational strateg ) erformance management !) "mploee relations ") *rganizational beha'ior  Ans#er$ " "%planation$ ") *rganizational beha'ior is the the field of stud that that in'estigates the impact that indi'iduals, groups, and structure ha'e on beha'ior #ithin organizations, for the purpose of appling such (no#ledge to#ard impro'ing an organization+s effecti'eness. !iff$ 1 age -ef$  *b6ecti'e$ *rganizational Beha'ior  uest. ategor$ oncept/!efinitional *$ 1 :) 2hich of the follo#ing is not a topic or concern related to *B3 A) turno'er  B) leader beha'ior  ) producti'it !) management ") famil beha'ior  Ans#er$ " "%planation$ ") *B is concerned specificall specificall #ith emploment4related situations situations such as 6obs, #or(, absenteeism, emploment turno'er, producti'it, human performance, and management. *B includes the core topics of moti'ation, leader beha'ior and po#er, interpersonal communication, group structure and processes, personalit, emotions, 'alues, attitude de'elopment, perception, change processes, conflict and negotiation, and #or( design. !iff$ 1 age -ef$  *b6ecti'e$ *rganizational Beha'ior  uest. ategor$ oncept/!efinitional *$ 1

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) ________ is the stud of o f the impact that indi'iduals, groups, and structure ha'e on beha'ior #ithin organizations. A) eadership B) *rganizational strateg ) erformance management !) "mploee relations ") *rganizational beha'ior  Ans#er$ " "%planation$ ") *rganizational beha'ior is the the field of stud that that in'estigates the impact that indi'iduals, groups, and structure ha'e on beha'ior #ithin organizations, for the purpose of appling such (no#ledge to#ard impro'ing an organization+s effecti'eness. !iff$ 1 age -ef$  *b6ecti'e$ *rganizational Beha'ior  uest. ategor$ oncept/!efinitional *$ 1 :) 2hich of the follo#ing is not a topic or concern related to *B3 A) turno'er  B) leader beha'ior  ) producti'it !) management ") famil beha'ior  Ans#er$ " "%planation$ ") *B is concerned specificall specificall #ith emploment4related situations situations such as 6obs, #or(, absenteeism, emploment turno'er, producti'it, human performance, and management. *B includes the core topics of moti'ation, leader beha'ior and po#er, interpersonal communication, group structure and processes, personalit, emotions, 'alues, attitude de'elopment, perception, change processes, conflict and negotiation, and #or( design. !iff$ 1 age -ef$  *b6ecti'e$ *rganizational Beha'ior  uest. ategor$ oncept/!efinitional *$ 1

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;) 2hich of the follo#ing problems #ould an *B stud be least li(el to focus on3 A) an increase in absenteeism at a certain compan B) a fall in producti'it in one shift of a manufacturing plant ) a decrease in sales due to gro#ing foreign competition !) an increase in theft b emploees at a retail store ") e%cessi'e turno'er among 'olunteer #or(ers at a non4profit organization Ans#er$  "%planation$ ) *B is concerned specificall specificall #ith emploment4related situations situations such as 6obs, #or(, absenteeism, emploment turno'er, producti'it, human performance, and management. A stud of foreign competition #ould not be b e part of an *B research pro6ect. !iff$  age -ef$  AAB$ Analtic (ills *b6ecti'e$ *rganizational Beha'ior  uest. ategor$ Application *$ 1 he *B topic of moti'ation has been most influenced b #hich beha'ioral discipline3 A) pscholog B) social pscholog ) sociolog !) political science ") corporate strateg Ans#er$ A "%planation$ A) scholog see(s to measure, e%plain, and sometimes change the beha'ior of humans and other animals. 7t focuses on concepts such as learning, perception, personalit, emotions, training, leadership effecti'eness, needs and moti'ational forces, 6ob satisfaction, decision4ma(ing processes, performance appraisals, attitude measurement, emploee4selection techni&ues, #or( design, and 6ob stress. !iff$ 1 age -ef$ : uest. ategor$ oncept/!efinitional *$ 

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19) Austin is a graduate student helping to organize a stud on indi'idual 6ob satisfaction. >he stud focuses on the top fi'e causes of satisfaction or dissatisfaction on a 6ob. ?is department is sur'eing 00 indi'iduals in 100 different tpes of organizations. Austin is most li(el a graduate student in the department of ________. A) pscholog B) anthropolog ) political science !) social pscholog ") archaeolog Ans#er$ A "%planation$ A) Because Austin+s stud focuses on the causes of 6ob satisfaction, he is most li(el conducting the stud through the department of pscholog. scholog is defined as the science #hich see(s to measure, e%plain, and sometimes change the beha'ior of humans. !iff$  age -ef$ 4: AAB$ Analtic (ills *b6ecti'e$ scholog uest. ategor$ Application *$  Dou are bringing together facult from different beha'ioral disciplines to author a ne# te%tboo( in organizational beha'ior. -epresented are professors from pscholog, sociolog, social  pscholog, anthropolog, political science, and industrial engineering. 0) 2hich facult member should furnish information about personalit, learning, an d moti'ation3 A) sociolog B) pscholog ) anthropolog !) political science ") industrial engineering Ans#er$ B "%planation$ B) scholog see(s to measure, e%plain, and sometimes change the beha'ior of humans and other animals. scholog+s focus on the indi'idual has led to contributions in the areas of learning, personalit, emotions, moti'ational forces, and more. !iff$  age -ef$ 4: AAB$ Analtic (ills *b6ecti'e$ scholog uest. ategor$ Application *$ 

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1) 2hich professor out of this group #ould ou e%pect to address issues on communication3 A) the pschologist B) the anthropologist ) the political scientist !) the social pschologist ") the industrial engineer Ans#er$ ! "%planation$ !) ocial pscholog focuses on peoples+ influence on one another. ocial  pschologists contribute to identifing communication patterns and more. !iff$  age -ef$ : AAB$ Analtic (ills *b6ecti'e$ ocial scholog uest. ategor$ Application *$  ) Dou should e%pect that the facult member from ________ #ill probabl contribute information about large4scale group beha'ior. A) sociolog B) pscholog ) social pscholog !) anthropolog ") industrial engineering Ans#er$ A "%planation$ A) ociolog studies people in relation to their social en'ironment or culture. ociologists ha'e contributed to *B through their stud of group beha'ior in organizations. !iff$  age -ef$ : AAB$ Analtic (ills *b6ecti'e$ ociolog uest. ategor$ Application *$  ) Eroup beha'ior, po#er, and conflict are central areas of stud for ________. A) archaeologists B) philantropists ) anthropologists !) social pschologists ") operations analsts Ans#er$ ! "%planation$ !) ocial pscholog, generall considered a branch of pscholog, blends concepts from both pscholog and sociolog to focus on peoples+ influence on one another. >his field has made important contributions to our stud of group beha'ior, po#er, and conflict. !iff$ 1 age -ef$ : *b6ecti'e$ ocial scholog uest. ategor$ oncept/!efinitional *$ 

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:) ________ blends concepts from pscholog and sociolog and focuses on the influence  people ha'e on one another. A) orporate strateg B) Anthropolog ) olitical science !) ocial pscholog ") Archaeolog Ans#er$ ! "%planation$ !) ocial pscholog, generall considered a branch of pscholog, blends concepts from both pscholog and sociolog to focus on peoples+ influence on one another. *ne ma6or stud area is change, ho# to implement it and ho# to reduce barriers to its acceptance. !iff$ 1 age -ef$ : *b6ecti'e$ ocial scholog uest. ategor$ oncept/!efinitional *$  ;) ude is a social pschologist. ?e is #or(ing on a concept in social pscholog, #hich is a ma6or stud area, and learning ho# to implement it and ho# to reduce barriers to its acceptance. ude is studing the concept of ________. A) culture B) ethics ) po#er  !) change ") fatigue Ans#er$ ! "%planation$ !) *ne ma6or stud area of social pscholog is changeFho# to implement it and ho# to reduce barriers to its acceptance. ocial pschologists also contribute to measuring, understanding, and changing attitudesG identifing communication patternsG and building trust. !iff$  age -ef$ : AAB$ Analtic (ills uest. ategor$ Application *$  his field of stud has helped us understand differences in fundamental 'alues, attitudes, and  beha'ior bet#een people in different countries and #ithin different organizations. A) anthropolog B) corporate strateg ) political science !) operations research ") pscholinguistics Ans#er$ A "%planation$ A) Anthropolog is the stud of societies to learn about human beings and their acti'ities. Anthropologists+ #or( on cultures and en'ironments has helped us understand differences in fundamental 'alues, attitudes, and beha'ior bet#een people in different countries and #ithin different organizations. !iff$  age -ef$ ; *b6ecti'e$ Anthropolog uest. ategor$ oncept/!efinitional *$ 

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9) riam is analzing the gender roles of men and #omen in management in the United tates and comparing them to the gender roles in management in apan. he is sur'eing fift male and fift female managers in each countr to compare their dail beha'ior. riam+s stud e%emplifies ho# ________ contributes to *B. A) anthropolog B) pscholog ) archaeolog !) political science ") corporate strateg Ans#er$ A "%planation$ A) riam is an anthropologist. uch of our current understanding of organizational culture, organizational en'ironments, and differences among national cultures is a result of the #or( of anthropologists or those using their methods. !iff$  age -ef$ ; AAB$ Analtic (ills *b6ecti'e$ Anthropolog uest. ategor$ Application *$  0) >he sub6ect of organizational culture has been most influenced b #hich beha'ioral science discipline3 A) anthropolog B) pscholog ) social pscholog !) political science ") corporate strateg Ans#er$ A "%planation$ A) Anthropolog is the stud of societies to learn about human beings and their acti'ities. uch of our current understanding of organizational culture, organizational en'ironments, and differences among national cultures is a result of the #or( of anthropologists or those using their methods. !iff$ 1 age -ef$ ; uest. ategor$ oncept/!efinitional *$ 

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1) 2hich of the follo#ing statements best describes the current status of organizational  beha'ior concepts3 A) >he are based on uni'ersal truths. B) ince people are comple%, the theories e%plaining their actions must also be co mple%. ) >here is general consensus among *B researchers and scholars on the simple concepts that underlie most human beha'ior. !) ause4effect principles that tend to appl to all situations ha'e been disco'ered. ") ause4and4effect relationships for most human beha'iors ha'e been isolated. Ans#er$ B "%planation$ B) ?uman beings are comple%, and fe#, if an, simple and uni'ersal principles e%plain organizational beha'ior. Because #e are not ali(e, our abilit to ma(e simple, accurate, and s#eeping generalizations is limited. >here are fe# straightfor#ard cause4and4effect relationships in *B. !iff$  age -ef$ ; uest. ategor$ oncept/!efinitional *$ : ) ?uman beings are comple%, and fe#, if an, simple and uni'ersal principles e%plain organizational beha'ior. He'ertheless, it does not mean that *B cannot offer reasonabl accurate e%planations of human beha'ior or ma(e 'alid predictions. 7t does mean that *B concepts must  ________. A) focus on the reliabilit and 'alidit of research d ata B) attempt to establish cause4and4effect relationships ) be consistentl applicable across a #ide range of situations !) reflect situational, or contingenc, conditions ") a'oid assumptions Ans#er$ ! "%planation$ !) ?uman beings are comple%, and fe#, if an, simple and uni'ersal principles e%plain organizational beha'ior. >hat doesn+t mean that #e can+t offer reasonabl accurate e%planations of human beha'ior or ma(e 'alid predictions. 7t does mean that *B concepts must reflect situational, or contingenc, conditions. 2e can sa % leads to , but onl under conditions specified in zFthe contingenc 'ariables. !iff$ 1 age -ef$ ; uest. ategor$ oncept/!efinitional *$ :

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) 2hich of the follo#ing statements best describes contingenc 'ariables3 A) >he are scientific factors based on uni'ersal truths. B) >he are factors that moderate the relationship bet#een t#o or more e'ents or situations. ) >here is general consensus among *B researchers that the can be controlled. !) >he are the cause4effect principles that tend to appl to all situations that ha'e been disco'ered. ") >he are simple and uni'ersal principles that e %plain organizational beha'ior. Ans#er$ B "%planation$ B) ontingenc 'ariables are 'ariables that moderate the relationship bet#een t#o or more 'ariables. 5or e%ample, an *B stud can sa x leads to y, but onl under conditions specified in  z. Because humans are some#hat unpredictable, all *B studies must ha'e contingenc 'ariables. !iff$  age -ef$ ; *b6ecti'e$ ontingenc Iariables uest. ategor$ oncept/!efinitional *$ : :) *B concepts must reflect contingenc conditions for all of the follo#ing reasons e%cept  ________. A) human beings are comple% B) our predictions and assumptions are almost accurate all the time ) one person+s beha'ior changes in different situations !) #e are limited in our abilit to ma(e s#eeping generalizations ") t#o people often act 'er differentl in the same situation Ans#er$ B "%planation$ B) ?uman beings are comple%, and fe#, if an, simple and uni'ersal principles e%plain organizational beha'ior. >#o people often act 'er differentl in the same situation, and the same person+s beha'ior changes in different situations. Because #e are not ali(e, our ab ilit to ma(e simple, accurate, and s#eeping generalizations is limited. !iff$  age -ef$ ; uest. ategor$ oncept/!efinitional *$ :

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;) -amond is completing a stud on discrimination in #hich he has noted that sales#omen #ho #ear s(irt suits ma(e more sales than sales#omen #ho onl #ear pant suits. ?o#e'er, -amond determined that his findings onl pertained to those industries in #hich the purchasing decision ma(er is traditionall masculine. 5or e%ample, the sales results #ere the same for all #omen selling to medical office managers, a female dominated field. -amond used ________ 'ariables to more accuratel e%plain his results. A) global B) general ) dependent !) non4reacti'e ") contingenc Ans#er$ " "%planation$ ") ontingenc 'ariables are 'ariables that moderate the relationship bet#een t#o or more 'ariables. 5or e%ample, an *B stud can sa x leads to y, but onl under conditions specified in  z. Because humans are some#hat unpredictable, all *B studies must ha'e contingenc 'ariables. B limiting his results to onl male4oriented industries, -amond is able to ma(e a generalization. !iff$  age -ef$ ; AAB$ Analtic (ills *b6ecti'e$ ontingenc Iariables uest. ategor$ Application *$ : oda, the ma6orit of emploees in de'eloped countries #or( in ser'ice 6obs, including 80 percent in the United tates. !iff$ 1 age -ef$ = *b6ecti'e$ ustomer er'ice uest. ategor$ oncept/!efinitional *$ ;

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::) >he common characteristic of ser'ice 6obs is that the re&uire ________. A) substantial interaction #ith an organization+s customers B) lo# pa ) a focus on producti'it !) little 6ob (no#ledge ") little technical competence Ans#er$ A "%planation$ A) >he common characteristic of ser'ice 6obs is substantial interaction #ith an organization+s customers. an an organization has failed bec ause its emploees failed to please customers. anagement needs to create a customer4responsi'e culture. !iff$  age -ef$ 8 uest. ategor$ oncept/!efinitional *$ ; :;) 2hich of the follo#ing is not considered a (e &ualit of an emploee in a customer4 responsi'e culture3 A) friendl and courteous B) accessible ) (no#ledgeable !) good computer s(ills ") #illing to do #hat+s necessar to please the customer  Ans#er$ ! "%planation$ !) anagement needs to create a customer4responsi'e culture. *B can pro'ide considerable guidance in helping managers create such culturesFin #hich emploees are friendl and courteous, accessible, (no#ledgeable, prompt in responding to customer needs, and #illing to do #hat+s necessar to please the c ustomer. !iff$  age -ef$ 8 uest. ategor$ oncept/!efinitional *$ ; :oda+s successful organizations must foster inno'ation and master the art of chan ge, or the+ll become candidates for e%tinction. !iff$  age -ef$ 9 uest. ategor$ oncept/!efinitional *$ ; :8) 2hich of the follo#ing factors ma(es it imperati'e that organizations be fast and fle%ible3 A) #or(force di'ersit B) corporate e%cess ) truncated capacit !) ad'ances in corporate strateg ") globalization Ans#er$ " "%planation$ ") Elobalization, e%panded capacit, and ad'ances in technolog ha'e re&uired organizations to be fast and fle%ible if the are to sur'i'e. >he result is that most managers and emploees toda #or( in a climate best characterized as Ctemporar.C !iff$  age -ef$ 9 AAB$ !namics of the Elobal "conom *b6ecti'e$ >emporariness uest. ategor$ oncept/!efinitional *$ ; :9) *ne of the (e challenges for managers in toda+s organizations is to ________. A) emulate successful models B) stri'e hard to conform to norms ) emphasize indi'idual performance !) pro'ide emploees #ith ethical choices ") stimulate tolerance for change Ans#er$ " "%planation$ ") An organization+s emploees can be the impetus for inno'ation and change, or the can be a ma6or stumbling bloc(. >he challenge for managers is to stimulate their emploees+ creati'it and tolerance for change. >he field of *B pro'ides a #ealth of ideas and techni&ues to aid in realizing these goals. !iff$  age -ef$ 9 uest. ategor$ oncept/!efinitional *$ ; 21 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

;0) Ei'en the climate of CtemporarinessC in modern organizations, emploees must ________. A) continuall update their (no#ledge and s(ills B) be prepared to sta in the same position for longer periods of time ) ha'e closer connections #ith their peers !) foster friendship #ithin the #or( en'ironment ") limit their mobilit if the hope to compete Ans#er$ A "%planation$ A) 2or(ers must continuall update their (no#ledge and s(ills to perform ne# 6ob re&uirements. 2or(place predictabilit has been replaced b temporar #or( groups, #ith members from different departments, and the increased use of emploee rotation to fill constantl changing #or( assignments. >herefore, emploees must be able to cope #ith increasing (no#ledge demands. !iff$  age -ef$ 9 *b6ecti'e$ >emporariness uest. ategor$ oncept/!efinitional *$ ; ;1) >he use of temporar #or( groups and emploee rotation has reduced the ________ of #or(ing in a specific group, as #ell as the securit attached to it. A) predictabilit B) spontaneit ) autonom !) morale ") satisfaction Ans#er$ A "%planation$ A) 7n the past, emploees #ere assigned to a specific #or( group, gaining a considerable amount of securit #or(ing #ith the same people da in and da out. >hat  predictabilit has been replaced b temporar #or( groups, #ith members from different departments, and the increased use of emploee rotation to fill constantl changing #or( assignments. !iff$  age -ef$ 9 uest. ategor$ oncept/!efinitional *$ ;

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;) 2hich of the follo#ing is the ma6or challenge to managers in a full net#or(ed organization3 A) eliminating the need for paper communication b  reling entirel on e4mail, file transfers, and the li(e B) retaining team members #ho can easil mo'e to another emploer #hen demand for their ser'ices changes ) managing contract and temporar #or(ers !) maintaining a C'irtual officeC through the use o f computers, interoffice net#or(s, and the 7nternet ") managing people #ho #or( together but are geographicall separated Ans#er$ " "%planation$ ") Het#or(ed organizations allo# people to communicate and #or( together e'en though the ma be thousands of miles apart. oti'ating and managing people online re&uires different techni&ues than #hen indi'iduals are phsicall present in a single location. !iff$  age -ef$ 10 *b6ecti'e$ Het#or(ed *rganizations uest. ategor$ oncept/!efinitional *$ ; ;) ________ allo#@s) people to communicate and #or( together e'en though the ma be thousands of miles apart. A) 5le%ible cubicles B) tratified #or( en'ironments ) !ecentralized communication !) "'idence4based management ") Het#or(ed organizations Ans#er$ " "%planation$ ") Het#or(ed organizations allo# people to communicate and #or( together e'en though the ma be thousands of miles apart. oti'ating and managing people online re&uires different techni&ues than #hen indi'iduals are phsicall present in a single location. !iff$ 1 age -ef$ 10 *b6ecti'e$ Het#or(ed *rganizations uest. ategor$ oncept/!efinitional *$ ;

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;:) 2hich of the follo#ing has not contributed to blurring the lines bet#een emploees+ #o r( life and personal life3 A) the creation of global organizations B) communication technolog allo#ing emploees to #or( an time and from an place ) organizations as(ing emploees to put in longer hours !) creation of fle%ible teams ") the increase in dual career households Ans#er$ ! "%planation$ !) 2or(4life conflicts are created for the follo#ing reasons$ first, the creation of global organizations means the #orld ne'er sleepsG second, communication technolog allo#s man technical and professional emploees to do their #or( at homeG third, organizations are as(ing emploees to put in longer hoursG finall, the rise of the dual4career couple ma(es it difficult for married emploees to find time to fulfill commitments to home, spouse, children,  parents, and friends. !iff$  age -ef$ 10 *b6ecti'e$ Balance 2or(4ife onflicts uest. ategor$ oncept/!efinitional *$ ; ;;) 2hich of the follo#ing is one of the main reasons #h married emploees find it d ifficult to ma(e time to fulfill commitments to home, spouse, children, parents, and friends3 A) #or(aholism B) temporar #or( culture ) ser'ice focus !) dual4career couples ") fle%ible teams Ans#er$ ! "%planation$ !) >he rise of the dual4career couple ma(es it difficult for married emploees to find time to fulfill commitments to home, spouse, children, parents, and friends. illions of single4parent households and emploees #ith dependent parents ha'e e'en more significant challenges in balancing #or( and famil responsibilities. !iff$  age -ef$ 10 uest. ategor$ oncept/!efinitional *$ ;

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;he blurring of the line bet#een #or( and non4#or( time has created ________. A) personal conflicts B) a more stable #or(force ) higher pa scales for more hours #or(ed !) dual career households ") greater 6ob satisfaction Ans#er$ A "%planation$ A) "mploees are increasingl complaining that the line bet#een #or( and non#or( time has become blurred, creating personal conflicts and stress. At the same time, toda+s #or(place presents opportunities for #or(ers to create and structure their roles. !iff$ 1 age -ef$ 10 uest. ategor$ oncept/!efinitional *$ ; ;=) ituations #here an indi'idual is re&uired to define right and #rong conduct are termed  ________. A) di'ersit issues B) human resource problems ) ethical dilemmas !) organizational comple%ities ") social puzzles Ans#er$  "%planation$ ) "thical dilemmas and ethical choices are situations in #hich indi'iduals are re&uired to define right and #rong conduct. 5or e%ample, if an emploee has to decide to unco'er illegal acti'ities in the compan, e'e n if it means losing his 6ob, he has an ethical dilemma. !iff$  age -ef$ 11 AAB$ "thical Understanding and -easoning Abilities *b6ecti'e$ "thical !ilemma uest. ategor$ oncept/!efinitional *$ ; ;8) "mploees toda are ________. A) e%pressing increased confidence in management B) e%pressing increased trust in management ) increasingl certain about #hat constitutes appropriate ethical beha'ior  !) increasingl uncertain about #hat constitutes appropriate ethical beha'ior  ") less li(el to engage in unethical practices Ans#er$ ! "%planation$ !) 7ncreasingl the emploees face ethical dilemmas and ethical choices, in #hich the are re&uired to identif right and #rong conduct. 2hat constitutes good ethical beha'ior has ne'er been clearl defined, and, in recent ears, the line differentiating right from #rong has  blurred. !iff$  age -ef$ 11 AAB$ "thical Understanding and -easoning Abilities uest. ategor$ oncept/!efinitional *$ ; 2 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

;9) 2hich of the follo#ing is an e%ample of an ethical dilemma3 A) !o 7 inflate an emploee+s e'aluation to sa'e his 6ob3 B) !o 7 offer a bribe to land a contract3 ) !o 7 #rite a chec( on a closed account3 !) !o 7 fire an emploee to a'oid paing her a big bonus3 ") !o 7 fire a #histle blo#er for e%posing the compan+s #rongdoing3 Ans#er$ A "%planation$ A) 7ncreasingl the emploees face ethical dilemmas and ethical choices, in #hich the are re&uired to identif right and #rong conduct. 2hat constitutes good ethical beha'ior has ne'er been clearl defined, and, in recent ears, the line differentiating right from #rong has  blurred. !iff$  age -ef$ 11 AAB$ "thical Understanding and -easoning Abilities uest. ategor$ Application *$ ; -U" "%planation$ ocial pschologists ha'e made important contributions to our stud of group  beha'ior, po#er, and conflict. !iff$ 1 age -ef$ : *b6ecti'e$ ocial scholog uest. ategor$ oncept/!efinitional *$  =0) 2hat pscholog is to the group, sociolog is to the indi'idual. Ans#er$ 5A" "%planation$ 2hile pscholog focuses on the indi'idual, sociologists ha'e contributed to *B through their stud of group beha'ior in organizations, particularl formal and comple% organizations. !iff$  age -ef$ ; uest. ategor$ oncept/!efinitional *$  =1) Anthropolog has helped us understand differences in 'alues and attitudes bet#een people in different countries. Ans#er$ >-U" "%planation$ Anthropolog is the stud of societies to learn about human beings and their acti'ities. Anthropologists+ #or( on cultures and en'ironments has helped us understand differences in fundamental 'alues, attitudes, and beha'ior bet#een people in different countries and #ithin different organizations. !iff$ 1 age -ef$ ; *b6ecti'e$ Anthropolog uest. ategor$ oncept/!efinitional *$  =) *B researchers cannot offer reasonabl accurate e%planations of human beha'ior since  people act 'er differentl in similar situations. Ans#er$ 5A" "%planation$ >#o people often act 'er differentl in the same situation, and the same person+s  beha'ior changes in different situations. >hat doesn+t mean that #e can+t offer reasonabl accurate e%planations of human beha'ior or ma(e 'alid predictions. 7t does mean that *B concepts must reflect situational, or contingenc, conditions. 2e can sa % leads to , but onl under conditions specified in zFthe contingenc 'ariables. !iff$  age -ef$ ; *b6ecti'e$ *bser'ational Beha'ior  uest. ategor$ oncept/!efinitional *$ :

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=) *B dra#s from se'eral research4based theories about ho# people beha'e in organizations and contains se'eral straightfor#ard cause4and4effect relationships. Ans#er$ 5A" "%planation$ ?uman beings are comple%, and fe#, if an, simple and uni'ersal principles e%plain organizational beha'ior. As such, fe# straightfor#ard cause4and4effect relationships e%ist in this discipline. *rganizational beha'ior theories mirror the sub6ect matter #ith #hich the deal, and people are comple% and complicated. !iff$  age -ef$ ; uest. ategor$ oncept/!efinitional *$ : =:) 7n good economic conditions, understanding ho# to re#ard, satisf, and retain emploees is at a premium, ho#e'er, in bad times, issues li(e stress, decision ma(ing, and coping come to the fore. Ans#er$ >-U" "%planation$ anaging emploees #ell #hen times are tough is 6ust as hard as #hen times are goodFif not more so. But the *B approaches sometimes differ. 7n good times, understanding ho# to re#ard, satisf, and retain emploees is at a premium. 7n bad times, issues li(e stress, decision ma(ing, and coping come to the fore. !iff$ 1 age -ef$ < uest. ategor$ oncept/!efinitional *$ ; =;) As the #orld has become more global, managers ha'e to become capable of #or(ing #ith  people from different cultures. Ans#er$ >-U" "%planation$ >o #or( effecti'el #ith people from different cultures, ou need to understand ho# their culture, geograph, and religion ha'e shaped them and ho# to adapt our management stle to their differences. !iff$ 1 age -ef$ < AAB$ !namics of the Elobal "conomG ulticultural and !i'ersit Understanding uest. ategor$ oncept/!efinitional *$ ; =he ;;4and4older age group, currentl 1 percent of the labor force, #ill increase to 0 percent b 01:. !iff$ 1 age -ef$ = AAB$ ulticultural and !i'ersit Understanding uest. ategor$ oncept/!efinitional *$ ; =9) >he common characteristic of manufacturing 6obs is that the re&uire substantial interaction #ith an organization+s customers. Ans#er$ 5A" "%planation$ >he common characteristic of ser'ice 6obs is that the re&uire substantial interaction #ith an organization+s customers. an an organization ha s failed because its emploees failed to please customers. !iff$ 1 age -ef$ 8 uest. ategor$ oncept/!efinitional *$ ; 80) >oda+s managers and emploees must learn to cope #ith temporariness, fle%ibilit, spontaneit, and unpredictabilit. Ans#er$ >-U" "%planation$ Elobalization, e%panded capacit, and ad'ances in technolog ha'e re&uired organizations to be fast and fle%ible if the are to sur'i'e. >he result is that most managers and emploees toda #or( in a climate best characterized as Ctemporar.C !iff$  age -ef$ 9 *b6ecti'e$ >emporariness uest. ategor$ oncept/!efinitional *$ ;

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81) >here+s an increasing blurring bet#een the #or( and non#or( time. Ans#er$ >-U" "%planation$ "mploees are increasingl complaining that the line bet#een #or( and non#or( time has become blurred, creating personal con flicts and stress. !iff$ 1 age -ef$ 10 *b6ecti'e$ Balance 2or(4ife onflicts uest. ategor$ oncept/!efinitional *$ ; 8) Balancing #or( and life demands no# surpasses 6ob securit as an emploee priorit. Ans#er$ >-U" "%planation$ "mploees increasingl recognize that #or( infringes on their personal li'es, and the+re not happ about it. -ecent studies suggest emploees #ant 6obs that gi'e them fle%ibilit in their #or( schedules so the can better manage #or(Jlife conflicts. 7n fact, balancing #or( and life demands no# surpasses 6ob securit as an emploee priorit. !iff$  age -ef$ 10 uest. ategor$ oncept/!efinitional *$ ; 8) "thical dilemmas are situations in #hich emploees are re&uired to identif right and #rong conduct. Ans#er$ >-U" "%planation$ 7ncreasingl, emploees are facing ethical dilemmas and ethical choices, in #hich the are re&uired to identif right and #rong conduct. anagers must create an ethicall health climate for emploees, #here the can do their #or( producti'el #ith minimal ambiguit about #hat right and #rong beha'iors are. !iff$ 1 age -ef$ 11 AAB$ "thical Understanding and -easoning Abilities uest. ategor$ oncept/!efinitional *$ ; 8:) !etermining the ethicall correct #a to beha'e is especiall difficult in a global econom  because different cultures ha'e different perspecti'es on certain ethical issues. Ans#er$ >-U" "%planation$ 2hat constitutes good ethical beha'ior has ne'er been clearl defined, and, in recent ears, the line differentiating right from #rong has blurred. !etermining the ethicall correct #a to beha'e is especiall difficult in a global econom because different cultures ha'e different perspecti'es on certain ethical issues. !iff$ 1 age -ef$ 11 AAB$ "thical Understanding and -easoning Abilities uest. ategor$ oncept/!efinitional *$ ;

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8;) 2h is it important to complement intuition #ith sstematic stud in our attempts to understand beha'ior #ithin organizations3 Ans#er$ 7t is important to complement intuition #ith sstematic stud in our attempts to understand beha'ior #ithin organizations in order to help unco'er important facts and relationships. >his #ill pro'ide a base from #hich more accurate predictions of beha'ior can be made. >hat is, #e can impro'e our predicti'e abilit b complementing intuiti'e opinions #ith a more sstematic approach. stematic stud in'ol'es loo(ing at relationships, attempting to attribute causes and effects, and basing conclusions on scientific e'idence. >his process helps us to e%plain and predict beha'ior. !iff$  age -ef$  *b6ecti'e$ stematic tud uest. ategor$ oncept/!efinitional *$  8he greatest contributions b sociologists ha'e been in the stud of group beha'ior in organizations, organizational culture, formal organization theor and structure, organizational technolog, communications, po#er, and conflict. !iff$  age -ef$ 4: *b6ecti'e$ Beha'ioral ciences uest. ategor$ oncept/!efinitional *$  88) ompare and contrast the fields of pscholog, social pscholog, and sociolog. Ans#er$ >hese fields all deal #ith the human condition. 2hile pscholog focuses on the indi'idual, sociolog studies people in relation to their social en'ironment or culture. ocial  pscholog blends concepts from both pscholog and sociolog, though it is generall considered a branch of pscholog. 7t focuses on people+s influence on one another. >hus, it could be said that social pscholog falls bet#een the e%tremes of the indi'idual focus of  pscholog and the large group focus of sociolog. !iff$  age -ef$ 4; AAB$ -eflecti'e >hin(ing (ills *b6ecti'e$ Beha'ioral ciences uest. ategor$ nthesis *$  89) "%plain C#or(force di'ersit.C 2hat (e managerial s(ill do ou thin( is most important #hen dealing #ith #or(force di'ersit3 Ans#er$ 2or(force di'ersit is a term used to describe ho# organizations are becoming more heterogeneous #ith regard to gender, race, and ethnicit. 7t also includes disabilities, se%ual orientation, and age. ?uman s(ills are defined b the abilit to #or( #ith, understand, and moti'ate other people and #ould be important to manage a di'erse #or(force because of the different indi'idual 'ariables that the manager #ould be #or(ing #ith. !iff$  age -ef$ = *b6ecti'e$ 2or(force !i'ersit uest. ategor$ oncept/!efinitional *$ ;

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