Q&A Hero

Q: Decisions that managers take to protect the rights of some stakeholders often hurt the rights of others. A. True B. False

Q: From a moral rights perspective, managers should consider courses of action that are profitable to the company. A. True B. False

Q: Under the moral rights rule, an ethical decision is one that distributes benefits and harms among people and groups in an equitable way. A. True B. False

Q: According to the moral rights rule, managers should choose the course of action that best protects and upholds their personal rights. A. True B. False

Q: When faced with a serious ethical dilemma, Michael chose a solution that created the greatest good for the greatest number of people. Michael used the utilitarian rule. A. True B. False

Q: Under the utilitarian rule, an ethical decision is that which creates the greatest good for the greatest number of people. A. True B. False

Q: 16. Stakeholders benefit in the long run from companies making the right choices. A. True B. False

Q: When making business decisions, managers must consider the claims of stockholders exclusively. A. True B. False

Q: Business ethics are only important because the failure of a company can solely have catastrophic effects on the goals of the company. A. True B. False

Q: The local communities in which an organization operates are seldom considered as stakeholders of the organization. A. True B. False

Q: Customers are often regarded as the most important stakeholder group. A. True B. False

Q: Managers are a vital stakeholder group because they are responsible for using a companys resources to increase its performance and thus its stock price. A. True B. False

Q: Stockholders seek to maximize the return on their investment and therefore show interest in the ethical practices of a company. A. True B. False

Q: Employees are stakeholders of a company. A. True B. False

Q: Customers are stakeholders of an organization, but managers are not. A. True B. False

Q: The people and groups affected by how a company and its managers behave are called its stakeholders. A. True B. False

Q: 6. Laws and regulations lead to the development of ethical beliefs. A. True B. False

Q: Ethical beliefs lead to the development of laws and regulations. A. True B. False

Q: Absolute rules exist to determine how individuals should behave in every situation. A. True B. False

Q: Though laws often change, ethical principles remain constant and do not change over time. A. True B. False

Q: Steve has noticed that there has been an error in his weekly pay stub and the company has unknowingly paid him too much. Steve is pondering whether to report this issue or not. This is an example of an ethical dilemma. A. True B. False

Q: Moral principles or beliefs about what is the right or appropriate way to behave are known as ethics. A. True B. False

Q: Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization. A. True B. False

Q: A manager's instrumental values have little or no effect on organizational culture. A. True B. False

Q: The attraction-selection-attrition framework suggests that employees who are dissimilar in personality are more likely to leave the organization over time. A. True B. False

Q: The attraction-selection-attrition framework suggests that the founders of organizations tend to attract and select employees whose personalities vary widely. A. True B. False

Q: The personal characteristics of the founders of organizations can have a strong influence on the culture that is created. A. True B. False

Q: Organizational culture reflects the distinctive ways in which organization members perform their jobs and relate to others inside and outside the organization. A. True B. False

Q: Managers with a low level of emotional intelligence are more likely to understand how they are feeling and why, and they are more able to effectively manage their feelings. A. True B. False

Q: Emotional intelligence helps managers energize subordinates to aid the organization in attaining its goals. A. True B. False

Q: Emotional intelligence concerns understanding and managing the moods and emotions of oneself and of other people. A. True B. False

Q: When people are in negative moods, they tend to be less detail oriented and less focused on the facts at hand. A. True B. False

Q: Emotions are less intense feelings than moods and are long-lasting. A. True B. False

Q: People who are high on negative affectivity are capable of experiencing positive moods. A. True B. False

Q: People who are low on extraversion are not likely to experience positive moods. A. True B. False

Q: A strong organizational culture is the product of managers and employees being committed to organizational values. A. True B. False

Q: Organizational socialization is the collection of feelings and beliefs that managers have about their organization as a whole. A. True B. False

Q: When companies lay off managers, the satisfaction levels of managers who remain tends to rise. A. True B. False

Q: Turnover can hurt an organization because it results in the loss of the experience and knowledge that managers have gained about the company, industry, and business environment. A. True B. False

Q: Organizational citizenship behaviors (OCBs) are behaviors that are not required of organization members but that contribute to organizational efficiency and effectiveness. A. True B. False

Q: Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers. A. True B. False

Q: The terminal and instrumental values that are guiding principles in an individual's life are referred to as attitudes. A. True B. False

Q: Terminal values often lead to the formation of norms. A. True B. False

Q: A personal conviction about lifelong goals or objectives is called a terminal value. A. True B. False

Q: The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. A. True B. False

Q: Managers with a high need for power allow their subordinates to make their own decisions in all aspects of their work. A. True B. False

Q: Effective managers need to have a high external locus of control. A. True B. False

Q: People with an external locus of control believe that outside forces are responsible for what happens to and around them. A. True B. False

Q: Successful entrepreneurs are likely to be low on openness to experience. A. True B. False

Q: Managers who are low on the conscientiousness continuum are organized and self-disciplined. A. True B. False

Q: Craig, a manager at Carzone Ltd., is a very positive individual. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is high on negative affectivity. A. True B. False

Q: The employees of Burger Point enjoy their work very much. This is largely due to their manager, Elise, who is always sympathetic to the needs of her employees and is seldom uncooperative. Elise can be said to be low on the agreeableness continuum. A. True B. False

Q: Managers who are high on the agreeableness continuum are likable and care about other people. A. True B. False

Q: Managers who are low on negative affectivity tend to be highly critical of themselves and other people. A. True B. False

Q: Introversion precludes the possibility of effectiveness and efficiency. A. True B. False

Q: Introverts tend to be sociable, outgoing, and friendly. A. True B. False

Q: The effectiveness of managers is determined by a complex interaction between their personality traits and the nature of the job and organization in which they work. A. True B. False

Q: Compare the leadership styles of managers from innovative and conservative organizational cultures.

Q: What are the different types of rites that help define organizational culture? Explain each type of rite with an example.

Q: What role do terminal and instrumental values play in organizational culture?

Q: Explain the ASA Model. How does it help explain the formation of organizational cultures?

Q: What is organizational culture? What are the factors that contribute to organizational culture?

Q: Define the concept of "emotional intelligence". How does a high level of emotional intelligence help managers?

Q: Distinguish between moods and emotions. How do moods and emotions affect the organization?

Q: Discuss organizational commitment and its relationship with organizational culture. What are the factors that affect organizational commitment?

Q: Define job satisfaction and discuss its effect on managers.

Q: What are the three major needs identified by McClelland? Describe the characteristics associated with each need.

Q: Discuss the efficiency and effectiveness of a manager with an internal locus of control.

Q: Describe the "Big Five" personality traits briefly.

Q: The Manager as a Person Which of the following is true of managers in conservative cultures? A. They lead by example, encouraging their employees to take risks. B. They are likely to try to create a flat, organic structure. C. They constantly monitor the progress of their employees. D. They are flexible and encourage creativity. E. They decentralize authority so that employees can work together easily.

Q: The Manager as a Person In a(n) _____ culture, managers are likely to lead by example, encouraging employees to take risks and experiment. A. formal B. vertical C. innovative D. hierarchical E. conservative

Q: The Manager as a Person Managers in a(n) _____ culture are likely to establish clear reporting relationships so employees know exactly whom to report to and how to react to any problems that arise. A. informal B. horizontal C. innovative D. decentralized E. conservative

Q: The Manager as a Person An organization which considers and analyzes the ideas and suggestions of all employees regardless of their hierarchical position has a(n) _____ culture. A. vertical B. innovative C. conservative D. traditional E. regressive

Q: The Manager as a Person Awards dinners, newspaper releases, and employee promotions that let organizations publicly recognize employees' contributions are examples of rites of _____. A. passage B. integration C. initiation D. affiliation E. enhancement

Q: The Manager as a Person Rites of _____ motivate commitment to the norms and values of the organization by publicly recognizing and rewarding employee contributions. A. passage B. integration C. celebration D. enhancement E. ceremony

Q: The Manager as a Person Rites of _____, such as shared announcements of organizational successes, office parties, and company cookouts, build and reinforce common bonds among organization members. A. passage B. integration C. advancement D. enhancement E. acceptance

Q: The Manager as a Person The U.S. Army develops socialization programs to determine how individuals enter, advance within, and leave the organization. This is a rite of _____. A. passage B. integration C. celebration D. ceremony E. enhancement

Q: The Manager as a Person Which of the following rites internalizes the norms and values of an organization within an employee? A. Rites of passage B. Rites of integration C. Rites of inclusion D. Rites of acceptance E. Rites of enhancement

Q: The Manager as a Person New employees in an organization are sometimes put through a training period where they are familiarized with the organization as a whole. This process is also called _____. A. organizational facilitation B. organizational socialization C. organizational attribution D. organizational enhancement E. organizational commitment

Q: The Manager as a Person Organizational _____ is the process by which newcomers internalize an organizations values and norms and behave in accordance with them. A. commitment B. socialization C. attribution D. extrication E. enhancement