Organizational Behavior Individual Behavior Personality and Values.docx

Individual Behavior, Personality, and Values   True / False Questions   1. The MARS model identifies the four main factors that influence individual behavior: motivation, ability, role perceptions, and situational factors.    True    False   2. According to the MARS model of individual behavior and performance, employee performance will remain high if one of the four factors in the model is significantly strong.    True    False   3. Motivation refers to the external forces on a person that causes him or her to engage in specific behaviors.    True    False   4. Direction refers to the amount of effort allocated to the common goal of an organization.    True    False   5. Internal forces can affect an employee's motivation.    True    False   6. Aptitudes are natural talents that help individuals learn specific tasks more quickly and perform them better than other people.    True    False   7. Ability refers to the natural aptitudes required to successfully complete a task rather than the learned capabilities of an individual.    True    False   8. Competencies refer to the complete set of motivations, abilities, role perceptions and situational factors that contribute to job performance.    True    False   9. Role perceptions are the extent to which people understand the job duties (roles) assigned to them.    True    False   10. Situational factors are working conditions within the employee's control.    True    False   11. Organizational citizenship behavior refers to goal-directed behaviors under the individual's control that support organizational objectives.    True    False   12. Assisting a coworker with a project is an example of OCB.    True    False   13. OCB may be directed to both individuals such as coworkers and to the organization as a whole.    True    False   14. Counterproductive Work Behaviors (CWBs) may be involuntary on the part of the employee.    True    False   15. CWBs can substantially undermine an organization's effectiveness.    True    False   16. Employees who experience job dissatisfaction are more likely to be late for work.    True    False   17. The norms of a team can affect attendance of team members.    True    False   18. Diana Duckworth shows up for work even when she is sick. This is called negative absenteeism.    True    False   19. Presenteeism is more common among employees with high job security and high centrality.    True    False   20. Personality is a relatively enduring pattern of behaviors and internal states that explains a person's behavioral tendencies.    True    False   21. Personality traits are more evident in situations where an individual's behavior is subject to social norms and reward systems.    True    False   22. Rather than his/her hereditary origins, a person's socialization, life experiences, and other forms of interaction with the environment form his/her personality.    True    False   23. The five-factor model of personality contains five clusters that represent most personality traits.    True    False   24. Conscientiousness refers to the extent that people are sensitive, flexible, creative, and curious.    True    False   25. People with a high score on the neuroticism personality dimension tend to be more relaxed, secure and calm.    True    False   26. Openness to experience dimension generally refers to the extent to which people are imaginative, creative, curious, and aesthetically sensitive.    True    False   27. The ‘Big Five' personality dimensions include agreeableness, extroversion, optimism, neuroticism, and conscientiousness.    True    False   28. Conscientiousness, agreeableness, and high neuroticism represent a common underlying characteristic broadly described as "getting along."    True    False   29. Introverts do not necessarily lack social skills. Rather, they are more inclined to direct their interests to ideas than to social events.    True    False   30. Low conscientious employees set higher personal goals for themselves and are more motivated than do employees with high levels of conscientiousness.    True    False   31. Conscientiousness and agreeableness are the best personality traits for predicting job performance in most job groups.    True    False   32. A person who is high in introversion and agreeableness is likely to do well in sales and management jobs.    True    False   33. According to the MBTI, people who are Sensing prefer quantitative information.    True    False   34. People with a perceiving orientation are less flexible and effective in their functioning.    True    False   35. The MBTI is one of the most widely used personality tests in work settings, but it predicts job performance poorly.    True    False   36. Research has revealed that personality traits are not related to job performance.    True    False   37. One dimension of Schwartz's values model has openness to change at one extreme and conservation at the other extreme.    True    False   38. Our habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently.    True    False   39. The values-behavior connection is stronger through mindfulness of one's values.    True    False   40. Person-organization value congruence occurs when the employee's and the organization's dominant values are similar.    True    False   41. The espoused values of an individual refer to the values that he or she practices in everyday life and those apparent in his or her actions.    True    False   42. Utilitarianism judges morality by the consequences of our actions, not the means to attaining those consequences.    True    False   43. The distributive justice principle of ethical decision making advocates the principle that benefits should be distributed among people irrespective of their abilities and similarities.    True    False   44. Ethical sensitivity is the degree to which an issue demands the application of ethical principles.    True    False   45. Most medium-sized and large companies choose not to try to improve ethical conduct of their employees.    True    False   46. Individualism and collectivism are mutually exclusive values found in certain countries and places.    True    False   47. People with high power distance expect relatively equal power sharing in the society.    True    False   48. People with low achievement orientation tend to value assertiveness, competitiveness and materialism.    True    False     Multiple Choice Questions   49. Which of the following models identifies the four factors that directly influence individual behavior and performance?    A.  Utilitarianism B.  The MARS model C.  Schwartz's model D.  Holland's model E.  The Myers-Briggs Type Indicator   50. Which of the following represents the forces within a person that affect the direction, intensity, and persistence of voluntary behavior?    A.  Motivation B.  Aptitudes C.  Values D.  Role perception E.  Abilities   51. Which of the following refers to the path along which people engage their effort towards achieving a goal?    A.  Persistence B.  Direction C.  Intensity D.  Aptitude E.  Competency   52. Which of the following best represents the amount of effort allocated to a particular goal?    A.  Persistence B.  Direction C.  Intensity D.  Aptitude E.  Competency   53. ______ are the natural talents that help employees learn specific tasks more quickly and perform them better.    A.  Beliefs B.  Values C.  Competencies D.  Aptitudes E.  Attitudes   54. Which of the following actions ensures that selected candidates have appropriate aptitudes to perform the job?    A.  Hiring applicants who already demonstrate the required competencies. B.  Training employees so that they develop appropriate aptitudes. C.  Motivating employees to have appropriate aptitudes. D.  Providing resources that allow employees to perform their jobs. E.  Providing employees with the latest technology.   55. Competencies relate most closely to which element in the MARS model of behavior and performance?    A.  Motivation B.  Situational factors C.  Role perceptions D.  Ability E.  Research evidence   56. Aptitudes, skills, and knowledge of an individual can be classified as his/her:    A.  motivating factors. B.  personality traits. C.  values. D.  role perceptions. E.  abilities.   57. All technical employees at a paper mill take a course on how to operate a new paper-rolling machine. This course will improve job performance mainly by altering employees':    A.  aptitudes. B.  role perceptions. C.  motivation. D.  organizational citizenship. E.  learned capabilities.   58. Travel Happy Corp. gives simple accounts to newly hired employees, and then adds more challenging accounts as employees master the simple tasks. This practice mainly:    A.  improves role perceptions. B.  increases person-job matching. C.  reduces employee motivation. D.  provides more resources to accomplish the assigned task. E.  improves employee aptitudes.   59. You have just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren't sure what tasks are included in their job. According to the MARS model, these new employees will likely:    A.  have lower job performance due to poor role perceptions. B.  emphasize the utilitarianism principle in their decision making. C.  provide high job performance because they are motivated and able to perform the work. D.  have above average organizational citizenship. E.  have a high degree of differentiation according to Holland's classification of occupations.   60. Which of these refers to a person's beliefs about what behaviors are appropriate or necessary in a particular situation?    A.  Natural aptitudes B.  Competencies C.  Role perceptions D.  Locus of control E.  Situational factors   61. To reduce the amount of non-recyclable waste that employees throw out each day, a major computer company removed containers for non-recyclable rubbish from each office and workstation. This altered employee behavior mainly by:    A.  increasing employee motivation to be less wasteful. B.  helping employees to learn how to be less wasteful. C.  altering situational factors and making it difficult to practice wasteful behavior. D.  increasing aptitudes that make employees less wasteful. E.  increasing organizational citizenship so that employees will be less wasteful.   62. Which of the following is NOT a type of voluntary individual workplace behavior?    A.  Absenteeism B.  Joining the organization C.  Motivation D.  Task performance E.  OCB   63. Organizational citizenship refers to:    A.  an employee's right to vote in meetings. B.  employee behaviors that extend beyond normal job duties. C.  the organization's obligations to society. D.  the organization's attachment to a particular country rather than being a global entity. E.  the mandatory employee behaviors in an organization.   64. An employee engages in various activities other than his or her formal duties to help others in the organization. This behavior is called:    A.  work-internalization. B.  performance orientation. C.  organizational citizenship. D.  work-externalization. E.  task performance behavior.   65. _____ refers to goal-directed behaviors under the individual's control that support organizational objectives.    A.  Strategic performance B.  Task performance C.  Tactical performance D.  Contextual performance E.  Organizational performance   66. _____ behaviors of employees transform raw materials into goods and services or support and maintain the technical activities.    A.  Maintenance B.  Organizational citizenship C.  Attentive D.  Motivational E.  Task performance   67. Which of the following is an example of organizational citizenship behavior?    A.  Performing the routine tasks on time B.  Spending the required hours in the organization C.  Assisting coworkers with their work problems D.  Following state and federal corporate laws E.  Following the company rules and regulations   68. Showing up late to work or not showing up at all represent:    A.  the most common forms of organizational citizenship. B.  negative dimensions of Schwartz's values model. C.  evidence of people with an introverted personality. D.  forms of counterproductive work behaviors. E.  acceptable behaviors in organizations under the minimum employability concept.   69. Sabotage, threatening harm, and insulting others represent:    A.  three forms of counterproductive work behaviors. B.  the most common forms of organizational crimes. C.  three negative dimensions of Schwartz's values model. D.  the three aspects of negative reinforcement in organizations. E.  behaviors promoted by the traditional management concepts.   70. ________ refers to the relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies.    A.  Personality B.  Values C.  Motivation D.  Locus of control E.  Job satisfaction   71. An individual's personality:    A.  changes several times throughout the year. B.  is formed only from childhood socialization and the environment. C.  is less evident in situations where social norms constrain behavior. D.  does not provide an enduring pattern of processes. E.  is more prominent when rewards of behavior are substantial.   72. The 'Big Five' personality dimensions represent:    A.  all of the personality traits found in an ideal job applicant. B.  the aggregated clusters representing most known personality traits. C.  the personality traits caused by the environment rather than heredity. D.  the necessary conditions for a person to have extroversion. E.  the characteristics of employees with a low level of motivation.   73. Which of the following acronyms identifies the 'Big Five' personality dimensions?    A.  MBTIA B.  CANOE C.  VALUE D.  MARSE E.  HAPPY   74. Being good-natured, empathetic, caring, and courteous are characteristics of people with the _____ personality trait.    A.  openness to experience B.  agreeableness C.  external locus of control D.  conscientiousness E.  extroversion   75. Conscientiousness is a dimension of:    A.  the MARS model. B.  Schwartz's values model. C.  Myers-Briggs Type Indicator. D.  Jungian personality theory. E.  the five-factor model.   76. Neuroticism is explicitly identified in:    A.  the MARS model. B.  Schwartz's values model. C.  the 'Big Five' personality dimensions. D.  Holland's theory of vocational choice. E.  Myers-Briggs type indicator.   77. Most employees in the social services section of a government department have frequent interaction with people who are unemployed or face personal problems. Which of the following personality characteristics is best suited to employees working in these jobs?    A.  High neuroticism B.  External locus of control C.  High introversion D.  Low openness to experience E.  High agreeableness   78. _____ characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness   79. Which of the following 'Big Five' dimensions is most desirable for a painter?    A.  Conscientiousness B.  Agreeableness C.  Neuroticism D.  Openness to experience E.  Extraversion   80. _____ characterizes people who are quiet, shy, and cautious.    A.  Introversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness   81. Which 'Big Five' personality dimension is most valuable for predicting job performance?    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  High neuroticism E.  External locus of control   82. You are hiring an employee relationship officer who is expected to be cooperative and helpful to the employees. Which of the following personality traits is most required for this job?    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness   83. Which of the following personality traits is most closely associated with performance in sales and management jobs?    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness   84. Jung's psychological types are measured through the:    A.  'Big Five' personality type instrument. B.  locus of control scale. C.  instrument that also measures neuroticism. D.  Myers-Briggs Type Indicator. E.  self-monitoring personality test.   85. Which of these statements about the Myers-Briggs Type Indicator (MBTI) is TRUE?    A.  It advocates the view that thinking is less important than feeling in decision making. B.  The MBTI method is no longer used in organizations. C.  Researchers have concluded that the MBTI does a poor job of measuring Jung's psychological types. D.  Research suggests that the MBTI is more useful for career development and self-awareness than for selecting job applicants. E.  The MBTI combines 16 pairs of traits into four distinct types.   86. Beliefs about what is good or bad, right or wrong are called:    A.  organizational citizenship traits. B.  values. C.  directives. D.  attributes. E.  aptitudes.   87. According to Schwartz's model, which of the following is related to self-enhancement?    A.  Benevolence B.  Achievement C.  Security D.  Self-direction E.  Universality   88. In Schwartz's Values Circumplex, self-direction is associated with:    A.  Self-transcendence. B.  Conservation. C.  Self-enhancement. D.  Openness to change. E.  All of these.   89. Which of the following is true about values and personality traits?    A.  Both are evaluative. B.  Both are descriptive. C.  Traits can conflict with each other. D.  Traits are descriptive, while values are evaluative. E.  Values are descriptive, and can conflict with each other.   90. The chief executive of a start-up high-technology company recently made several public announcements about the company's values. She emphasized that, although the company is less than one year old, its employees already have adopted a strong set of values around sharing, freedom and achievement. However, you personally know two employees at the company who say that employees don't really have a common set of values, and they are certainly not unanimous about the three values stated by the CEO. The CEO is likely describing the company's:    A.  espoused values. B.  majority perceptions. C.  internal values. D.  external values. E.  enacted values.   91. Ethics is most closely related to:    A.  values. B.  locus of control. C.  the Myers-Briggs Type Indicator. D.  personality. E.  abilities.   92. Which of the following represents values that determine whether actions are right or wrong and outcomes are good or bad?    A.  Conscientiousness B.  Sensing C.  Moral intensity D.  Neuroticism E.  Ethics   93. One problem with the utilitarian principle of ethical decision making is that:    A.  it focuses on the means than the outcomes of actions. B.  there is no agreement on what activities are the greatest benefit to the affected. C.  it is difficult to predict the ‘trickle down' benefits to the least well off in society. D.  it is almost impossible to evaluate the benefits or costs of many decisions. E.  it chooses the option that provides the minimum acceptable degree of satisfaction to those affected.   94. Which of the following refers to an ethical principle that people have entitlements that let them act in a certain way?    A.  Utilitarianism B.  Individual rights C.  Moral intensity D.  Distributive justice E.  Distributive care   95. The main limitation of the individual rights principle is that:    A.  it really isn't an ethical principle at all. B.  some individual rights conflict with other individual rights. C.  it does not protect the right to physical security and freedom of speech of the employees. D.  it is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affected. E.  it can degenerate into unjust favoritism and many other immoral practices.   96. Senior executives at CyberForm must make a decision that will affect many people and where the decision may produce good or bad consequences for those affected. This decision:    A.  has a high degree of ethical sensitivity. B.  is one in which decision makers should rely only on the utilitarianism rule of ethics. C.  has a low degree of ethical sensitivity. D.  has a high degree of moral intensity. E.  should be taken with complete conscience.   97. People who have high ethical sensitivity:    A.  are always more ethical than people with a moderate or low level of ethical sensitivity. B.  tend to have lower levels of empathy. C.  tend to have more information about the specific situation. D.  are individualistic and achievement oriented. E.  cannot accurately estimate the moral intensity of an issue.   98. The ability to recognize the presence and determine the relative importance of an ethical issue is known as:    A.  neuroticism. B.  moral intensity. C.  ethical sensitivity. D.  utilitarianism. E.  uncertainty avoidance.   99. People who value their independence and personal uniqueness have:    A.  high collectivism. B.  high individualism. C.  high power distance. D.  low uncertainty avoidance. E.  low openness to experience.   100. ______ is the extent to which we value our duty to groups to which we belong and to group harmony.    A.  Individualism B.  Collectivism C.  Power distance D.  Uncertainty avoidance E.  Achievement orientation   101. People with high collectivism:    A.  accept unequal distribution of power. B.  also have low individualism. C.  value harmonious relationships in their groups. D.  value thrift, savings, and persistence. E.  are highly creative and innovative.   102. Americans tend to have high:    A.  collectivism. B.  nurturing-orientation. C.  long-term orientation. D.  individualism. E.  uncertainty avoidance.   103. Which of the following statements about cross-cultural values is true?    A.  People with a high achievement-orientation emphasize relationships and the well-being of others. B.  People with high power distance value independence and personal uniqueness. C.  People with high individualism can have varying levels of collectivism. D.  People with low uncertainty avoidance must also have high power distance. E.  People in almost all cultures have high uncertainty avoidance.   104. Which of these countries generally has the strongest collectivist value orientation?    A.  United States B.  Japan C.  Taiwan D.  Denmark E.  India   105. Employees from cultures with high power distance:    A.  use power in a fashion that harms the organization. B.  encourage consensus-oriented decision making. C.  avoid people in positions of power. D.  readily accept the high status of other people in the organization. E.  give their power to others as a sign of friendship.   106. _____ is the extent to which people tolerate ambiguity or feel threatened by ambiguity.    A.  Individualism B.  Collectivism C.  Power distance D.  Uncertainty avoidance E.  Achievement orientation   107. People with a high achievement orientation value:    A.  cooperation. B.  human interaction. C.  materialism. D.  caring. E.  good relationships.   108. Etoni is a new employee who comes from a culture that values respect for people in higher positions and values the wellbeing of others more than goal achievement. Etoni's culture would have:    A.  high power distance and weak nurturing orientation. B.  high collectivism and short-term orientation. C.  low uncertainty avoidance and high individualism. D.  low power distance and strong nurturing orientation. E.  high power distance and nurturing orientation.   109. People with _____ value assertiveness, competitiveness, and materialism.    A.  low individualism B.  low collectivism C.  high power distance D.  high uncertainty avoidance E.  high achievement orientation   110. Scenario: Kleen Waterproofing Dave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they don't show up at all without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren't sure what tasks are included in their job. Dave is wondering how he can understand what is going on with his crew behavior and what can he do to improve the situation. Dave organizes training for his employees to teach them to operate a new piece of equipment in the factory. Which of the following attributes will show a direct improvement because of this training?    A.  Motivation B.  Role perception C.  Ethical sensitivity D.  Moral intensity E.  Ability   111. Scenario: Kleen Waterproofing Dave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they don't show up at all without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren't sure what tasks are included in their job. Dave is wondering how he can understand what is going on with his crew behavior and what can he do to improve the situation. According to the MARS model, the new employees Dave has hired will likely:    A.  be able to learn and perform better than the existing employees of the organization. B.  have lower job performance due to poor role perceptions. C.  have high job performance because they are motivated and able to perform the work. D.  have above average organizational citizenship and commitment toward the organization. E.  have a high degree of differentiation according to Holland's classification of occupations.   112. Scenario: International Manufacturing & Trading International Manufacturing & Trading (IMT) is a medium-sized, U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Taiwan and Malaysia. IMT will send top key managers from the U.S. office and will hire the lower level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. IMT managers should make themselves aware that people in India tend to have:    A.  low collectivism. B.  high uncertainty avoidance. C.  high power distance. D.  low achievement orientation. E.  low self-esteem.   113. Scenario: International Manufacturing & Trading International Manufacturing & Trading (IMT) is a medium-sized, U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Taiwan and Malaysia. IMT will send top key managers from the U.S. office and will hire the lower level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. IMT managers should know that employees from cultures with a high power distance are more likely to:    A.  use their power to obtain undue favors. B.  encourage participative decision making. C.  use laissez-faire leadership in decision making. D.  give their power to others as a sign of friendship. E.  readily accept the high status of other people in the organization.   114. Scenario: International Manufacturing & Trading International Manufacturing & Trading (IMT) is a medium-sized, U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Taiwan and Malaysia. IMT will send top key managers from the U.S. office and will hire the lower level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. U.S. managers tend to be more _____ whereas Taiwanese managers tend to be more ____.    A.  introverted; extraverted. B.  nurturing; achievement oriented. C.  collectivist; nurturing. D.  individualistic; collectivist. E.  extraverted; introverted.   115. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. e-Commerce managers are looking to hire people who are careful, dependable, and self-disciplined. Which of the following Big Five personality dimensions is important to ensure the hired individuals have these capabilities?    A.  Openness to experience B.  Agreeableness C.  Conscientiousness D.  Locus of control E.  Extroversion   116. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. e-Commerce managers should be aware that being good-natured, empathetic, caring, and courteous are characteristics of people with high:    A.  openness To experience. B.  agreeableness. C.  external locus of control. D.  emotional stability. E.  extroversion.   117. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. e-Commerce managers must pay attention to _____ when hiring new employees because it characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.    A.  extroversion B.  openness to experience C.  conscientiousness D.  neuroticism E.  locus of control   118. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. When hiring new employees, e-Commerce managers should look for people who have a high level of ___, which is the most valuable 'Big Five' personality dimension for predicting job performance.    A.  extroversion B.  openness to experience C.  conscientiousness D.  high neuroticism E.  locus of control   119. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. E-commerce is hiring a sales manager for one of its regions. They should look for someone who:    A.  is open to experience. B.  is an extrovert. C.  has an external locus of control. D.  is not neurotic. E.  is highly agreeable.     Essay Questions   120. The sales office of a large industrial products wholesale company has an increasing problem that salespeople are arriving late at the office each morning. Some sales reps go directly to visit clients rather than showing up at the office as required by company policy. Others arrive several minutes after their appointed start time. The vice-president of sales doesn't want to introduce time clocks, but this may be necessary if the lateness problem isn't corrected. Using the MARS model of individual behavior, diagnose the possible reasons why salespeople may be engaging in this ‘lateness' behavior.            121. Store #34 of CDA Hardware Associates has had below average sales over the past few years. As head of franchise operations, you are concerned with the continued low sales volume. The store manager wants you to diagnose the problem and recommend possible causes. Use the MARS model of individual behavior and performance to provide four different types of reasons why employees at Store #34 might be performing below average. Provide one example for each type of explanation. Students should answer this question by describing the four causes of individual behavior and applying these causes to the situation.            122. Employees in XYZ Company's warehouse are making numerous errors in inventory control and breaking items shipped. An analysis of the situation reveals that individual competencies are poorly matched with the job requirements. Describe three different strategies that would potentially improve this kind of person-job matching.            123. Describe the types of individual behavior that concern organizations. Explain why each is important to managers.            124. An ongoing debate in organizational behavior is whether we should consider the personality traits of job applicants when selecting them into the organization. Take the view that personality traits SHOULD be considered in the selection process and provide arguments for your position.            125. Briefly explain the Big Five personality traits that affect people.            126. A visiting professor in international business recently spoke to students in an organizational behavior class about cultural differences between American and Japanese employees. The visitor noted that Americans and Japanese have similar values-Americans have high individualism and low collectivism and Japanese have medium-high individualism and low collectivism. The visitor concluded by saying that by identifying someone's nationality, such as American, you can easily determine the person's level of collectivism and individualism. Identify and discuss two problems with the visiting professor's statements.            127. Several international sales representatives in your organization have faced the murky question of paying foreign government officials under the table in order to do business in other countries. Describe three strategies that the organization should consider to resolve these and other ethical dilemmas for foreign sales representatives.            128. Identify the five cross-cultural values commonly used to compare cultures, and briefly describe each. Give an example of a country that is either very high or very low on each value.            Chapter 02 Individual Behavior, Personality, and Values Answer Key     True / False Questions   1. The MARS model identifies the four main factors that influence individual behavior: motivation, ability, role perceptions, and situational factors.    TRUE The MARS model identifies four factors that influence individual behavior: motivation, ability, role perceptions, and situational factors.   2. According to the MARS model of individual behavior and performance, employee performance will remain high if one of the four factors in the model is significantly strong.    FALSE All four factors in the MARS model are critical influences on an individual's voluntary behavior and performance; if any one of them is low in a given situation, the employee would perform the task poorly.   3. Motivation refers to the external forces on a person that causes him or her to engage in specific behaviors.    FALSE Motivation represents the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior.   4. Direction refers to the amount of effort allocated to the common goal of an organization.    FALSE Direction refers to the path along which people engage their effort.   5. Internal forces can affect an employee's motivation.    TRUE Motivation refers to the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior.   6. Aptitudes are natural talents that help individuals learn specific tasks more quickly and perform them better than other people.    TRUE Aptitudes are the natural talents that help employees learn specific tasks more quickly and perform them better.   7. Ability refers to the natural aptitudes required to successfully complete a task rather than the learned capabilities of an individual.    FALSE Ability includes both the natural aptitudes and the learned capabilities required to successfully complete a task.   8. Competencies refer to the complete set of motivations, abilities, role perceptions and situational factors that contribute to job performance.    FALSE Competencies are characteristics of a person that result in superior performance. Competencies are one of the types of abilities that people have.   9. Role perceptions are the extent to which people understand the job duties (roles) assigned to them.    TRUE Role perceptions are the extent to which people understand the job duties (roles) assigned to them.   10. Situational factors are working conditions within the employee's control.    FALSE Situational factors include conditions beyond the employee's immediate control that constrain or facilitate behavior and performance.   11. Organizational citizenship behavior refers to goal-directed behaviors under the individual's control that support organizational objectives.    FALSE Task performance refers to goal-directed behaviors under the individual's control that support organizational objectives.   12. Assisting a coworker with a project is an example of OCB.    TRUE OCBs may be directed at individuals, such as assisting coworkers with their work problems.   13. OCB may be directed to both individuals such as coworkers and to the organization as a whole.    TRUE OCBs may be directed toward individuals or to the organization.   14. Counterproductive Work Behaviors (CWBs) may be involuntary on the part of the employee.    FALSE Counterproductive Work Behaviors (CWBs) are voluntary behaviors.   15. CWBs can substantially undermine an organization's effectiveness.    TRUE CWBs can substantially undermine an organization's effectiveness.   16. Employees who experience job dissatisfaction are more likely to be late for work.    TRUE Employees who experience job dissatisfaction are more likely to be late for work.   17. The norms of a team can affect attendance of team members.    TRUE Studies report absenteeism is higher in teams with strong absence norms.   18. Diana Duckworth shows up for work even when she is sick. This is called negative absenteeism.    FALSE This is called presenteeism.   19. Presenteeism is more common among employees with high job security and high centrality.    FALSE Presenteeism is more common among employees with low job security and whose absence would immediately affect many people (i.e., high centrality).   20. Personality is a relatively enduring pattern of behaviors and internal states that explains a person's behavioral tendencies.    TRUE Personality is the relatively enduring pattern of thoughts, emotions, and behaviors that characterizes a person, along with the psychological processes behind those characteristics.   21. Personality traits are more evident in situations where an individual's behavior is subject to social norms and reward systems.    FALSE People are sensitive to social norms, reward systems, and other external conditions. People vary their behavior to suit the situation, even if the behavior is at odds with their personality.   22. Rather than his/her hereditary origins, a person's socialization, life experiences, and other forms of interaction with the environment form his/her personality.    FALSE Personality is shaped by both nature and nurture. Nature refers to our genetic or hereditary origins. Nurture is the person's socialization, life experiences, and other forms of interaction with the environment.   23. The five-factor model of personality contains five clusters that represent most personality traits.    TRUE The five-factor model of personality consists of five clusters that represent most personality traits.   24. Conscientiousness refers to the extent that people are sensitive, flexible, creative, and curious.    FALSE Conscientiousness characterizes people who are careful, dependable, and self-disciplined.   25. People with a high score on the neuroticism personality dimension tend to be more relaxed, secure and calm.    FALSE High neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.   26. Openness to experience dimension generally refers to the extent to which people are imaginative, creative, curious, and aesthetically sensitive.    TRUE Openness to experience dimension generally refers to the extent to which people are imaginative, creative, curious, and aesthetically sensitive.   27. The ‘Big Five' personality dimensions include agreeableness, extroversion, optimism, neuroticism, and conscientiousness.    FALSE Conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion are the 'Big Five' personality dimensions.   28. Conscientiousness, agreeableness, and high neuroticism represent a common underlying characteristic broadly described as "getting along."    FALSE Conscientiousness, agreeableness, and low neuroticism represent a common underlying characteristic broadly described as "getting along."   29. Introverts do not necessarily lack social skills. Rather, they are more inclined to direct their interests to ideas than to social events.    TRUE Introverts do not necessarily lack social skills. Rather, they are more inclined to direct their interests to ideas than to social events.   30. Low conscientious employees set higher personal goals for themselves and are more motivated than do employees with high levels of conscientiousness.    FALSE Various studies have reported that high conscientious employees set higher personal goals for themselves, are more motivated, and have higher performance expectations than do employees with low levels of conscientiousness.   31. Conscientiousness and agreeableness are the best personality traits for predicting job performance in most job groups.    FALSE Conscientiousness and emotional stability (low neuroticism) stand out as the personality traits that best predict individual performance in almost every job group.   32. A person who is high in introversion and agreeableness is likely to do well in sales and management jobs.    FALSE Extraversion is associated with performance in sales and management jobs, where employees must interact with and influence people.   33. According to the MBTI, people who are Sensing prefer quantitative information.    TRUE The sensing type relies on organized structure to acquire factual and preferably quantitative details.   34. People with a perceiving orientation are less flexible and effective in their functioning.    FALSE People with a perceiving orientation are open, curious, and flexible; prefer to adapt spontaneously to events as they unfold; and prefer to keep their options open.   35. The MBTI is one of the most widely used personality tests in work settings, but it predicts job performance poorly.    TRUE The MBTI is one of the most widely used personality tests in work settings, but it predicts job performance poorly.   36. Research has revealed that personality traits are not related to job performance.    FALSE Studies have reported that specific traits correlated with specific indicators of job performance.   37. One dimension of Schwartz's values model has openness to change at one extreme and conservation at the other extreme.    TRUE One of the dimensions of Schwartz's model has the opposing value domains of openness to change and conservation. Openness to change refers to the extent to which a person is motivated to pursue innovative ways. Conservation is the extent to which a person is motivated to preserve the status quo.   38. Our habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently.    TRUE Habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently.   39. The values-behavior connection is stronger through mindfulness of one's values.    TRUE The values-behavior connection is stronger through mindfulness of one's values.   40. Person-organization value congruence occurs when the employee's and the organization's dominant values are similar.    TRUE Person-organization value congruence occurs when the employee's and the organization's dominant values are similar.   41. The espoused values of an individual refer to the values that he or she practices in everyday life and those apparent in his or her actions.    FALSE Espoused values are what we say we believe in. Enacted values are the values apparent in our actions.   42. Utilitarianism judges morality by the consequences of our actions, not the means to attaining those consequences.    TRUE Utilitarianism focuses on the consequences of our actions, not on how we achieve those consequences.   43. The distributive justice principle of ethical decision making advocates the principle that benefits should be distributed among people irrespective of their abilities and similarities.    FALSE Distributive justice principle suggests that people who are similar to each other should receive similar benefits and burdens; those who are dissimilar should receive different benefits and burdens in proportion to their dissimilarity.   44. Ethical sensitivity is the degree to which an issue demands the application of ethical principles.    FALSE Ethical sensitivity is a personal characteristic that enables people to recognize the presence of an ethical issue and determine its relative importance.   45. Most medium-sized and large companies choose not to try to improve ethical conduct of their employees.    FALSE Most large and medium-sized organizations apply one or more strategies to improve ethical conduct.   46. Individualism and collectivism are mutually exclusive values found in certain countries and places.    FALSE Collectivism and individualism are not mutually exclusive and many studies have reported that they are unrelated.   47. People with high power distance expect relatively equal power sharing in the society.    FALSE People with high power distance accept and value unequal power.   48. People with low achievement orientation tend to value assertiveness, competitiveness and materialism.    FALSE People with a high achievement orientation value assertiveness, competitiveness, and materialism. They appreciate people who are tough, and they favor the acquisition of money and material goods.     Multiple Choice Questions   49. Which of the following models identifies the four factors that directly influence individual behavior and performance?    A.  Utilitarianism B.  The MARS model C.  Schwartz's model D.  Holland's model E.  The Myers-Briggs Type Indicator The MARS model identifies the four factors that directly influence individual behavior and performance.   50. Which of the following represents the forces within a person that affect the direction, intensity, and persistence of voluntary behavior?    A.  Motivation B.  Aptitudes C.  Values D.  Role perception E.  Abilities Motivation refers to the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior.   51. Which of the following refers to the path along which people engage their effort towards achieving a goal?    A.  Persistence B.  Direction C.  Intensity D.  Aptitude E.  Competency Direction refers to the path along which people engage their effort.   52. Which of the following best represents the amount of effort allocated to a particular goal?    A.  Persistence B.  Direction C.  Intensity D.  Aptitude E.  Competency Intensity is the amount of effort allocated to a certain goal.   53. ______ are the natural talents that help employees learn specific tasks more quickly and perform them better.    A.  Beliefs B.  Values C.  Competencies D.  Aptitudes E.  Attitudes Aptitudes are the natural talents that help employees learn specific tasks more quickly and perform them better.   54. Which of the following actions ensures that selected candidates have appropriate aptitudes to perform the job?    A.  Hiring applicants who already demonstrate the required competencies. B.  Training employees so that they develop appropriate aptitudes. C.  Motivating employees to have appropriate aptitudes. D.  Providing resources that allow employees to perform their jobs. E.  Providing employees with the latest technology. One way to match a person's competencies with the job's task requirements is to select applicants who already demonstrate the required competencies.   55. Competencies relate most closely to which element in the MARS model of behavior and performance?    A.  Motivation B.  Situational factors C.  Role perceptions D.  Ability E.  Research evidence Competencies are characteristics of a person that result in superior performance. Competencies are closely related to a person's skills.   56. Aptitudes, skills, and knowledge of an individual can be classified as his/her:    A.  motivating factors. B.  personality traits. C.  values. D.  role perceptions. E.  abilities. Ability includes both the natural aptitudes and the learned capabilities. Learned capabilities are the skills and knowledge a person currently possesses.   57. All technical employees at a paper mill take a course on how to operate a new paper-rolling machine. This course will improve job performance mainly by altering employees':    A.  aptitudes. B.  role perceptions. C.  motivation. D.  organizational citizenship. E.  learned capabilities. Learned capabilities are the skills and knowledge that a person currently possesses and knowledge he or she has acquired. This training would help the employees learn a certain capability.   58. Travel Happy Corp. gives simple accounts to newly hired employees, and then adds more challenging accounts as employees master the simple tasks. This practice mainly:    A.  improves role perceptions. B.  increases person-job matching. C.  reduces employee motivation. D.  provides more resources to accomplish the assigned task. E.  improves employee aptitudes. One of the person-job matching strategies is to redesign the job so employees are given tasks only within their current learned capabilities. For example, a new employee could be asked to perform only tasks he or she is currently able to perform. As the employee becomes more competent at these tasks, other tasks could be added back into the job.   59. You have just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren't sure what tasks are included in their job. According to the MARS model, these new employees will likely:    A.  have lower job performance due to poor role perceptions. B.  emphasize the utilitarianism principle in their decision making. C.  provide high job performance because they are motivated and able to perform the work. D.  have above average organizational citizenship. E.  have a high degree of differentiation according to Holland's classification of occupations. Employees also require accurate role perceptions to perform their jobs well. Role perceptions are the extent to which people understand the job duties.   60. Which of these refers to a person's beliefs about what behaviors are appropriate or necessary in a particular situation?    A.  Natural aptitudes B.  Competencies C.  Role perceptions D.  Locus of control E.  Situational factors Role perceptions refers to the extent to which a person accurately understands the job duties (roles) assigned to or are expected of him or her. This gives the employees knowledge of the specific duties or consequences for which they are accountable.   61. To reduce the amount of non-recyclable waste that employees throw out each day, a major computer company removed containers for non-recyclable rubbish from each office and workstation. This altered employee behavior mainly by:    A.  increasing employee motivation to be less wasteful. B.  helping employees to learn how to be less wasteful. C.  altering situational factors and making it difficult to practice wasteful behavior. D.  increasing aptitudes that make employees less wasteful. E.  increasing organizational citizenship so that employees will be less wasteful. The situation mainly refers to conditions beyond the employee's immediate control that constrain or facilitate behavior and performance.   62. Which of the following is NOT a type of voluntary individual workplace behavior?    A.  Absenteeism B.  Joining the organization C.  Motivation D.  Task performance E.  OCB There are many varieties of individual behavior, but most can be organized into the five categories described over the next few pages: task performance, organizational citizenship, counter productive work behaviors, joining and staying with the organization, and maintaining work attendance.   63. Organizational citizenship refers to:    A.  an employee's right to vote in meetings. B.  employee behaviors that extend beyond normal job duties. C.  the organization's obligations to society. D.  the organization's attachment to a particular country rather than being a global entity. E.  the mandatory employee behaviors in an organization. Various forms of cooperation and helpfulness to others, other than the formal duties, that support the organization's social and psychological context are referred to as organizational citizenship behaviors.   64. An employee engages in various activities other than his or her formal duties to help others in the organization. This behavior is called:    A.  work-internalization. B.  performance orientation. C.  organizational citizenship. D.  work-externalization. E.  task performance behavior. Various forms of cooperation and helpfulness to others, other than the formal duties, that support the organization's social and psychological context are referred to as organizational citizenship behaviors.   65. _____ refers to goal-directed behaviors under the individual's control that support organizational objectives.    A.  Strategic performance B.  Task performance C.  Tactical performance D.  Contextual performance E.  Organizational performance Task performance refers to goal-directed behaviors under the individual's control that support organizational objectives.   66. _____ behaviors of employees transform raw materials into goods and services or support and maintain the technical activities.    A.  Maintenance B.  Organizational citizenship C.  Attentive D.  Motivational E.  Task performance Task performance behaviors transform raw materials into goods and services or support and maintain the technical activities.   67. Which of the following is an example of organizational citizenship behavior?    A.  Performing the routine tasks on time B.  Spending the required hours in the organization C.  Assisting coworkers with their work problems D.  Following state and federal corporate laws E.  Following the company rules and regulations Various forms of cooperation and helpfulness to others, other than the formal duties, that support the organization's social and psychological context are referred to as organizational citizenship behaviors.   68. Showing up late to work or not showing up at all represent:    A.  the most common forms of organizational citizenship. B.  negative dimensions of Schwartz's values model. C.  evidence of people with an introverted personality. D.  forms of counterproductive work behaviors. E.  acceptable behaviors in organizations under the minimum employability concept. Counterproductive work behaviors are voluntary behaviors that have the potential to directly or indirectly harm the organization. Work avoidance, as described in the question, is an example of counterproductive behaviors.   69. Sabotage, threatening harm, and insulting others represent:    A.  three forms of counterproductive work behaviors. B.  the most common forms of organizational crimes. C.  three negative dimensions of Schwartz's values model. D.  the three aspects of negative reinforcement in organizations. E.  behaviors promoted by the traditional management concepts. Counterproductive work behaviors are voluntary behaviors that have the potential to directly or indirectly harm the organization. Sabotage, threatening harm, and insulting others represent three categories of counterproductive work behaviors.   70. ________ refers to the relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies.    A.  Personality B.  Values C.  Motivation D.  Locus of control E.  Job satisfaction Personality is the relatively enduring pattern of thoughts, emotions, and behaviors that characterizes a person, along with the psychological processes behind those characteristics.   71. An individual's personality:    A.  changes several times throughout the year. B.  is formed only from childhood socialization and the environment. C.  is less evident in situations where social norms constrain behavior. D.  does not provide an enduring pattern of processes. E.  is more prominent when rewards of behavior are substantial. People are sensitive to social norms, reward systems, and other external conditions. People vary their behavior to suit the situation, even if the behavior is at odds with their personality.   72. The 'Big Five' personality dimensions represent:    A.  all of the personality traits found in an ideal job applicant. B.  the aggregated clusters representing most known personality traits. C.  the personality traits caused by the environment rather than heredity. D.  the necessary conditions for a person to have extroversion. E.  the characteristics of employees with a low level of motivation. The 'Big Five' personality dimensions consist of five clusters of personality dimensions that describe personality traits of individuals.   73. Which of the following acronyms identifies the 'Big Five' personality dimensions?    A.  MBTIA B.  CANOE C.  VALUE D.  MARSE E.  HAPPY The "Big Five" dimensions are represented by the handy acronym CANOE.   74. Being good-natured, empathetic, caring, and courteous are characteristics of people with the _____ personality trait.    A.  openness to experience B.  agreeableness C.  external locus of control D.  conscientiousness E.  extroversion Agreeableness dimension includes the traits of being courteous, good-natured, empathic, and caring. Some scholars prefer the label "friendly compliance" for this dimension.   75. Conscientiousness is a dimension of:    A.  the MARS model. B.  Schwartz's values model. C.  Myers-Briggs Type Indicator. D.  Jungian personality theory. E.  the five-factor model. The dimensions of the five-factor model of personality are conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion.   76. Neuroticism is explicitly identified in:    A.  the MARS model. B.  Schwartz's values model. C.  the 'Big Five' personality dimensions. D.  Holland's theory of vocational choice. E.  Myers-Briggs type indicator. Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness. It is one of the dimensions of the five-factor model of personality.   77. Most employees in the social services section of a government department have frequent interaction with people who are unemployed or face personal problems. Which of the following personality characteristics is best suited to employees working in these jobs?    A.  High neuroticism B.  External locus of control C.  High introversion D.  Low openness to experience E.  High agreeableness Agreeableness dimension includes the traits of being courteous, good-natured, empathic, and caring. Agreeableness is associated with performance in jobs where employees are expected to be cooperative and helpful.   78. _____ characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.   79. Which of the following 'Big Five' dimensions is most desirable for a painter?    A.  Conscientiousness B.  Agreeableness C.  Neuroticism D.  Openness to experience E.  Extraversion People high on the openness-to-experience personality dimension tend to be more creative, imaginative, curious, and aesthetically sensitive.   80. _____ characterizes people who are quiet, shy, and cautious.    A.  Introversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness Introversion characterizes those who are quiet, shy, and cautious.   81. Which 'Big Five' personality dimension is most valuable for predicting job performance?    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  High neuroticism E.  External locus of control Conscientiousness and emotional stability (low neuroticism) stand out as the personality traits that best predict individual performance in almost every job group.   82. You are hiring an employee relationship officer who is expected to be cooperative and helpful to the employees. Which of the following personality traits is most required for this job?    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness Agreeableness is associated with performance in jobs where employees are expected to be cooperative and helpful, such as working in teams, customer relations, and other conflict-handling situations.   83. Which of the following personality traits is most closely associated with performance in sales and management jobs?    A.  Extroversion B.  Openness to experience C.  Conscientiousness D.  Neuroticism E.  Agreeableness Extraversion is associated with performance in sales and management jobs, where employees must interact with and influence people.   84. Jung's psychological types are measured through the:    A.  'Big Five' personality type instrument. B.  locus of control scale. C.  instrument that also measures neuroticism. D.  Myers-Briggs Type Indicator. E.  self-monitoring personality test. Jung's psychological types are measured through the Myers-Briggs Type Indicator (MBTI).   85. Which of these statements about the Myers-Briggs Type Indicator (MBTI) is TRUE?    A.  It advocates the view that thinking is less important than feeling in decision making. B.  The MBTI method is no longer used in organizations. C.  Researchers have concluded that the MBTI does a poor job of measuring Jung's psychological types. D.  Research suggests that the MBTI is more useful for career development and self-awareness than for selecting job applicants. E.  The MBTI combines 16 pairs of traits into four distinct types. MBTI does a reasonably good job of measuring Jung's psychological types and seems to improve self-awareness for career development and mutual understanding. On the other hand, it poorly predicts job performance and is generally not recommended for employment selection or promotion decisions.   86. Beliefs about what is good or bad, right or wrong are called:    A.  organizational citizenship traits. B.  values. C.  directives. D.  attributes. E.  aptitudes. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. They are perceptions about what is good or bad, right or wrong.   87. According to Schwartz's model, which of the following is related to self-enhancement?    A.  Benevolence B.  Achievement C.  Security D.  Self-direction E.  Universality See Exhibit 2.5 (Schwartz's Values Circumplex).   88. In Schwartz's Values Circumplex, self-direction is associated with:    A.  Self-transcendence. B.  Conservation. C.  Self-enhancement. D.  Openness to change. E.  All of these. See Exhibit 2.5 (Schwartz's Values Circumplex).   89. Which of the following is true about values and personality traits?    A.  Both are evaluative. B.  Both are descriptive. C.  Traits can conflict with each other. D.  Traits are descriptive, while values are evaluative. E.  Values are descriptive, and can conflict with each other. The most noticeable distinction between values and personality traits is that values are evaluative, while personality traits describe what we naturally tend to do.   90. The chief executive of a start-up high-technology company recently made several public announcements about the company's values. She emphasized that, although the company is less than one year old, its employees already have adopted a strong set of values around sharing, freedom and achievement. However, you personally know two employees at the company who say that employees don't really have a common set of values, and they are certainly not unanimous about the three values stated by the CEO. The CEO is likely describing the company's:    A.  espoused values. B.  majority perceptions. C.  internal values. D.  external values. E.  enacted values. Espoused values are values that people say they believe in.   91. Ethics is most closely related to:    A.  values. B.  locus of control. C.  the Myers-Briggs Type Indicator. D.  personality. E.  abilities. Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.   92. Which of the following represents values that determine whether actions are right or wrong and outcomes are good or bad?    A.  Conscientiousness B.  Sensing C.  Moral intensity D.  Neuroticism E.  Ethics Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.   93. One problem with the utilitarian principle of ethical decision making is that:    A.  it focuses on the means than the outcomes of actions. B.  there is no agreement on what activities are the greatest benefit to the affected. C.  it is difficult to predict the ‘trickle down' benefits to the least well off in society. D.  it is almost impossible to evaluate the benefits or costs of many decisions. E.  it chooses the option that provides the minimum acceptable degree of satisfaction to those affected. One problem with utilitarianism is that it is almost impossible to evaluate the benefits or costs of many decisions, particularly when many stakeholders have wide-ranging needs and values.   94. Which of the following refers to an ethical principle that people have entitlements that let them act in a certain way?    A.  Utilitarianism B.  Individual rights C.  Moral intensity D.  Distributive justice E.  Distributive care Individual rights principle reflects the belief that everyone has entitlements that let her or him act in a certain way.   95. The main limitation of the individual rights principle is that:    A.  it really isn't an ethical principle at all. B.  some individual rights conflict with other individual rights. C.  it does not protect the right to physical security and freedom of speech of the employees. D.  it is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affected. E.  it can degenerate into unjust favoritism and many other immoral practices. One problem with individual rights is that certain individual rights may conflict with others.   96. Senior executives at CyberForm must make a decision that will affect many people and where the decision may produce good or bad consequences for those affected. This decision:    A.  has a high degree of ethical sensitivity. B.  is one in which decision makers should rely only on the utilitarianism rule of ethics. C.  has a low degree of ethical sensitivity. D.  has a high degree of moral intensity. E.  should be taken with complete conscience. Moral intensity is the degree to which an issue demands the application of ethical principles.   97. People who have high ethical sensitivity:    A.  are always more ethical than people with a moderate or low level of ethical sensitivity. B.  tend to have lower levels of empathy. C.  tend to have more information about the specific situation. D.  are individualistic and achievement oriented. E.  cannot accurately estimate the moral intensity of an issue. Ethically sensitive people tend to have higher empathy. They also have more information about the specific situation.   98. The ability to recognize the presence and determine the relative importance of an ethical issue is known as:    A.  neuroticism. B.  moral intensity. C.  ethical sensitivity. D.  utilitarianism. E.  uncertainty avoidance. Ethical sensitivity is the ability to recognize the presence and determine the relative importance of an ethical issue.   99. People who value their independence and personal uniqueness have:    A.  high collectivism. B.  high individualism. C.  high power distance. D.  low uncertainty avoidance. E.  low openness to experience. Individualism is the extent to which we value independence and personal uniqueness.   100. ______ is the extent to which we value our duty to groups to which we belong and to group harmony.    A.  Individualism B.  Collectivism C.  Power distance D.  Uncertainty avoidance E.  Achievement orientation Collectivism is the extent to which we value our duty to groups to which we belong and to group harmony.   101. People with high collectivism:    A.  accept unequal distribution of power. B.  also have low individualism. C.  value harmonious relationships in their groups. D.  value thrift, savings, and persistence. E.  are highly creative and innovative. Collectivism is the extent to which we value our duty to groups to which we belong and to group harmony. Highly collectivist people define themselves by their group memberships and value harmonious relationships within those groups.   102. Americans tend to have high:    A.  collectivism. B.  nurturing-orientation. C.  long-term orientation. D.  individualism. E.  uncertainty avoidance. Americans generally have high individualism.   103. Which of the following statements about cross-cultural values is true?    A.  People with a high achievement-orientation emphasize relationships and the well-being of others. B.  People with high power distance value independence and personal uniqueness. C.  People with high individualism can have varying levels of collectivism. D.  People with low uncertainty avoidance must also have high power distance. E.  People in almost all cultures have high uncertainty avoidance. Contrary to popular belief, individualism is not the opposite of collectivism. In fact, an analysis of most previous studies reported that the two concepts are unrelated.   104. Which of these countries generally has the strongest collectivist value orientation?    A.  United States B.  Japan C.  Taiwan D.  Denmark E.  India The United States and Japan have low collectivism. India and Denmark have medium or medium low collectivism. Americans generally have low collectivism, whereas Italians and Taiwanese have relatively high collectivism.   105. Employees from cultures with high power distance:    A.  use power in a fashion that harms the organization. B.  encourage consensus-oriented decision making. C.  avoid people in positions of power. D.  readily accept the high status of other people in the organization. E.  give their power to others as a sign of friendship. Countries with a high power distance accept and value unequal power.   106. _____ is the extent to which people tolerate ambiguity or feel threatened by ambiguity.    A.  Individualism B.  Collectivism C.  Power distance D.  Uncertainty avoidance E.  Achievement orientation Uncertainty avoidance is the extent to which people tolerate ambiguity or feel threatened by ambiguity.   107. People with a high achievement orientation value:    A.  cooperation. B.  human interaction. C.  materialism. D.  caring. E.  good relationships. People with a high achievement orientation value materialism.   108. Etoni is a new employee who comes from a culture that values respect for people in higher positions and values the wellbeing of others more than goal achievement. Etoni's culture would have:    A.  high power distance and weak nurturing orientation. B.  high collectivism and short-term orientation. C.  low uncertainty avoidance and high individualism. D.  low power distance and strong nurturing orientation. E.  high power distance and nurturing orientation. High nurturing orientation reflects a cooperative view of relations with other people. High power distance refers to valuing unequal power.   109. People with _____ value assertiveness, competitiveness, and materialism.    A.  low individualism B.  low collectivism C.  high power distance D.  high uncertainty avoidance E.  high achievement orientation People with a high achievement orientation value assertiveness, competitiveness, and materialism.   110. Scenario: Kleen Waterproofing Dave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they don't show up at all without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren't sure what tasks are included in their job. Dave is wondering how he can understand what is going on with his crew behavior and what can he do to improve the situation. Dave organizes training for his employees to teach them to operate a new piece of equipment in the factory. Which of the following attributes will show a direct improvement because of this training?    A.  Motivation B.  Role perception C.  Ethical sensitivity D.  Moral intensity E.  Ability Ability includes both the natural aptitudes and the learned capabilities required to successfully complete a task. Here, the training is intended to teach them the capabilities for performing the task.   111. Scenario: Kleen Waterproofing Dave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they don't show up at all without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they aren't sure what tasks are included in their job. Dave is wondering how he can understand what is going on with his crew behavior and what can he do to improve the situation. According to the MARS model, the new employees Dave has hired will likely:    A.  be able to learn and perform better than the existing employees of the organization. B.  have lower job performance due to poor role perceptions. C.  have high job performance because they are motivated and able to perform the work. D.  have above average organizational citizenship and commitment toward the organization. E.  have a high degree of differentiation according to Holland's classification of occupations. Employees also require accurate role perceptions to perform their jobs well. Role perceptions are the extent to which people understand the job duties.   112. Scenario: International Manufacturing & Trading International Manufacturing & Trading (IMT) is a medium-sized, U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Taiwan and Malaysia. IMT will send top key managers from the U.S. office and will hire the lower level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. IMT managers should make themselves aware that people in India tend to have:    A.  low collectivism. B.  high uncertainty avoidance. C.  high power distance. D.  low achievement orientation. E.  low self-esteem. People in India and most other Asian countries have high power distance.   113. Scenario: International Manufacturing & Trading International Manufacturing & Trading (IMT) is a medium-sized, U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Taiwan and Malaysia. IMT will send top key managers from the U.S. office and will hire the lower level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. IMT managers should know that employees from cultures with a high power distance are more likely to:    A.  use their power to obtain undue favors. B.  encourage participative decision making. C.  use laissez-faire leadership in decision making. D.  give their power to others as a sign of friendship. E.  readily accept the high status of other people in the organization. Countries with a high power distance accept and value unequal power.   114. Scenario: International Manufacturing & Trading International Manufacturing & Trading (IMT) is a medium-sized, U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Taiwan and Malaysia. IMT will send top key managers from the U.S. office and will hire the lower level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much. U.S. managers tend to be more _____ whereas Taiwanese managers tend to be more ____.    A.  introverted; extraverted. B.  nurturing; achievement oriented. C.  collectivist; nurturing. D.  individualistic; collectivist. E.  extraverted; introverted. People from the U.S. tend to be individualistic whereas Taiwanese tend to believe in collectivism.   115. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. e-Commerce managers are looking to hire people who are careful, dependable, and self-disciplined. Which of the following Big Five personality dimensions is important to ensure the hired individuals have these capabilities?    A.  Openness to experience B.  Agreeableness C.  Conscientiousness D.  Locus of control E.  Extroversion Conscientiousness characterizes people who are careful, dependable, and self-disciplined.   116. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. e-Commerce managers should be aware that being good-natured, empathetic, caring, and courteous are characteristics of people with high:    A.  openness To experience. B.  agreeableness. C.  external locus of control. D.  emotional stability. E.  extroversion. Agreeableness dimension includes the traits of being courteous, good-natured, empathic, and caring.   117. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. e-Commerce managers must pay attention to _____ when hiring new employees because it characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.    A.  extroversion B.  openness to experience C.  conscientiousness D.  neuroticism E.  locus of control Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.   118. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. When hiring new employees, e-Commerce managers should look for people who have a high level of ___, which is the most valuable 'Big Five' personality dimension for predicting job performance.    A.  extroversion B.  openness to experience C.  conscientiousness D.  high neuroticism E.  locus of control Conscientiousness and emotional stability (low neuroticism) stand out as the personality traits that best predict individual performance in almost every job group.   119. Scenario: e-Commerce International e-Commerce International is a fast growing small company specializing in consumer electronics. Managers at e-Commerce International are exploring the idea of using the Big Five personality dimensions in hiring and improving work-related behaviors and job performance. E-commerce is hiring a sales manager for one of its regions. They should look for someone who:    A.  is open to experience. B.  is an extrovert. C.  has an external locus of control. D.  is not neurotic. E.  is highly agreeable.     Essay Questions   120. The sales office of a large industrial products wholesale company has an increasing problem that salespeople are arriving late at the office each morning. Some sales reps go directly to visit clients rather than showing up at the office as required by company policy. Others arrive several minutes after their appointed start time. The vice-president of sales doesn't want to introduce time clocks, but this may be necessary if the lateness problem isn't corrected. Using the MARS model of individual behavior, diagnose the possible reasons why salespeople may be engaging in this ‘lateness' behavior.    The MARS model suggests that individual behavior and performance are a function of ability, motivation, role perceptions, and situational factors. With respect to lateness, all four of these factors may be relevant. Salespeople may be late for work because of incorrect role perceptions. Specifically, they might not know that they must show up at the office before visiting clients. Others may be late in the morning because they incorrectly believe they can do so after working late the previous day. Lateness may also occur because sales reps are not motivated to attend work. Perhaps there are stressful conditions at work or the jobs are not interesting to the people in those jobs. Similarly, there might be a ‘lateness culture' in which other employees support those who show up late. A third factor may be situational factors. In the short term, some employees might be late due to road construction, conflicts with family responsibilities, distance of the call location, and so forth. This is usually a short-run explanation, however, because employees should be able to adjust their schedule in the longer term. Ability is the least likely explanation for lateness. It would occur if an employee lacked the capacity to show up for work on time. The student answers will vary due to the nature of this question. The students should also discuss the possible solutions to these problems.   121. Store #34 of CDA Hardware Associates has had below average sales over the past few years. As head of franchise operations, you are concerned with the continued low sales volume. The store manager wants you to diagnose the problem and recommend possible causes. Use the MARS model of individual behavior and performance to provide four different types of reasons why employees at Store #34 might be performing below average. Provide one example for each type of explanation. Students should answer this question by describing the four causes of individual behavior and applying these causes to the situation.    Ability. It is possible that employees at Store #34 lack the necessary skills or knowledge to complete sales transactions effectively. For example, if the store has high turnover, most employees lack the necessary experience. Alternatively, the store manager might have hired people who lack the necessary skills and knowledge. Training could be a solution if it is found that the problems are due to lack of abilities. Motivation. Store #34 employees might not be as motivated to serve customers and sell the product. For example, the store might have a different reward system, one that is not as effective at encouraging store sales. Alternatively, employees at this store might have different needs and therefore are not as motivated by the company's compensation system. The employees may be de-motivated due to other factors also. The store should understand the reasons why employees are demotivated and motivate them in possible ways. The students might provide specific suggestions for motivating the employees. Role perceptions. Store #34 employees might have role perceptions that result in lower sales. For example, they might not realize that certain procedures or sales practices are less effective than those used at other stores. Alternatively, employees might not realize that their level of sales is below an acceptable level. Clear communication would help the employees have a better role perception and perform the responsibilities. Situational factors. Employees at Store #34 might have lower performance due to unfavorable situational factors. For example, Store #34 might be located in an area with an economic recession. Alternatively, the store might have had difficulty receiving inventory from the company's warehouse, resulting in lack of sales. Student answers will vary due to the nature of this question.   122. Employees in XYZ Company's warehouse are making numerous errors in inventory control and breaking items shipped. An analysis of the situation reveals that individual competencies are poorly matched with the job requirements. Describe three different strategies that would potentially improve this kind of person-job matching.    The textbook identifies the following three strategies. Students should describe each of these: 1. Select qualified applicants. This involves measuring competencies of job applicants and selecting those whose competencies most closely align with the job requirements. 2. Provide training. Employees who lack certain skills and knowledge should receive training in those areas. 3. Redesign the job. This involves re-assigning specific tasks to employees based on their current knowledge and skills. For example, if an employee is good at stocking inventory but lacks skills and knowledge to use the inventory control system, then this person might be assigned only the task of stocking inventory.   123. Describe the types of individual behavior that concern organizations. Explain why each is important to managers.    1. Task performance is goal-directed behaviors under the individual employee's control that support the organization's objectives. Managers care about this because these behaviors lead to effective goal achievement. 2. Organizational Citizenship is behavior that goes beyond formal job duties and encompasses helpfulness and cooperation to others. These may be directed to individuals or the organization. These can also lead to effective goal achievement. 3. Counterproductive work behaviors include dysfunctional activities. These detract from goal achievement. 4. Joining and staying with the organization is retaining talent. These is essential to retain intellectual capital. 5. Maintaining work attendance allows work to be accomplished efficiently and on schedule.   124. An ongoing debate in organizational behavior is whether we should consider the personality traits of job applicants when selecting them into the organization. Take the view that personality traits SHOULD be considered in the selection process and provide arguments for your position.    Students should be evaluated in this question not only on factual knowledge from the textbook, but also their logic and persuasive argument skills. Factually, the textbook presents two arguments in favor of using personality testing in selection. First, some personality dimensions, particularly conscientiousness and emotional stability, predict job performance in almost every job group. This suggests that if we can accurately measure people who have this trait, we can better determine whether they will perform their job well. Second, personality traits affect the types of jobs in which people are interested. In fact, vocational counselors use personality testing to determine vocational interests. Placing people in jobs that match their personalities would potentially reduce employee turnover and perhaps absenteeism. If employees are happier in their jobs as a result of better vocational fit, then the improved job satisfaction might also result in better performance and organizational citizenship behaviors. Student answers will vary though they should address these points in their answer.   125. Briefly explain the Big Five personality traits that affect people.    The Big five factors are explained below. (1) Conscientiousness: Conscientiousness characterizes people who are careful, dependable, and self-disciplined. (2) Agreeableness: This dimension includes the traits of being courteous, good-natured, empathic, and caring. (3) Neuroticism: Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness. In contrast, people with low neuroticism (high emotional stability) are poised, secure, and calm. (4) Openness to experience: This dimension generally refers to the extent to which people are imaginative, creative, curious, and aesthetically sensitive. Those who score low on this dimension tend to be more resistant to change, less open to new ideas, and more conventional and fixed in their ways. (5) Extraversion: Extraversion characterizes people who are outgoing, talkative, sociable, and assertive. The opposite is introversion, which characterizes those who are quiet, shy, and cautious.   126. A visiting professor in international business recently spoke to students in an organizational behavior class about cultural differences between American and Japanese employees. The visitor noted that Americans and Japanese have similar values-Americans have high individualism and low collectivism and Japanese have medium-high individualism and low collectivism. The visitor concluded by saying that by identifying someone's nationality, such as American, you can easily determine the person's level of collectivism and individualism. Identify and discuss two problems with the visiting professor's statements.    (1) The country scores are based on an old survey. Studies report that value systems are converging across Asia as people in these countries interact more frequently with each other and as globalization results in more standardized business practices at both the corporate and national levels. So the score of countries might have changed because of factors such as globalization. (2) We can determine a person's cultural values by their nationality. This relates to the logical fallacy that everyone in a society has the same values, that is, all societies are homogeneous. While this assumption may be true in some countries (particularly if isolated and lack immigration), it certainly does not apply to the United States and many other countries. People have diverse values within the United States, so statements about America's cultural values represent very broad generalizations.   127. Several international sales representatives in your organization have faced the murky question of paying foreign government officials under the table in order to do business in other countries. Describe three strategies that the organization should consider to resolve these and other ethical dilemmas for foreign sales representatives.    First, the company should develop and make its salespeople aware of a written ethical code of conduct. This code may help employees resolves some of the decision-making dilemmas they face. Second, the value of the ethics code would increase if sales representatives received training on ethical conduct. These seminars help employees work through ethical dilemmas by applying the corporate code of ethical conduct. The long-term objective is to help participants internalize these standards so that ethical considerations are addressed almost intuitively. Third, the organization should develop an ethics committee consisting of senior management, sales representatives and/or Board of Directors to discuss and resolve ethical dilemmas that are presented to them as well as dilemmas that might face foreign salespeople in the future. The conclusions of this committee should be communicated clearly too all employees. Finally, the foreign sales representatives' ethical behavior should be linked to the reward system. This might be a difficult task, but the perceived link would maintain consistency with the company's interest in ethical decision making. 128. Identify the five cross-cultural values commonly used to compare cultures, and briefly describe each. Give an example of a country that is either very high or very low on each value.    1. Individualism: Individualism is the extent to which we value independence and uniqueness. 2. Collectivism: The extent to which we value our duty to groups to which we belong and to group harmony. 3. Power Distance: Refers to the extent to which people accept unequal distribution of power in a society. 4. Uncertainty Avoidance: The degree to which people tolerate ambiguity. 5. Achievement-Nurturing Orientation: The value placed on a competitive versus a cooperative view of relations with other people. Examples of each can be found in Exhibit 2.7.