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BA 352 ch79111316
Chapters 7,9,11,13,16 of Organizational Behavior
| Question | Answer |
|---|---|
| ________ is the willingness to be vulnerable to an authority based on (positive/negative) expectations about the authority’s actions and intentions. | Trust |
| ________ reflects the perceived fairness of an authority’s decision making. | Justice |
| _________ can be used to explain why employees judge some authorities as more trustworthy. | Justice |
| _________ reflects the degree to which the behaviors of an authority are in accordance with generally accepted moral norms. | Ethics |
| _________ can be used to explain why authorities choose to act in a trustworthy manner. | Ethics |
| Trust can be ____________-based, meaning that one’s personality includes a general propensity to trust others. | disposition-based |
| Trust can be __________-based, meaning that it’s rooted in a rational assessment of the authority’s trustworthiness. | cognition |
| Trust can be ________-based, meaning that it’s rooted in feelings towards the authority that go beyond any rational assessment of trustworthiness. | affect |
| Trustworthiness is judged along (one/two/three/four) dimensions. | three |
| __________ reflects the skills, competencies, and areas of expertise that an authority possesses. | Ability |
| ___________ is the degree to which an authority wants to do good for the trustor, apart from any selfish or profit-centered motives. | Benevolence |
| __________ is the degree to which an authority adheres to a set of values and principles that the trustor finds acceptable. | Integrity |
| The fairness of an authority’s decision making can be judged along (one/two/three/four) dimensions. | four |
| ____________ justice reflects the perceived fairness of decision-making outcomes. | Distributive |
| ____________ justice reflects the perceived fairness of decision-making processes. | Procedural |
| ____________ justice reflects the perceived fairness of the treatment received by employees from authorities. | Interpersonal |
| ____________ justice reflects the perceived fairness of the communications provided to employees from authorities. | Informational |
| The (one/two/three/four)-component model of ethical decision making argues that ethical behavior depends on (one/two/three/four) concepts. | four, three |
| Moral _______ reflects whether an authority recognizes that a moral issue exists in a situation. | awareness |
| Moral ________ reflects whether the authority can accurately identify the “right” course of action. | judgment |
| Moral ________ reflects an authority’s degree of commitment to the moral course of action. | intent |
| Trust has a (weak/moderate/strong) positive relationship with job performance and a (weak/moderate/strong) positive relationship with organizational commitment. | moderate, strong |
| Organizations can become more trustworthy by emphasizing corporate social ________. | responsibility |
| Corporate ___________ __________ is a perspective that acknowledges that the responsibilities of a business encompass the economic legal, ethical, and citizenship expectations of society. | social responsibility |
| __________ refers to structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior. | Personality |
| Social reputations is the way that people are perceived by (themselves/others). | others |
| Personality captures what people (are like/can do). | are like |
| Ability captures what people (are like/can do). | can do |
| _________ _________ are shared beliefs about desirable end states or modes of conduct in a given culture that influence the development and expression of traits. | cultural values |
| The “Big Five” traits are... (Remember CANOE) | Conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion. |
| Both _______ and ________ are important when it comes to personality, but personality is affected significantly by __________ factors. | nature, nurture, genetic |
| Studies of identical twins reared apart and studies of personality stability over time suggest that between _________ and ______ percent of the variation in personality is _________. | 35, 45, genetic |
| The Big Five is the dominant taxonomy of personality: other taxonomies include... | the Myers-Briggs Type Inventory and Holland’s RIASEC model |
| Hofstede’s taxonomy of cultural values include... | individualism-collectivism, power distance, uncertainty avoidance, masculinity-femininity, and short-term vs. long-term orientation. |
| Individualism-collectivism, power distance, uncertainty avoidance, masculinity-femininity, and short-term vs. long-term orientation are all examples of __________ taxonomy of cultural values. | Hofstede’s |
| Conscientiousness has a (weak/strong/moderate) positive relationship with job performance and a (strong/moderate/weak) positive relationship with organizational commitment. | moderate, moderate |
| _______________ has a strong effect on job performance and organizational commitment than the rest of the Big Five. | Conscientiousness |
| Research suggests that applicants (do/do not) “fake” to some degree on tests, but faking (does/does not) significantly lower the correlation between test scores and the relevant outcomes. | do, does not |
| There are (one/two/three/four/five) main types of teams. What are they? | five: work, management, action, project, and parallel |
| Teams are ____________ in terms of team task, goals, and outcomes. | interdependent |
| Team ___________ refers to the characteristics of the members who work in the team. | composition |
| Roles, ability, personality, and member diversity, and number of team members are all characteristics of the members of the team and known as team ____________. | composition |
| The effect of diversity on the team depends on time and whether the diversity is _________-level or ___________-level. | surface, deep |
| The effects of __________-level diversity tend to diminish with time. | surface |
| The effects of __________-level diversity tend to increase over time. | deep |
| Task interdependence has a (weak/moderate/strong) positive relationship with term performance and a (weak/moderate/strong) with team commitment. | moderate, weak |
| _____________ interdependence has important effects on teams, which can be managed with compensation practices that take team performance into account. | Outcome |
| ________ is the use of power and influence to direct the activities of followers toward goal achievement. | Leadership |
| _________ is the ability to influence the behavior of others and resist unwanted influence in return. | Power |
| Power is necessary, in that it gives leaders the ability to _________ others. | influence |
| Leaders have (one/two/three/four/five/six) major types of power. | five |
| There are (one/two/three/four/five/six) organizational forms of power. | three |
| _________ power is based on authority or position. | Legitimate |
| _________ power is based on the distribution of resources or benefits. | Reward |
| _________ power is based on the handing out of punishments. | Co-ercive |
| There are (one/two/three/four) person forms of power. | two |
| _________ power is derived from expertise and knowledge. | Expert |
| _________ power is based on the attractiveness and charisma of the leader. | Referent |
| The two personal types of power: _________ and ________ powers can be used most effectively when leaders are central to the work process, highly visible, have discretion, and are the sole controllers of resources and information. | Expert and Referent |
| _________ can use at least (one/five/ten/fifteen) different influence tactics to achieve their objectives. | Leaders, ten |
| The most effective leadership _________ are rational persuasion, consultation, inspirational appeals, and collaboration. | tactics |
| The least effect leadership tactics are _______ and the form of coalitions. | pressure |
| The tactics with (high/low/moderate) effectiveness are ingratiation, exchange, personal appeals, and apprising. | moderate |
| Organizational ___________ are individual actions that are directed toward the goal of furthering a person’s own self-interests. | politics |
| ___________ behavior is most likely to occur in organizational situations in which individual outcomes are uncertain. | Political |
| Leaders use ______ and _________ to resolve conflicts through multiple conflict resolution styles. | power, influence |
| There are (one/two/three/four/five/six) conflict resolution styles. | five |
| Avoidance, competing, accommodating, collaborating, and compromising are examples of _________ __________ styles. | conflict resolution |
| The most effective, and most difficult, conflict resolution tactic is ______________. | collaboration |
| ___________ use both distributive and integrative bargaining strategies to negotiate outcomes. | Leaders |
| What are the four steps in the process of negotiating? | 1) Preparation 2) Exchanging information 3) Bargaining 4) Closing and Commitment |
| Power and influence have (low/moderate/high) positive relationships with job performance and organizational commitment. | moderate |
| Leaders must wield their power effectively and rely on effective influence tactics in negotiating outcomes for _______ and ___________ to have a moderate positive relationship with job performance and organizational commitment. | power and influence |
| __________ ___________ is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees. | organizational culture |
| There are three components of organizational culture. What are they? | observable artifacts, espoused values, and basic underlying assumptions |
| ________ __________ include symbols, physical structures, language, stories, rituals, and ceremonies. | Observable artifacts |
| There are (one/two/three/four) general culture types. | four |
| The four general organizational culture types can be described on dimensions such as ________ and ______________. | solidarity, sociability |
| Organizations often strive to create a more (general/specific) cultural emphasis. | specific |
| Customer service cultures, safety cultures, diversity cultures, and creativity cultures are all examples of organizations trying to create a more ___________ cultural emphases. | specific |
| ___________ cultures have the ability to influence employee behaviors and attitudes. | Strong |
| ___________ cultures exist when employees agree on the way things are supposed to happen and their behaviors are consistent with those expectations. | Strong |
| Strong cultures are not necessarily _________ or ______. | good or bad |
| Generally, a culture’s effectiveness depends on how well it matches the company’s _________ environment. | outside |
| ________ cultures can be very useful. | adaptive |
| Attraction, selection, attrition processes, and socialization practices are used to __________ an organizations culture. | maintain |
| Organizations change their cultures by ____________ their leadership or through mergers and acquisitions. | changing |
| Organizations change their cultures by changing their _________ or through ________ and _______. | leadership, mergers, acquisitions |
| The degree to which a person’s values and personality match the culture of the organization is the ______________ ______. | person-organization fit |
| Person-organization fit has a (strong/weak) positive effect on job performance and a (strong/weak) positive effect on organizational commitment. | weak, strong |
| Mentoring, realistic job previews, and orientation programs are all designed to improve the __________ of (old/new) employees. | socialization, new |
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