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1. | Question: | Rather than assume that there is one “best” or universal way to manage people in organizations, what approach do researchers use to try to identify how different situations can be best understood and handled? | | Instructor Explanation: | contingency | 2. | Question: | What are the two key outcomes on which an effective manager will focus? | | Instructor Explanation: | Task performance and job satisfaction | 3. | Question: | Someone who views and manipulates others purely for personal gain has a __________ personality. | | Instructor Explanation: | Machiavellian | 4. | Question: | __________ reflects a person’s ability to adjust his or her behavior to external, situational (environmental) factors. | | Your Answer: | Self-monitoring | 5. | Question: | A neutral stimulus becomes a __________ when it affects behavior in the same way as the initial stimulus. | | Your Answer: | conditioned | 6. | Question: | When an age discrimination complaint is made, both the accused and the accusing parties are allowed to present their individual views of the situation. This is an example of ______________. | | Instructor Explanation: | interactional justice | 7. | Question: | The __________ involves assessing a current event based on past occurrences that are easily available in one’s memory. | | Instructor Explanation: | availability heuristic | 8. | Question: | Those high in ______________________are argued to have optimal self-esteem, or genuine, true, stable and congruent self esteem as opposed to fragile self-esteem based heavily on outside responses. | | Instructor Explanation: | Authenticity | 9. | Question: | Shared and vertical self-directing team activities tend to encourage _________________ activities, which in turn can help individuals and the team. | | Instructor Explanation: | Self-leadership | 10. | Question: | Adaptive capacity refers to the __________________________ within the Boal and Hooijberg strategic leadership perspective. | | Your Answer: | Potential, capability, or ability of a system to adapt to climate change | | Instructor Explanation: | Ability to change | 11. | Question: | What is an attitude? Discuss the three basic components of an attitude. | | Instructor Explanation: | An attitude is a predisposition to respond in a positive or negative way to someone or something in one’s environment. (1)The cognitive component of an attitude reflects underlying beliefs, opinions, knowledge, or information a person possesses. It represents a person’s ideas about someone or something and the conclusions drawn about them. (2)The affective component of an attitude is a specific feeling regarding the personal impact of the antecedent conditions evidenced in the cognitive component. (3)The behavioral component is an intention to behave in a certain way based on the affect in one’s attitude. It is a predisposition to ct in a specific way, but one that may or may not be implemented. | 12. | Question: | Explain the alternative views of the relationship between job satisfaction and performance, and discuss the managerial implications of each view. | | Instructor Explanation: | Three possible alternative views exist regarding the relationship between job satisfaction and performance. One view is that satisfaction causes performance. A second view is that performance causes satisfaction. A third view is that rewards cause both satisfaction and performance. The view that satisfaction causes performance suggests that managers should focus on increasing employees’ job satisfaction in order to increase their performance. The view that performance causes satisfaction suggests that managers should focus on increasing employees’ job performance and as a result job satisfaction should increase. The view that rewards cause both satisfaction and performance recognizes that: the proper allocation of rewards can positively influence both performance and satisfaction; people who receive high rewards report high job satisfaction and that performance-contingent rewards influence a person’s work performance; and the size and value of the reward should vary in proportion to the level of one’s performance accomplishment. | 13. | Question: | Identify and define five measurement errors in performance appraisal. | | Instructor Explanation: | Five measurement errors in performance appraisal are: (1) halo error; (2) leniency/strictness error; (3) central tendency error; (4) recency error; and (5) personal bias error. A halo error results when one person rates another person on several different dimensions and gives a similar rating for each dimension. Leniency errors occur when managers give relatively high ratings to virtually everyone under their supervision. Strictness errors occur when managers give everyone low ratings. Central tendency errors occur when managers lump everyone together around the average, or middle performance category. Recency error occurs when a rater allows recent events to influence a performance rating over earlier events. A personal bias occurs when managers display expectations and prejudices that fail to give the job-holder complete respect. | 14. | Question: | Define decision-making. What are the five basic steps involved in the rational decision model? | | Instructor Explanation: | Decision-making is the process of choosing a course of action for dealing with a problem or opportunity. The five basic steps involved in the rational decision model are: (1)recognize and define the problem or opportunity; (2) identify and analyze alternative courses of action, and estimate their effects on the problem or opportunity; (3) choose a preferred course of action; (4) implement the preferred course of action; and (5) evaluate the results and follow up as necessary. | 15. | Question: | Identify six methods for dealing with resistance to change. Indicate when each method should be used and describe the potential advantages and disadvantages that are associated with using each method. | | Instructor Explanation: | The six methods for dealing with resistance to change, the conditions for use, and the advantages and disadvantages of use are: (1) the education and communication method is used when people lack information or have inaccurate information. This method creates the willingness to help with the change but can be very time consuming; (2) the participation and involvement method is used when other people have information and/or the power to resist. Advantages include adding information in change planning and building commitment to the change. The primary disadvantage is the potentially extraordinary consumption of time; (3) the facilitation and support method is appropriate when resistance to change can be traced to resource or adjustment problems. This method is beneficial when specific resource or adjustment needs can be satisfied directly, but it can be both time consuming and expensive; (4) the negotiation and agreement method is appropriate when a person or groups will lose something because of the change. This approach can help avoid major resistance but can be expensive, particularly in causing others to seek similar deals; (5) the manipulation and cooptation approach is used when other methods do not work or are too expensive. The manipulation and cooptation method can be quick and inexpensive but can also create future problems, particularly if people sense manipulation; and (6) the explicit and implicit coercion method is appropriate when speed is important and the change agent has power. The advantages of this approach are quickness and the capability to overpower resistance; the disadvantage is the risk associated with people getting angry. |