管理学 36页

Management,11e(Robbins/Coulter)Chapter14UnderstandingIndividualBehavior1)Organizationalbehaviorisconcernedonlywithgroupinteractions.Answer:FALSEPageRef:372-373Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual2)Organizationalcitizenshipbehaviorisdiscretionarybehaviorthatisnotpartofanemployee'sformaljobrequirements.Answer:TRUEPageRef:373Objective:1Difficulty:EasyClassification:Conceptual3)Thecognitivecomponentofanattitudereferstothebeliefs,opinions,knowledge,orinformationheldbyaperson.Answer:TRUEPageRef:374Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual4)Researchindicatesthatsatisfiedemployeeshavelowerlevelsofturnoverwhiledissatisfiedemployeeshavehigherlevelsofturnover.Answer:TRUEPageRef:376Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual5)Employeeswithahighlevelofjobinvolvementstronglyidentifywithandreallycareaboutthekindofworktheydo.Answer:TRUEPageRef:377Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual\n6)Perceivedorganizationalsupportisthedegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoals.Answer:FALSEPageRef:377Objective:2Difficulty:EasyClassification:Conceptual7)Lowlevelsofperceivedorganizationalsupportleadtolowerturnover.Answer:FALSEPageRef:377Objective:2Difficulty:EasyClassification:Conceptual8)Cognitivedissonanceisanyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.Answer:TRUEPageRef:379Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual9)ThereisenoughevidencetosupportthevalidityoftheMyers-BriggsTypeIndicatorasameasureofpersonality.Answer:FALSEPageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual10)Extraversionisthedegreetowhichsomeoneissociable,talkative,assertive,andcomfortableinrelationshipswithothers.Answer:TRUEPageRef:382Objective:3Difficulty:EasyClassification:Conceptual\n11)IntheBigFiveModel,emotionalsecuritywasfoundtobepositivelyrelatedtojobperformance.Answer:FALSEPageRef:382Topic:PersonalityObjective:3Difficulty:ModerateClassification:Conceptual12)ApersonwhoratesasbeinghighinMachiavellianismwouldaccomplishataskregardlessofwhatittakes.Answer:TRUEPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual13)Individualswithlowself-esteemaremoresusceptibletoexternalinfluencethanarepeoplewithhighself-esteem.Answer:TRUEPageRef:383Objective:3Difficulty:EasyClassification:Conceptual14)Highself-monitorscan'tadjusttheirbehaviorandthere'shighbehavioralconsistencybetweenwhotheyareandwhattheydo.Answer:FALSEPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual15)Consensusreferstowhetheranindividualdisplaysdifferentbehaviorsindifferentsituations.Answer:FALSEPageRef:388Topic:PersonalityObjective:4Difficulty:EasyClassification:Conceptual\n16)Whenwemakejudgmentsaboutthebehaviorofotherpeople,wetendtounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalfactors.Thistendencyiscalledtheself-servingbias.Answer:FALSEPageRef:389Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual17)Ifamanagerthinksthatallattractiveemployeesarealsoproductiveemployees,themanageriscommittinganerrorbasedonahaloeffect.Answer:TRUEPageRef:389Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual18)Operantbehaviorisreflexiveorunlearnedbehavior.Answer:FALSEPageRef:390Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual19)Theinfluencethatmodelshaveonanindividualispartiallydeterminedbyattentionalprocesses.Answer:TRUEPageRef:391Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual20)Bothpositiveandnegativereinforcementresultinlearning.Answer:TRUEPageRef:392Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual\n21)Individualbehaviorinorganizationsinlcudes________.A)strategies,norms,androlesB)attitudes,learning,andmotivationC)structure,culture,andteambuildingD)policiesandproceduresAnswer:BPageRef:372Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual22)Whichofthefollowingisassociatedwiththestudyofindividuals?A)normsB)rolesC)teambuildingD)perceptionAnswer:DPageRef:372Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual23)Thestudyofgroupbehaviorincludesthestudyof________.A)perception,motivation,andlearningB)attitudesandpersonalityC)norms,roles,andleadershipD)organizationstructure,andcultureAnswer:CPageRef:373Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual24)Whichofthefollowingistruefororganizationalcitizenshipbehavior(OCB)?A)OCBisaperformancemeasureofefficiency.B)TherequirementsofOCBarespelledoutinemployeejobprofiles.C)OCBstudiesthebehaviorleadingtopermanentwithdrawalfromanorganization.D)OCBisdiscretionarybehaviorwhichpromotestheeffectivefunctioningoftheorganization.Answer:DPageRef:373Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual25)________isaperformancemeasureofboththeefficiencyandeffectivenessofemployees.\nA)EmployeeproductivityB)OrganizationalcitizenshipbehaviorC)JobsatisfactionD)TurnoverAnswer:APageRef:373Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual26)________isdefinedasthefailuretoreporttowork.A)TurnoverB)TardinessC)AbsenteeismD)NegligenceAnswer:CPageRef:373Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual27)Thethreecomponentsthatmakeupanattitudeare________components.A)cognitive,affective,andbehavioralB)active,behavioral,andadjustableC)emotional,creative,andenvironmentalD)intentional,reactive,andadjustableAnswer:APageRef:374Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual28)Thecomponentofattitudethatincludesbeliefsandopinionsisthe________component.A)cognitiveB)behavioralC)affectiveD)practicalAnswer:APageRef:374Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual29)Whichcomponentofattitudeisreflectedinthesentence"Thisisthebestwaytoreachtheplace"?\nA)cognitiveB)behavioralC)emotiveD)affectiveAnswer:APageRef:374Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual30)The________componentofattitudeisbasedonemotions.A)cognitiveB)behavioralC)affectiveD)practicalAnswer:CPageRef:374Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual31)Inthestatement,"Thehighwayisverybusyat5p.m.,andisscarytodriveon,soI'llwaituntil7p.m.togohome,"theword"scary"representswhichcomponentofanattitude?A)cognitiveB)behavioralC)practicalD)affectiveAnswer:DPageRef:374Topic:AttitudesandJobPerformanceAACSB:AnalyticSkillsObjective:2Difficulty:ModerateClassification:Application\n32)Whensomeonechoosestoactinacertainway,sheisdemonstratingthe________componentofherattitude.A)cognitiveB)behavioralC)affectiveD)practicesAnswer:BPageRef:374Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual33)Inthestatement,"Thehighwayisverybusyat5p.m.andisscarytodriveon,soI'llwaituntil7p.m.togohome,"thephrase,"soI'llwaituntil7p.m.togohome,"representswhichcomponentofanattitude?A)cognitiveB)behavioralC)emotiveD)affectiveAnswer:BPageRef:374Topic:AttitudesandJobPerformanceAACSB:AnalyticSkillsObjective:2Difficulty:ModerateClassification:Application34)Whichofthefollowingistrueforsatisfiedemployeeswithhighorganizationalcommitment?A)lowerratesofturnoverandabsenteeismB)higherratesofvoluntaryturnoverC)higherratesofcognitivedissonanceD)significantlyhigherpaylevelsAnswer:APageRef:376Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual\n35)Thedegreetowhichanemployeeidentifieswithhisorherjoboractivelyparticipatesinitreferstotheemployee's________.A)jobinvolvementB)organizationalcommitmentC)globalcommitmentD)jobsatisfactionAnswer:APageRef:377Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual36)Thedegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoalsandwishestomaintainmembershipintheorganizationistheemployee's________.A)jobinvolvementB)organizationalcommitmentC)globalcommitmentD)organizationalcitizenshipAnswer:BPageRef:377Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual37)________isemployees'generalbeliefthattheirorganizationvaluestheircontributionandcaresabouttheirwell-being.A)JobinvolvementB)OrganizationalcommitmentC)PerceivedorganizationalsupportD)CognitivedissonanceAnswer:CPageRef:377Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual\n38)Thecognitivedissonancetheoryproposesthattheintensityofthedesiretoreducedissonanceisdeterminedby________.A)importance,influence,andrewardsB)economics,politics,andorganizationalstructureC)stability,position,andpowerD)awareness,status,andpunishmentsAnswer:APageRef:379Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual39)JonathanisstandingforelectionasthemayorofWillsburgh.Variouspressuregroupsinthetownarebeginningtovoicetheirconcernstohim,inthehopethathecanaddressthem.Themostvociferousamongthesegroupsistheenvironmentalists.Theyarecampaigningtoshutdownafactorythatiscausingtheextinctionofararebreedofspottedowls.Whichofthefollowing,iftrue,ismostlikelytocreatecognitivedissonanceofJonathan?A)Thedecreaseinthespottedowlpopulationisanation-widephenomena,notalocalizedthreat.B)Hismainconcernistopreventthetown'syoungstersfrommigratingtothecity,andhewilldowhateverittakestopreventthis.C)Jonathanwouldliketopreservethewildlifeofthearea,butthefactoryemploysone-fourthofthetown'spopulation.D)Jonathanisadedicatedenvironmentalistwithahistoryofvotingforpro-greencauses.Answer:CPageRef:379Topic:AttitudesandJobPerformanceAACSB:ReflectiveThinkingSkillsObjective:2Difficulty:EasyClassification:CriticalThinking40)Theregularuseof________canalertmanagerstopotentialproblemsandemployees'intentionsearlyenoughtodosomethingaboutthem.A)dissonancereductionB)performanceincentivesC)employeebenefitplansD)attitudesurveysAnswer:DPageRef:380Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual\n41)IntheMyers-BriggsTypeIndicator(MBTI),"sensing"personalitytypesarethosewho________.A)likesolvingnewproblemsanddislikedoingthesamethingoverandoveragainB)usereasonandlogictohandleproblemsC)haveahighneedforclosureandshowpatiencewithroutinedetailsD)areoutgoing,social,andassertiveAnswer:CPageRef:381Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual42)Asamanager,ifyouprefertohaveaharmoniousworkenvironmentanddislikereprimandingyoursubordinates,youwouldprobablyscorehighonthe________aspectoftheMBTI®.A)perceptionB)thinkingC)intuitionD)feelingAnswer:DPageRef:381Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual43)WhichofthefollowingistrueaccordingtotheMBTI®?A)Introvertedtypesarepracticalandpreferroutineandorder.B)Feelingtypesusereasonandlogictohandleproblems.C)Perceivingtypesarerigidandstructured.D)Judgingtypeswantcontrolandprefertheirworldtobeordered.Answer:DPageRef:381Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual\n44)Ifyourbosscouldbedescribedasflexible,adaptable,andtolerant,heorshewouldprobablyscorehighonwhichofthefollowingaspectsoftheMBTI®?A)extraversionB)sensingC)feelingD)perceivingAnswer:DPageRef:381Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual45)Ifyouareagoodplannerandpurposeful,youwouldprobablyscorehighonthe________traitofMBTI®.A)extraversionB)perceivingC)introversionD)judgingAnswer:DPageRef:381Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual46)TheBigFiveModelofpersonalityincludes________.A)intuitionB)judgmentC)perceptionD)extraversionAnswer:DPageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual\n47)IntheBigFiveModelofpersonality,________referstothedegreetowhichsomeoneisgood-natured,cooperative,andtrusting.A)extraversionB)agreeablenessC)conscientiousnessD)emotionalstabilityAnswer:BPageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual48)IntheBigFiveModelofpersonality,conscientiousnessrefersto________.A)thedegreetowhichsomeoneiscalm,enthusiastic,andsecure(positive)ortense,nervous,depressed,andinsecure(negative)B)thedegreetowhichsomeoneissociable,talkative,assertive,andcomfortableinrelationshipswithothers.C)thedegreetowhichsomeoneisreliable,responsible,dependable,persistent,andachievementorientedD)thedegreeofinfluencetheindividualbelievesheorshehasovercertainfactorsAnswer:CPageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual49)AccordingtotheBigFiveModelofpersonality,apersonwhohasawiderangeofinterestsandisimaginative,fascinatedwithnovelty,artisticallysensitive,andintellectualisdescribedas________.A)conscientiousB)extravertedC)emotionallystableD)opentoexperienceAnswer:DPageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual\n50)Ifyoubelievethatyoucontrolyourowndestiny,whichofthefollowingpersonalitytraitsareyoulikelytopossess?A)externallocusofcontrolB)riskaversionC)highself-esteemD)internallocusofcontrolAnswer:DPageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual51)Accordingtoresearch,employeeswhohaveahighinternallocusofcontrol________.A)exhibitmoresatisfactionwiththeirjobsthanexternalsB)aremorealienatedfromtheirworksettingthanexternalsC)arelessinvolvedintheirjobsascomparedtoexternalsD)blametheirbossesforpoorperformancemoreoftenthanexternalsAnswer:APageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual52)Apersonwhobelievesthatwhathappenstohimisduetoluckorchanceissaidtohavea(n)________.A)internallocusofcontrolB)MachiavellianpersonalityC)externallocusofcontrolD)self-monitoringpersonalityAnswer:CPageRef:382Objective:3Difficulty:EasyClassification:Conceptual\n53)Annahasrecentlybeenpromotedtothemanagerialrankswhichhasincreasedherinteractionwiththeseniormanagersathercompany.SherealizesthatPeter,herassistantmanager,exhibitsadistinctlackofemotionalinvolvementwithhiscolleaguesandsubordinates.Hisentirefocusisonachievingthegoalshesets,nomatterwhatthecoursehehastotaketogetthere.ThesetraitsleadAnnatoconcludethatPeter________.A)ishighonMachiavellianismB)haslowself-esteemC)ishighonself-monitoringD)hashighcognitivedissonanceAnswer:APageRef:382-383Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application54)Thoughclearlycapable,Marydoesnotseemveryconfidentofherself.Sheisalwaysunsureofwhethershecanhandleassignmentsthataredifficultandasaresultendsupchoosingjobsthatarefairlystraightforwardandinvolveroutinework.Sheisalsosusceptibletoevaluationsfromotherpeople.Maryseemstohave________.A)highcognitivedissonanceB)ahighMachiavellianismscoreC)lowself-monitoringD)lowself-esteemAnswer:DPageRef:383Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application55)Sarah,thefloorsupervisor,seemstobeadifferentpersondependingonwhomsheiswithandwhatthesituationdemands.Shehastheabilitytoadjustherbehaviorasandwhenrequired.Thisindicatesthatshe________.A)haslowself-esteemB)islowonMachiavellianismC)hasahighriskappetiteD)ishighinself-monitoringAnswer:DPageRef:383Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application56)Kevinisawhirlwindasresearchanddevelopmentsupervisor.Hiscolleaguesaresurprisedthat\neventhoughhemakesdecisionsveryquicklyandalwayswithlessinformationthanothers,hisdecisionsareasgoodasanybodyelse's.ThisinformationimpliesthatKevinhas________.A)anexternallocusofcontrolB)lowMachiavellianismC)highrisk-takingabilityD)lowcognitivedissonanceAnswer:CPageRef:383Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application57)Anindividualwhoishighin________ispragmatic,maintainsemotionaldistance,andbelievesthatendscanjustifymeans.A)self-esteemB)MachiavellianismC)self-monitoringD)risktakingAnswer:BPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual58)Whichofthefollowingistrueofapersonwhobelievesthat"theendsjustifythemeans"?A)Heislikelytobelowonself-confidence.B)HeislikelytobehighinMachiavellianism.C)Heislikelytohaveanexternallocusofcontrol.D)Heislikelytoberiskaverse.Answer:BPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual\n59)Ifyoulikeyourself,thenyourpersonalitywouldbedescribedashaving________.A)aninternallocusofcontrolB)alowMachiavellianismscoreC)highself-esteemD)anexternallocusofcontrolAnswer:CPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual60)Peoplewithhighself-esteem________.A)aremorepronetoconformtothebeliefsofthosetheyrespectB)aremorelikelytoseekapprovalfromothersC)aremorelikelytotakeunpopularstandsD)aremoresusceptibletoexternalinfluenceAnswer:CPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual61)________isapersonalitytraitthatmeasuresanindividual'sabilitytoadjusthisorherbehavioraccordingtoexternalsituationalfactors.A)MachiavellianismB)Self-esteemC)Self-monitoringD)LocusofcontrolAnswer:CPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual62)Apersonwhocanadaptandadjustbehaviortoexternalfactorshas________.A)lowself-esteemB)aninternallocusofcontrolC)highself-monitoringD)highrisk-takingabilityAnswer:CPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual63)Amanagermakesdecisionsveryquicklyandrequireslittleinformationformakingthe\ndecisions.Whichofthefollowingisalikelyreasonforthis?A)Themanagerhaslowself-esteem.B)Themanagerhasanexternallocusofcontrol.C)Themanagerishighinemotionalstability.D)Themanagerishighinrisk-taking.Answer:DPageRef:383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual64)Peoplewhoidentifyopportunities,showinitiative,takeaction,andpersevereuntilmeaningfulchangeoccursaresaidtohave_______personalities.A)proactiveB)self-awareC)resilientD)agreeableAnswer:APageRef:384Objective:3Difficulty:EasyClassification:Conceptual65)Emotionalintelligencehasbeenshowntobe________.A)negativelyrelatedtojobperformanceatalllevelsB)negativelyrelatedtojobperformanceinmiddlemanagementonlyC)positivelyrelatedtojobperformanceonlyingovernmentagenciesD)positivelyrelatedtojobperformanceatalllevelsAnswer:DPageRef:386Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual66)Theabilitytosensehowothersarefeelingisknownas________.A)emotionalstabilityB)empathyC)resilienceD)self-awarenessAnswer:BPageRef:386Objective:3Difficulty:EasyClassification:Conceptual67)Holland'stheoryproposesthatsatisfactionishighestandturnoverlowestwhen________.A)thelocusofcontrolisexternal\nB)anemployeeissocialandrealisticC)personalityandoccupationarecompatibleD)anemployeecanadjustbehaviortoexternalfactorsAnswer:CPageRef:386Topic:PersonalityObjective:3Difficulty:ModerateClassification:Conceptual68)WhatisakeypointofHolland'stheory?A)Therearenointrinsicdifferencesinpersonalityamongindividuals.B)Alljobsarerelativelythesame,itispersonalitytypesthatdiffer.C)Peopleinjobenvironmentscompatiblewiththeirpersonalitytypesshouldbemoresatisfied.D)Employeeturnoverishighestwhenpersonalityandoccupationarecompatible.Answer:CPageRef:386Topic:PersonalityObjective:3Difficulty:ModerateClassification:Conceptual69)AtestthatJaketookatacareercounselingsessionindicatedthathepreferredcoordinatedphysicalactivity.Healsoturnedouttobestableandconformingtoexpectedstandards.WhichofthefollowingoccupationsislikelytobeagoodmatchforJake?A)counselorB)farmerC)biologistD)economistAnswer:BPageRef:386Topic:ServicesandManufacturingObjective:3Difficulty:ModerateClassification:Application\n70)WhenDarrinwenttoacareercounselor,Joanna,hetookatestthatwouldallowthecounselortogainaninsightintohispersonality.AfterspeakingtoDarrinandanalyzinghisanswersinthetest,Joannarealizedthatheiscuriousbynature.Hepreferredactivitiesthatinvolvedunderstandingandorganizing,andthatheisbasicallyanalytical.Whichofthefollowingoccupationsisapotentiallygoodmatchforhim?A)painterB)farmerC)socialworkerD)newsreporterAnswer:DPageRef:386Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application71)Bridgetprefersrule-regulated,orderly,andunambiguousactivities.Shedoesn'thavealotofimaginationbutcouldbedescribedasconformingandefficient.WhichofthefollowingdescribesBridget'spersonality?A)socialB)artisticC)enterprisingD)conventionalAnswer:DPageRef:386Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application72)Andrewissocial,friendly,andunderstanding,andprefersactivitiesthatinvolvehelpinganddevelopingothers.Whichofthefollowingoccupationsisapotentiallygoodmatchforhim?A)accountantB)teacherC)artistD)newsreporterAnswer:BPageRef:386Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application\n73)________istheprocessoforganizingandinterpretingsensoryimpressionstogivemeaningtotheenvironment.A)AttributionB)SelectionC)LearningD)PerceptionAnswer:DPageRef:387Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual74)________theoryexplainshowwejudgepeopledifferentlydependingonwhatmeaningweascribetoagivenbehavior.A)PerceptionB)BehaviorC)AttributionD)SocialcontrastAnswer:CPageRef:388Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual75)Ifeveryonewho'sfacedwithasimilarsituationrespondsinthesameway,wecansaythebehaviorshows________.A)reliabilityB)distinctivenessC)consensusD)internalattributionAnswer:CPageRef:388Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual\n76)Underestimatingtheinfluenceofexternalfactorsandoverestimatingtheinfluenceofinternalfactorswhenmakingjudgmentsaboutothersisknownasthe________.A)fundamentalattributionerrorB)self-servingbiasC)assumptionofsimilarityD)haloeffectAnswer:APageRef:389Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual77)________isthetendencyforindividualstoattributetheirownsuccessestointernalfactorssuchasabilityoreffortwhileputtingtheblameforpersonalfailureonexternalfactorssuchasluck.A)AssumedsimilarityB)StereotypingC)FundamentalattributionerrorD)Self-servingbiasAnswer:DPageRef:389Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual78)In________,theobserver'sperceptionofothersisinfluencedmorebytheobserver'sowncharacteristicsthanbythoseofthepersonobserved.A)stereotypingB)self-servingbiasC)assumedsimilarityD)thehaloeffectAnswer:CPageRef:389Topic:PerceptionsObjective:4Difficulty:ModerateClassification:Conceptual\n79)Whenpeoplejudgesomeoneonthebasisoftheperceptionofagrouptheyareapartof,theyareusingtheshortcutcalled________.A)stereotypingB)self-servingbiasC)assumedsimilarityD)thehaloeffectAnswer:APageRef:389Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual80)Byusing________,weformageneralimpressionaboutapersonbasedononlyasinglecharacteristic,suchasintelligenceorappearance.A)stereotypingB)selectivityC)thehaloeffectD)assumedsimilarityAnswer:CPageRef:389Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual81)________behaviorisvoluntaryorlearnedbehavior.A)ReflexiveB)DissonantC)OperantD)ReactiveAnswer:CPageRef:390Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual\n82)Theinfluenceofmodelsdependsonhowwellanindividualremembersthemodel'sbehavior.Thisreferstotheindividual's________.A)retentionprocessB)motorreproductionprocessC)attentionalprocessD)reinforcementprocessAnswer:APageRef:391Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual83)Afterwatchingabehaviorinasociallearningsituation,apersoncanlearnbyperformingthebehavior.Thisisknownaslearningby________.A)retentionB)motorreproductionC)attentionD)reinforcementAnswer:BPageRef:391Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual84)Whenamanagermoldsanindividual'sbehaviorbyguidinghisorherlearningingraduatedsteps,heisusing________.A)retentionprocessesB)motorreproductionprocessesC)attentionalprocessesD)shapingprocessesAnswer:DPageRef:391Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual\n85)Ifanemployeedoesnotexhibitadesiredbehavior,amanagermightuse________.A)negativereinforcementtoincreasetherecurrenceofthebehaviorB)shapingtoguidetheemployeetolearnthedesiredbehaviorC)positivereinforcementbyreducingthethreatofapunishmentD)reflexivebehaviortoencouragepositiveresultsAnswer:BPageRef:391Topic:LearningObjective:5Difficulty:EasyClassification:Conceptual86)Eliminatinganyreinforcementthat'smaintaininganundesirablebehavioriscalled________.A)penalizingB)extinctionC)punishmentD)extractionAnswer:BPageRef:392Objective:5Difficulty:EasyClassification:Conceptual87)WhichofthefollowingistrueforGenYworkers?A)Theyareacceptingoftheprevailingorderandstyleofworkingandeasilyfitintoit.B)Theyhaveadeep-seatedneedforboundariesandstructureanddislikemultitasking.C)Theyarededicatedworkersandfollowofficerulesanddresscodesstrictly.D)Theyareknowledgeableandwillingworkers,butdonotcompromiseontheirpersonallives.Answer:DPageRef:394Objective:6Difficulty:EasyClassification:Conceptual88)WhichofthefollowingmanagerialstyleswillGenYworkersapproveofandrespondto?A)authoritarianB)paternalC)flexibleD)dictatorialAnswer:CPageRef:394Objective:6Difficulty:EasyClassification:Conceptual\nTheUnhappyEmployee(Scenario)Maryisnothappywithhercurrentjob.Shedislikeshavingtoconvinceprospectivecustomerstobuyproductsthatshebelievesareinferiortoothersinthemarket.Inheropinion,t.helowerqualityproductsareoverpriced.However,shehassalestargetsforallproducts,superiororotherwise,thatshemustmeetinordertoreceivehercommission.89)AlthoughMarytriestomeetthetargetsalesforallproducts,sheistornbetweenherbeliefsandtheactionsshemusttake.Thisinconsistencyorincompatibilityisknownas________.A)negativefeedbackB)difficultobjectivesC)cognitivedissonanceD)managementbyobjectivesAnswer:CPageRef:379Topic:AttitudesandJobPerformanceAACSB:AnalyticSkillsObjective:2Difficulty:ModerateClassification:Application90)WhichofthefollowingwillminimizeMary'sdiscomfortaboutsellingtheproductseventhoughshebelievestheyareoverpriced?A)ComparableproductsfromcompetitorsarepricedmuchlowerthantheproductsMarysells.B)Consumersneverbuygoodsthatdonotaddvalue.C)Aconsumersurveyindicatesthatpeoplearedissatisfiedwithcompanieswhobundletheirlow-qualityproductswiththehigh-qualityones.D)Hercolleaguesinthesalesdepartmentagreethattheinferiorproductsareover-priced.Answer:BPageRef:379Topic:AttitudesandJobPerformanceAACSB:ReflectiveThinkingSkillsObjective:2Difficulty:ModerateClassification:CriticalThinking\nJustYourTypeEmployees(Scenario)Doughasrecentlybeenpromotedandisnowthemanagerofateamofresearchers.Allofhissubordinatesarewelleducatedandhavebeenwiththecompanyforaminimumofthreeyears.Inanattempttolearnmoreabouttheemployeesandtobetterassignthemtojobsthattheywillenjoy,hehasadministeredtheMyers-BriggsTypeIndicator(MBTI)®.91)DougnotedthatSandyisverygoodatprecisework.Hedoesnottireofrepetitiveworkaseasilyassomeoftheothers.However,whenfacedwithanewproblemthatrequiresaninnovativesolution,hisperformanceisnotsatisfactory.Sandy'spersonalityislikelytobeclassifiedasa(n)________type.A)sensingB)feelingC)introvertD)intuitiveAnswer:APageRef:381Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application92)DougrealizesthatAlan'stemperamentisnotwell-suitedtobeingaresearcher.Hetendstodislikedoingthesamethingtwiceandhasnopatiencetosortoutinformationstep-by-step.Asaresult,heoftenjumpstoconclusions.Alanismostlikelya(n)________typeofpersonality.A)sensingB)feelingC)introversionD)intuitionAnswer:DPageRef:381Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application\n93)George,oneofDoug'sresearchers,getsalongwellwithmostpeopleintheteam.Heisgoodathisjobbutneedstobereassuredonceinawhile.AnothertraitDougnoticesisthatGeorgeisalwaystryingtokeepeveryonehappy.Georgecanbedescribedasa(n)________personality.A)sensingB)feelingC)introvertedD)intuitiveAnswer:BPageRef:381Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application94)Doughimselfispurposefulandanexcellentplanner.Onethingthathisteamadmireshimforishisabilitytosiftthroughawholelotofinformationtoextractpreciselywhatisneededforajobathand.Heisalsoaquickdecisionmaker.WhichofthefollowingpersonalitytypesdoesDougfitinto?A)sensingB)perceptiveC)extravertedD)judgingAnswer:DPageRef:381Topic:PersonalityAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:Application95)Jamesisaveryhardworkingpersonandhasjustbeenpromotedtothemanagerialranks.Hismanagerialstyleistobeflexibleandunderstandingandnotbossoverhisemployeestoomuch.Hebelievesthatpeoplewhoarehardworkingwillalwaysmakesurethattheworkgetsdoneontime.Evenwhenheisoutofoffice,hesupposesthathissubordinatesareworkingdiligentlybecauseheworksdiligentlymostofthetime.James'sperceptionsofhisemployeesarebasedon________.A)stereotypingB)selectivityC)haloeffectD)assumedsimilarityAnswer:DPageRef:389Topic:PerceptionsAACSB:AnalyticSkillsObjective:4Difficulty:ModerateClassification:Application96)Bill,amanagerataconsultingfirm,hasbeenkeenlyanalyzingtheperformanceofanewrecruitwhoturnsouttobeextremelyintelligent.Heconcludesthatshewillbeagoodmanagerin\nthefutureeventhoughherinterpersonalskillsarenothalfasimpressive.ThisconclusiononBill'spartseemstobetheresultof________.A)stereotypingB)selectivityC)thehaloeffectD)assumedsimilarityAnswer:CPageRef:389Topic:PerceptionsAACSB:AnalyticSkillsObjective:4Difficulty:ModerateClassification:Application97)Donnahasjustmovedtothecityfromasmalltownandgetsajobasanassistantinalawfirm.Notbeingveryfamiliarwiththewaythingsworkinthecorporateworld,shewatcheshercolleaguescloselyandtriestolearnfromtheirmistakesandachievements.Thiscanbedescribedas________.A)stereotypingB)selectivityC)reflexivelearningD)sociallearningAnswer:DPageRef:391Topic:LearningAACSB:AnalyticSkillsObjective:5Difficulty:ModerateClassification:Application\n98)Sara'sclassofseventeen-year-oldshasaveryrelaxedattitudetowarddeadlines.Assignmentsarefrequentlysubmittedweeksafterthesubmissiondate.Sarawantstochangethispatternofbehavior,butrepeatedreprimandshaven'tworked.Shetellsherstudentsthatthosewhosubmittheirassignmentsontimewillbeeligibleforgracemarks.Thismethodworkedformorethanhalftheclass.Whichofthefollowingsituationsisthemostsimilartothis?A)Anairlineallowsfrequentflyers,whohaveaccumulatedmilesaboveacertaincut-off,toflytheirnexttripforfree.B)Arestaurantoffersafreedesserttoitsfirstthreecustomersoftheevening,inordertoincreasefootfalls.C)ClariantInc.introducesattendanceandpunctualityasacriteriainannualappraisalsinordertoencourageemployeestocometoworkontime.D)Aneye-bankprovidesacertificateofappreciationtoallthosewhopledgetodonatetheireyes.Answer:CPageRef:391-392AACSB:ReflectiveThinkingSkillsObjective:5Difficulty:ModerateClassification:CriticalThinking99)Whatisorganizationalbehavior?Howcanthestudyoforganizationalbehaviorhelpmanagers?Answer:Organizationalbehaviorisafieldofstudythatisconcernedspecificallywiththeactionsofpeopleatwork.Itfocusesprimarilyontwoareas,individualbehaviorandgroupbehavior.Individualbehaviorincludestopicssuchasattitudes,personality,perception,learning,andmotivation.Groupbehaviorincludesnorms,roles,teambuilding,leadership,andconflict.Thegoalsoforganizationalbehavioraretoexplain,predict,andinfluencebehavior.Finally,OBalsolooksatorganizationalaspectsincludingstructure,culture,andhumanresourcepoliciesandpractices.Managersneedtobeabletoexplainwhyemployeesengageinsomebehaviorsratherthanothers,predicthowemployeeswillrespondtovariousactionsthemanagermighttake,andinfluencehowemployeesbehave.PageRef:372-373Topic:FocusandGoalsofOrganizationalBehaviorObjective:1Difficulty:EasyClassification:Conceptual\n100)Defineattitudes.Listanddiscussthethreecomponentsofattitudesandincludeanexampleofastatementthatdescribeseachcomponenttosupportyouranswer.Answer:Attitudesareevaluativestatementseitherfavorableorunfavorableconcerningobjects,people,orevents.Theyreflecthowanindividualfeelsaboutsomething.Whenapersonsays,"Ilikemyjob,"heorsheisexpressinganattitudeaboutwork.Thethreecomponentsthatmakeupattitudesarecognition,affect,andbehavior.Thecognitivecomponentofanattitudeismadeupofthebeliefs,opinions,knowledge,orinformationheldbyaperson.Thebeliefthat"discriminationiswrong"illustratescognition.Theaffectivecomponentofanattitudeistheemotionalorfeelingpartofanattitude.Thiscomponentwouldbereflectedbythestatement,"Idon'tlikeJonbecausehediscriminatesagainstminorities."Finally,affectcanleadtobehavioraloutcomes.Thebehavioralcomponentofanattitudereferstoanintentiontobehaveinacertainwaytowardsomeoneorsomething.Forinstance,"ImightchoosetoavoidJonbecauseofmyfeelingsabouthim"isanexampleofthebehavioralcomponentofanattitude.PageRef:374Topic:AttitudesandJobPerformanceObjective:2Difficulty:EasyClassification:Conceptual101)Explaincognitivedissonancetheoryinbrief.Answer:Cognitivedissonancetheorysoughttoexplaintherelationshipbetweenattitudesandbehavior.Cognitivedissonanceisanyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.Thetheoryarguedthatinconsistencyisuncomfortableandthatindividualswilltrytoreducethediscomfortandthus,thedissonance.Howpeoplecopewithcognitivedissonancedependsonseveralfactors.Thetheoryproposedthathowhardwe'lltrytoreducedissonanceisdeterminedbythreethings:(1)theimportanceofthefactorscreatingthedissonance,(2)thedegreeofinfluencetheindividualbelievesheorshehasoverthosefactors,and(3)therewardsthatmaybeinvolvedindissonance.Ifthefactorscreatingthedissonancearerelativelyunimportant,thepressuretocorrecttheinconsistencywillbelow.However,ifthosefactorsareimportant,individualsmaychangetheirbehavior,concludethatthedissonantbehaviorisn'tsoimportant,changetheirattitude,oridentifycompatiblefactorsthatoutweighthedissonantones.Howmuchinfluenceindividualsbelievetheyhaveoverthefactorsalsoaffectstheirreactiontothedissonance.Iftheyperceivethedissonanceissomethingaboutwhichtheyhavenochoice,theywon'tbereceptivetoattitudechangeorfeelaneedtodoso.If,forexample,thedissonance-producingbehaviorwasrequiredasaresultofamanager'sorder,thepressuretoreducedissonancewouldbelessthanifthebehaviorhadbeenperformedvoluntarily.Althoughdissonanceexists,itcanberationalizedandjustifiedbytheneedtofollowthemanager'sorders—thatis,thepersonhadnochoiceorcontrol.Finally,rewardsalsoinfluencethedegreetowhichindividualsaremotivatedtoreducedissonance.Couplinghighdissonancewithhighrewardstendstoreducethediscomfortbymotivatingtheindividualtobelievethatthereisconsistency.PageRef:379Topic:ContemporaryOBIssuesObjective:2Difficulty:EasyClassification:Conceptual102)DescribetheBigFiveModel.ListanddiscussthefivepersonalitytraitsthatarebasedontheBigFiveModelofpersonality.\nAnswer:Inrecentyears,researchhasshownthatthefivebasicpersonalitydimensionsoftheBigFiveModelunderlieallothersandencompassmostofthesignificantvariationinhumanpersonality.TheBigFiveprovidemorethanjustapersonalityframework.Researchhasshownthatimportantrelationshipsexistbetweenthesepersonalitydimensionsandjobperformance.a.Extraversionthedegreetowhichsomeoneissociable,talkative,andassertive.b.Agreeablenessthedegreetowhichsomeoneisgood-natured,cooperative,andtrusting.c.Conscientiousnessthedegreetowhichsomeoneisresponsible,dependable,persistent,andachievementoriented.d.Emotionalstabilitythedegreetowhichsomeoneiscalm,enthusiastic,andsecure(positive)ortense,nervous,depressed,andinsecure(negative).e.Opennesstoexperiencethedegreetowhichsomeoneisimaginative,artisticallysensitive,andintellectual.PageRef:382Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual\n103)Inashortessay,listanddiscussfivepersonalitytraitsthathaveproventobepowerfulinexplainingindividualbehaviorinorganizations.Answer:a.Locusofcontrol.Somepeoplebelievethattheycontroltheirownfate.Othersseethemselvesaspawns,believingthatwhathappenstothemintheirlivesisduetoluckorchance.Thelocusofcontrolinthefirstcaseisinternal;thesepeoplebelievethattheycontroltheirowndestiny.Thelocusofcontrolinthesecondcaseisexternal;thesepeoplebelievethattheirlivesarecontrolledbyoutsideforces.Researchevidenceindicatesthatemployeeswhoratehighonexternalityarelesssatisfiedwiththeirjobs,morealienatedfromtheworksetting,andlessinvolvedintheirjobsthanarethosewhoratehighoninternality.b.Machiavellianism.AnindividualwhoishighinMachiavellianismispragmatic,maintainsemotionaldistance,andbelievesthatendscanjustifymeans.Injobsthatrequirebargainingskillsorthathavesubstantialrewardsforwinning,highMachsareproductive.Injobsinwhichendsdonotjustifythemeansorthatlackabsolutemeasuresofperformance,it'sdifficulttopredicttheperformanceofhighMachs.c.Self-esteem.Peopledifferinthedegreetowhichtheylikeordislikethemselves.Thistraitiscalledself-esteem(SE).Theresearchonself-esteemofferssomeinterestinginsightintoorganizationalbehavior.Forexample,self-esteemisdirectlyrelatedtoexpectationsforsuccess.HighSEsbelievethattheypossesstheabilitytheyneedinordertosucceedatwork.IndividualswithhighSEswilltakemorerisksinjobselectionandaremorelikelytochooseunconventionaljobsthanarepeoplewithlowSE.AnumberofstudiesconfirmthathighSEsaremoresatisfiedwiththeirjobsthanarelowSEs.d.Self-monitoring.Thisreferstoanindividual'sabilitytoadjusthisorherbehaviortoexternal,situationalfactors.Individualshighinself-monitoringshowconsiderableadaptabilityinadjustingtheirbehavior.They'rehighlysensitivetoexternalcuesandcanbehavedifferentlyindifferentsituations.Highself-monitorsarecapableofpresentingstrikingcontradictionsbetweentheirpublicpersonaandtheirprivateselves.Lowself-monitorscannotadjusttheirbehavior.Theytendtodisplaytheirtruedispositionsandattitudesineverysituation,andthere'shighbehavioralconsistencybetweenwhotheyareandwhattheydo.e.Risktaking.Peopledifferintheirwillingnesstotakechances.Differencesinthepropensitytoassumeortoavoidriskhavebeenshowntoaffecthowlongittakesmanagerstomakeadecisionandhowmuchinformationtheyrequirebeforemakingtheirchoice.Tomaximizeorganizationaleffectiveness,managersshouldtrytoalignemployeerisk-takingpropensitywithspecificjobdemands.Forinstance,highrisk-takingpropensitymayleadtoeffectiveperformanceforacommoditiestraderinabrokeragefirmbecausethistypeofjobdemandsrapiddecisionmaking.Ontheotherhand,highrisk-takingpropensitymightproveamajorobstacletoaccountantsauditingfinancialstatements.PageRef:382-383Topic:PersonalityObjective:3Difficulty:EasyClassification:Conceptual\n104)Inashortessay,listanddiscussthreeshortcutsfrequentlyusedinjudgingothers.Discusstheimpacttheseshortcutshaveonthemanagementofemployees.Answer:Perceivingandinterpretingpeople'sbehaviorisalotofwork,soweuseshortcutstomakethetaskmoremanageable.Thesetechniquescanbevaluablewhentheyletusmakeaccurateinterpretationsquicklyandprovidevaliddataformakingpredictions.However,theyaren'tperfect.It'seasytojudgeothersifweassumethatthey'resimilartous.Inassumedsimilarity,theobserver'sperceptionofothersisinfluencedmorebytheobserver'sowncharacteristicsthanbythoseofthepersonobserved.Whenwejudgesomeoneonthebasisofourperceptionofagroupheorsheispartof,stereotypingistheshortcutbeingused.Whenindividualsformageneralimpressionaboutapersononthebasisofasinglecharacteristic,suchasintelligence,sociability,orappearance,thehaloeffectistheinfluencingfactor.Managersneedtorecognizethattheiremployeesreacttoperceptions,nottoreality.Sowhetheramanager'sappraisalofanemployeeisactuallyobjectiveandunbiasedorwhethertheorganization'swagelevelsareamongthehighestinthecommunityislessrelevantthanwhatemployeesperceivethemtobe.Ifindividualsperceiveappraisalstobebiasedorwagelevelsaslow,theywillbehaveasifthoseconditionsactuallyexist.Employeesorganizeandinterpretwhattheysee,sothereisalwaysthepotentialforperceptualdistortion.PageRef:389Topic:PerceptionsObjective:4Difficulty:EasyClassification:Conceptual105)Definelearningandexplainthetwolearningtheoriesthatarerelevanttounderstandinghowandwhyindividualbehavioroccurs.Answer:Learningisanyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience.Thetwolearningtheoriesrelevanttounderstandinghowandwhyindividualbehavioroccursareoperantconditioningandsociallearning.Operantconditioningarguesthatbehaviorisafunctionofitsconsequences.Peoplelearntobehavetogetsomethingtheywantortoavoidsomethingtheydon'twant.Operantbehaviordescribesvoluntaryorlearnedbehaviorincontrasttoreflexiveorunlearnedbehavior.Thetendencytorepeatlearnedbehaviorisinfluencedbythereinforcementorlackofreinforcementthathappensasaresultofthebehavior.Reinforcement,therefore,strengthensabehaviorandincreasesthelikelihoodthatitwillberepeated.Theviewthatwecanlearnboththroughobservationanddirectexperienceiscalledsociallearningtheory.Theinfluenceofothersiscentraltothesociallearningviewpoint.Theamountofinfluencethatthesemodelswillhaveonanindividualisdeterminedbyfourprocesses:attentionalprocesses,retention,processes,motorreproductionprocesses,andreinforcementprocesses.PageRef:390-391Topic:LearningObjective:5Difficulty:ModerateClassification:Conceptual\n106)RichardisthemanageroftheSalesdepartmentinhiscompany.Henoticesthatseveralofthesalespeoplereportingtohimaretakingiteasy.Theirfocusistojustmeetthesalestargetandtakenoextrainitiativetoimprovesalesortheirindividualperformances.Asaresult,thedepartment'sperformanceisdeclining.ExplainhowRichardcanencouragehissalespeopletoimprovetheirperformancesusingtheshapingtechniques.Answer:Studentanswersmayvary.Thetendencytorepeatlearnedbehaviorisinfluencedbyreinforcementorlackofreinforcementthathappensasaresultofthebehavior.Reinforcementstrengthensabehaviorandincreasesthelikelihoodthatitwillberepeated.Lackofreinforcementweakensabehaviorandlessensthelikelihoodthatitwillberepeated.Whenabehaviorisfollowedbysomethingpleasant,it'scalledpositivereinforcement.Positivereinforcementincreasesthelikelihoodthatthedesiredbehaviorwillberepeated.Topositivelyreinforcegoodperformances,Richardcanofferanincentiveforeachsaleaboveacertaintarget.Rewardingaresponsebyeliminatingorwithdrawingsomethingunpleasantisnegativereinforcement.Tonegativelyreinforcegoodperformances,Richardcanoffertodoawaywithpenaltiesfortardiness.Thedesiredbehavior(betterperformance)isbeingencouragedbythewithdrawalofsomethingunpleasant(penaltiesfortardiness).Punishmentpenalizesundesirablebehaviorandwilleliminateit.Tousepunishment,Richardcanpenalizeallsalespeoplewhosellbelowaspecifiedtargeteachmonth.Eliminatinganyreinforcementthat'smaintainingabehavioriscalledextinction.Whenabehaviorisn'treinforced,itgraduallydisappears.Hecouldanalyzethesituationtofindoutwhatencouragesthesalespeopletoperformpoorlyandthenuseextinctiontoeliminatethecauseofthepoorperformance.However,asRichardistryingtoencourageapositivebehavior,hemightnotbeabletouseextinction.Bothpositiveandnegativereinforcementresultinlearning.Theystrengthenadesiredbehaviorandincreasetheprobabilitythatthedesiredbehaviorwillberepeated.Bothpunishmentandextinctionalsoresultinlearningbutdosobyweakeninganundesiredbehavioranddecreasingitsfrequency.PageRef:391-392Topic:ContemporaryOBIssuesAACSB:AnalyticSkillsObjective:5Difficulty:ModerateClassification:Application\n107)DescribethecharacteristicsofGenYemployees.WhatchallengesdomanagersfaceindealingwithGenYemployeesandhowcanmanagementaddressthese?Answer:Mostdefinitionsincludethoseindividualsbornfromabout1982to1997inGenY.GenYshavegrownupwithanamazingarrayofexperiencesandopportunities.Andtheywanttheirworklifetoprovidethataswell.GenYisindependentandtech-savvy.GenYworkershavehighexpectationsofthemselves.Theyaimtoworkfasterandbetterthanotherworkers.Theywantfairanddirectmanagerswhoarehighlyengagedintheirprofessionaldevelopment.Theyseekoutcreativechallengesandviewcolleaguesasvastresourcesfromwhomtogainknowledge.Theywantimmediateresponsibility.Theywantsmallgoalswithtightdeadlinessotheycanbuildupownershipoftasks.GenYemployeeswantbosseswhoareopenminded;expertsintheirfield,eveniftheyaren'ttech-savvy;organized;teachers,trainers,andmentors;notauthoritarianorpaternalistic;respectfuloftheirgeneration;understandingoftheirneedforwork–lifebalance;providingconstantfeedback;communicatinginvividandcompellingways;andprovidingstimulatingandnovellearningexperiences.ManagingGenYworkerspresentssomeuniquechallenges.Conflictsandresentmentcanariseoverissuessuchasappearance,technology,andmanagementstyle.GenYemployeestendtofavormoreinformalattireintheworkplace.Inmanyorganizations,jeans,t-shirts,andflip-flopsareacceptable.However,inothersettings,employeesareexpectedtodressmoreconventionally.Buteveninthosemoreconservativeorganizations,onepossiblesolutiontoaccommodatethemorecasualattirepreferredbyGenYistobemoreflexibleinwhat'sacceptable.Forinstance,theguidelinemightbethatwhenthepersonisnotinteractingwithsomeoneoutsidetheorganizations,morecasualwear(withsomerestrictions)canbeworn.ThisgenerationhaslivedmuchoftheirliveswithATMs,DVDs,cellphones,e-mail,texting,laptops,andtheInternet.Whentheydon'thaveinformationtheyneed,theyjustsimplyenterafewkeystrokestogetit.Havinggrownupwithtechnology,GenYstendtobetotallycomfortablewithit.They'requitecontenttomeetvirtuallytosolveproblems,whilebewilderedbabyboomersexpectimportantproblemstobesolvedwithanin-personmeeting.BabyboomerscomplainaboutGenY'sinabilitytofocusononetask,whileGenYsseenothingwrongwithmultitasking.Again,flexibilityfrombothisthekey.GenYemployeeshavealottoofferorganizationsintermsoftheirknowledge,passion,andabilities.Managers,however,havetorecognizeandunderstandthebehaviorsofthisgroupinordertocreateanenvironmentinwhichworkcanbeaccomplishedefficiently,effectively,andwithoutdisruptiveconflict.PageRef:394Objective:6Difficulty:ModerateClassification:Conceptual盛年不重来，一日难再晨。及时宜自勉，岁月不待人。