Multiple Choice Questions When Managers Establish A Structur

Multiple Choice Questions1 When Managers Establish A Structure Of Wor

When managers establish a structure of work relationships that determines how their employees will cooperate and act collaboratively to achieve organizational goals, they are primarily ________. a. leading b. organizing c. planning d. controlling

Which of the following is NOT one of the managerial roles identified by Henry Mintzberg? a. negotiator b. optimizer c. liaison d. monitor

The managerial role of a ________ is best described as giving direct command and orders to subordinates. a. figurehead b. liaison c. monitor d. leader

According to Mintzberg, a manager is acting as a ________ when she launches a new organizational advertising campaign to promote a new product. a. figurehead b. disseminator c. spokesperson d. negotiator

When a skilled manager moves from one company to another, he will most likely have to refine his ________ skills. a. technical b. conceptual c. monitoring d. human

________ skills enable managers to lead and control the behaviors of other people and groups. a. Conceptual b. Technical c. Human d. Analytical

A company is looking to hire a person that will need to work with five others on a project. The open spot is due to an employee abruptly leaving. In her exit questionnaire, she wrote that the other team members were impossible. During the interview process, which question would best help the company find the best person for this position? a. Do you like trying new things? b. Are you a worrier? c. Do you believe your actions affect your fate? d. Do you have sympathetic feelings for others?

Individuals likely to experience negative moods at work, feel stressed, and generally have a negative orientation toward the work situation are said to be ________. a. unmotivated b. pixilated c. low on neuroticism d. high on neuroticism

________ is the trait that captures the distinction between individuals who get along with other people and those who do not. a. Conscientiousness b. Openness to experience c. Agreeableness d. External locus of control

Which of the dimensions of personality do competence, order, and self-discipline fall under? a. agreeableness b. neuroticism c. conscientiousness d. extraversion

A low level of agreeableness would most likely be an asset for a ________. a. drill sergeant b. FBI agent c. prosecuting attorney d. football player

Individuals high on ________ are more likely to feel good at work and be satisfied with their jobs. a. extraversion b. introversion c. affectivity d. socialization

The collection of feelings and beliefs that people have about their organization as a whole is known as organizational ________. a. loyalty b. commitment c. satisfaction d. attitude

The cognitive component of a worker’s attitude is the employee’s ________. a. feelings about his or her job or organization b. beliefs about the job or organization c. thoughts about how to behave in his or her job or organization d. ethical stance on his or her job or organization

How people feel at the time they are actually performing their jobs is referred to as work ________. a. attitudes b. moods c. behaviors d. work values

The ________ component of a worker’s attitude reflects his thoughts about how to behave on the job. a. affective b. cognitive c. behavioral d. extrinsic

Workers who feel excited, enthusiastic, active, strong, and elated are most likely experiencing ________. a. job satisfaction b. organizational commitment c. openness to experience d. positive work moods

________ is rude interpersonal behavior that reflects a lack of respect for others. a. Organizational conflict b. Workplace incivility c. Negative affectivity d. Discriminatory marginality

Which is NOT one of the ways in which managers can guard against faulty decisions due to motivational states? a. base perceptions on observed behaviors b. do not take personal motives into consideration c. concentrate on actual performance d. avoid unwarranted assumptions

An individual’s ________ is influenced by his own characteristics, the true characteristics of the target, and the situation. a. bias b. reality c. schema d. perception

As the ambiguity of a target increases, it becomes ________. a. harder for perceivers to form accurate perceptions b. less likely that various perceivers will perceive the target differently c. less difficult to determine what the target is really like d. easier for perceivers to form accurate perceptions

Targets are perceived to be smarter, more credible, and more responsible than others when they have ________. a. more perception b. less power c. greater ambiguity d. high social status

When an employee reminds his boss about his past accomplishments, the employee is using the tactic of ________. a. self-promotion b. situational conformity c. appreciation d. behavioral matching

People are most likely to use impression management tactics when interacting with perceivers ________. a. over whom they have power b. who have power over them c. that they will never see again d. with high situational salience

The impression management tactic of ________ occurs when the target tries to present himself or herself in as positive a light as possible. a. behavioral matching b. flattering others c. self-promotion d. being consistent

Managers who use reinforcement must do all of the following except ________. a. choose whether to use continuous or partial reinforcement b. decide whether to use conditioned or unconditioned stimuli c. identify the correct behavior to reinforce d. exercise caution so as not to too extensively reinforce a behavior

The performance of a desired behavior is reinforced on a(n) ________ when partial reinforcement is used to encourage learning. a. timely basis b. continuous basis c. sequential basis d. intermittent basis

Which of the following is NOT one of the four schedules of partial reinforcement? a. fixed-interval schedule b. sequentially-set schedule c. fixed-ratio schedule d. variable-ratio schedule

With a ________ schedule, a certain number of desired behaviors must occur before reinforcement is provided. a. fixed-interval b. variable-interval c. fixed-ratio d. variable-ratio

Fred Friend sometimes rewards his workers by ordering out for pizza. He usually does this after he has received three to five compliments on his department’s performance, but over time, it averages out to every four compliments. Fred is using a ________ schedule. a. fixed-interval b. variable-interval c. fixed-ratio d. variable-ratio

If a worker is unable to learn to perform a complicated task all at once, ________ would be the most effective in encouraging employees to gradually acquire the skills and expertise needed to perform at an adequate level. a. positive reinforcement b. shaping c. operant conditioning d. extinction

The law office of Smith and Smith is one of safety and comfort. Co-workers are friends and there are several office parties. However, everything is not perfect. June has a large family and her salary is just not enough to cover everything. Bill makes the same salary but because he is single and doesn’t have many expenses, his needs are met. Sam, a new employee, appreciates the office parties but still feels out of the loop. According to Maslow, who is most likely to be motivated by interesting projects and opportunities for growth? a. June b. Bill c. Sam d. any of the employees may be equally motivated by interesting projects

Mick Box was recognized as Salesperson of the Year because of his outstanding sales record. Maslow would assert that Mick’s ________ needs were met by this award. a. ego b. psychosocial c. esteem d. psychological

Regis Marzoni is hunting for a house that will impress his neighbors and colleagues, and thus show them that he has “made it big.” Maslow’s hierarchy of needs theory would classify his house hunting as being motivated by ______fulfillment of needs. a. physiological b. safety c. belonging d. esteem

In ERG theory, ________ needs involve self-development and creative, productive work. a. growth b. existence c. relatedness d. physiological

According to ERG theory, ________ needs include food, water, clothing, shelter, safe, and secure environment. a. growth b. existence c. relatedness d. physiological

Mark Ludwig’s attempts at becoming a commercial illustrator have led to frustration, despite his desire to improve his creative skills and be productive as an artist. According to Alderfer’s ERG theory, once Mark accepts that he will be unable to become an illustrator, he is most likely to ________. a. focus more on his workplace relationships b. start taking bookkeeping classes at the local community college c. increase his level of persistence d. begin displaying dysfunctional behaviors

Possible disadvantages of job enrichment include all of the following except ________. a. unwanted additional responsibility b. expensive and impossible to do c. reduced efficiency d. repression of intrinsic motivation

The primary focus of the job characteristics model is identifying which job characteristics contribute to ________. a. work that is extrinsically motivating b. intrinsically motivating work c. skill variety of workers d. growth-need strength of workers

In the job characteristics model, the extent to which a job involves performing a whole piece of work from beginning to end is referred to as ________. a. job crafting b. task identity c. autonomy d. task significance

Jerry finds his job as an intensive care nurse very rewarding and challenging. No day is ever the same. Jerry’s one complaint is that he does not always find out how his patients do after leaving his unit. On a whole, he is satisfied with his schedule. Jerry will most likely rank low in what core job dimension? a. task identity b. task significance c. autonomy d. skill variety

George is a mail carrier for the post office. While George enjoys his job and recognizes that he is making an important difference to people’s lives—delivering their mail to them—he is bored with his job and wishes that he has more opportunities to learn new things and then use what he learned. George would be happier if he had more ________ in his job. a. task significance b. feedback c. skill variety d. autonomy

In the job characteristics model, the extent to which a job has an impact on the lives or work of other people in or out of the organization is referred to as ________. a. feedback b. task variety c. skill identity d. task significance

One way to view personal stressors is by categorizing them as ________. a. sources of positive or negative affectivity b. major or minor work-life linkages c. overload or underload factors d. major or minor life events

________ are not job-related stressors. a. Arguments with a boss b. Increased job responsibilities c. Serious illnesses d. Angry customers

________ occurs when the set of behaviors or tasks a person in an organization is expected to perform are at odds with each other. a. Role ambiguity b. Role conflict c. Work-life linkage d. Role dissension

David Nichols is a quality assurance manager at one of the ABC Company’s manufacturing plants. His job requires him to head up the plant’s quality committee. This committee has recently become critical of the job being done by the instrumentation lab, a department that reports to David. His need to deal with the committee’s criticism of the lab and his management role at the lab may generate stress that would be due to ________. a. role conflict b. work-life balance stress c. role tension d. overload

A company hires two new employees. While Ellen is training Seth, she gives him a detailed explanation of what he has to do and what he should do if he wants to be promoted in the company. Jenny, who has been working at the company for years, has a very different position than Thomas, the new employee whom she is training. She tells him all about her job and expectations but has little information to give him on what his job will entail. What is Thomas most likely to feel? a. role ambiguity b. work-life linkage stress c. role tension d. role dissension

Not having enough work to do, known as ________, can be stressful for employees. a. underload b. slack time c. break time d. job rotation

Why do organizations use emotion-focused coping strategies? a. They equip employees with ways to better handle the stress. b. They lessen the workload for employees. c. They make the problems go away. d. They solve some problems but also introduce new ones.

Paper For Above instruction

Management theories and organizational behavior revolve around understanding how managers and employees interact within organizational frameworks to achieve goals efficiently and effectively. The role of managerial functions, such as organizing, leading, planning, and controlling, forms the foundation of organizational success. Among these, organizing is crucial, especially as it pertains to establishing a work structure that delineates how employees collaborate to attain common objectives (Robbins & Coulter, 2021). Establishing effective work relationships requires clear role definitions, authority lines, and communication channels that facilitate cooperation and coordination.

Henry Mintzberg significantly contributed to understanding managerial roles, identifying ten roles grouped into interpersonal, informational, and decisional categories (Mintzberg, 1973). Notably, roles like negotiator and monitor are essential, whereas 'optimizer' is not recognized as one of his roles, making it the correct answer for the question about managerial roles (Schermerhorn et al., 2019). Managers act as figureheads, leaders, disseminators, spokespersons, and negotiators depending on their context within the organization. For example, when launching a new product, a manager assumes the spokesperson role to communicate organizational messages externally (Hitt et al., 2017). These roles are dynamic, overlapping, and context-dependent, requiring managers to adapt their behavior to meet organizational needs.

Effective leadership involves direct command and clear instructions, reflecting the authoritative role of a manager. Mintzberg’s role as a leader involves motivating, directing, and influencing subordinates to perform their tasks effectively (Northouse, 2018). When managers initiate programs like advertising campaigns, they act as spokespersons and figureheads, embodying organizational values and communicating strategic initiatives both internally and externally. Moving between companies, managers need to refine their technical skills—those associated with specific knowledge and procedures relevant to their job—and also their human skills, which involve understanding and motivating others (Goleman, 1998).

Managerial skills are generally classified into technical, human, and conceptual categories. Human skills are especially crucial for leading and controlling behaviors of groups and individuals. These skills are foundational for effective team management and organizational cohesion (Katz, 1974). Likewise, emotional intelligence, encompassing self-awareness and empathy, enhances human skills, facilitating better communication, relationship management, and conflict resolution (Goleman, 1998).

Interview questions aimed at assessing candidates' compatibility with team dynamics often focus on their interpersonal skills. For instance, knowing whether a candidate is empathetic or a worrier can predict how well they will adapt to challenging team environments. High neuroticism, characterized by emotional instability and negativity, correlates with higher stress and difficulty working in collaborative settings (Barrick & Mount, 1991). Conversely, traits like extraversion and agreeableness are associated with higher job satisfaction and positive work moods (Digman, 1991).

Personality dimensions, such as conscientiousness, influence job performance and organizational commitment. Conscientious individuals tend to be disciplined, organized, and dependable, traits beneficial for tasks requiring precision and persistence (Barrick & Mount, 1995). A low level of agreeableness might be advantageous in roles requiring assertiveness or negotiation, such as law enforcement or sales, where firmness outweighs friendliness (Hogan & Hogan, 2001).

Attitudes towards work, including organizational attitudes, stem from affective (emotional), cognitive (belief), and behavioral components. These components influence employee motivation, commitment, and satisfaction (Ajzen & Fishbein, 1977). Positive moods at work, characterized by enthusiasm and energy, enhance productivity and job satisfaction. Conversely, negative moods and stress can impair performance and well-being (George & Zellars, 2001).

Perceptions in organizational settings are subject to biases influenced by individual characteristics, target attributes, and situational factors. Perceiver bias, for example, can lead to overestimating a target's intelligence or responsibility if they possess high social status. Perception distortions affect decision-making and interpersonal interactions (Landen & Roebers, 2017). Impression management tactics, such as self-promotion and flattering others, are used intentionally to influence perceptions, especially in evaluations or promotions (Schlenker, 1980).

Reinforcement theories underpin motivation and learning in organizations. Operant conditioning, as proposed by Skinner, suggests that desirable behaviors are strengthened through reinforcement schedules. Continuous reinforcement provides immediate rewards for behaviors, while partial reinforcement—including fixed-ratio, fixed-interval, variable-ratio, and variable-interval schedules—encourages learning over time (Lai & McDonald, 2013).

Job enrichment and the job characteristics model highlight how intrinsic motivators such as skill variety, task identity, autonomy, feedback, and task significance can enhance job satisfaction. Designing jobs with these core dimensions supports greater engagement and intrinsic motivation (Hackman & Oldham, 1976). However, job enrichment can sometimes lead to increased responsibilities and complexity that may cause stress or reduce efficiency if not managed appropriately (Humphrey et al., 2007).

Theories like Maslow’s Hierarchy of Needs and Alderfer’s ERG propose that motivation is driven by addressing hierarchical or related needs, such as physiological, safety, belongingness, esteem, and self-actualization. For example, higher-level needs like esteem are fulfilled through recognition and achievement, which motivates employees to perform better (Maslow, 1943; Alderfer, 1969). When lower needs are unmet, individuals tend to focus on fulfilling basic requirements before progressing to higher-level motivations (Latham & Pinder, 2005).

Work stressors, including overload, role conflict, ambiguity, and insufficient work, can negatively impact employees’ health and productivity. Effective coping strategies—particularly emotion-focused coping—are employed by organizations to help employees manage stress, such as relaxation or seeking