CODE: 002

I. MULTIPLE CHOICE QUESTIONS:

1 2 3 4 5 6 7 8 9 10
11 12 13 14 15 16 17 18 19 20

1. ________ is the process by which individuals organize and interpret their

sensory impressions in order to give meaning to their environment.
A) Sensation
B) Impression
C) Apprehension
D) Attribution
E) Perception
2. Which of the following statements is most likely to be true regarding moods?
A) Moods are always brought about by a specific event.
B) Moods last for a very short period of time, such as a few seconds.
C) As compared to emotions, moods are more likely to be clearly revealed by
facial expressions.
D) Moods are more fleeting than emotions.
E) Moods are cognitive in nature.
3. __ refers to evaluative statements or judgments concerning objects, people, or
events.
A) Attitude
B) Behavior
C) Appearance
D) Demeanor
E) Performance
4. ________ are defined as people who oversee the activities of others and who
are responsible for attaining goals in organizations.
A) Assistants
 B) Managers
C) Secretaries
D) Interns
E) Apprentices

5. ________ diversity refers to diversity in observable attributes such as race,

ethnicity, sex, and age.
A) Surface-level
B)Conjunctive
C) Disjunctive
D) Psychographic
E) Additive
6. The ________ element of motivation describes how hard a person tries.
A) intelligence
B) experience
C) direction
D) intensity
E) persistence
7. Which of the following statements represents the cognitive component of
attitude?
A) I have decided to inform my supervisor that I will be quitting my job.
B) I intend to work during the weekend to meet the month's deadline.
C) I feel upset about having to work during Christmas.
D) It is disappointing to know that I did not get a good evaluation.
E) This job is not giving me an opportunity to explore my skills.
8. When a company measures employees' skills assessments and then provides
growth opportunities to employ special talents, ________ is likely to
increase.
A) Promotion satisfaction
B) Pay satisfaction
C) Satisfaction with the work itself
D) Coworker satisfaction
9. Which of the following is a characteristic of emotions?
A) Emotions are reactions to a person or event.
B) Emotions last for a longer time period than moods.
C) Emotions are never action-oriented in nature.
D) Emotions lack a contextual stimulus.
E) Emotions involve less intense feelings than moods.
10. Which of the following is a factor present in a situation which may affect a
person's perception?
A) similarity
B) size
C) expectation
D) time
E) experience
11. Which of the following functions do managers undertake as part of
planning functions?
A) defining an organization’s goals
B) implementing strategies for achieving goals
C) executing plans to integrate activities
D) accomplishing goals of a project
E) employing strategies to coordinate tasks

12. Organizational commitment is defined as ________.

A) the degree to which employees identify with the organization they work
for and its goals
B) the state of discord caused by opposition of values between people
working together
C) the degree to which an employee's sense of cognitive dissonance is
related to his/her job
 D) the employee's degree of disagreement or differential opinions about
organizational practices
E) the degree to which employees believe their work impacts their
organization significantly

13. ………….refers to the heterogeneity of organizations in terms of gender,

age, race, ethnicity, sexual orientation, and inclusion of other diverse
groups.
A) Workforce associability
B) Workforce diversity
C) Cultural similarity
D) Organizational congruity
E) Operational homogeneity

14. ________ is defined as the processes that account for an individual's

intensity, direction, and persistence of effort toward attaining a goal.
A) Leadership
B) Management
C) Learning
D) Emotional labor
E) Motivation

15. Monica Walden feels that people who use plastic bags are insensitive
toward the environment. She believes that people have a certain obligation
toward their environment and should take it upon themselves to protect and
preserve it. Which of the following factors has most likely influenced
Walden's perception of people?
A) location
B) time
C) characteristic of the target
 D) expectation
E) context

16. Sally Mitchell works as a manager at an environmental organization. She is

currently working on a global warming project and decides which tasks
related to creating awareness about the issue need to be done. In addition,
she is also deciding which members of her team will work on engaging
with the public and which will work on lobbying with the government. She
is also assigning people as team members to ensure that tasks are
undertaken on time. Which of the following categories of functions is
Mitchell undertaking?
A) planning
B) organizing
C) scrutinizing
D) controlling
E) envisioning

17. ____ refers to a positive feeling about one's job resulting from an
evaluation of its characteristics.
A) Job satisfaction
B) Job design
C) Positivity offset
D) Constructive dismissal
E) Picketing

18. Which of the following statements is most likely to be true regarding

moods?
A) Moods are always brought about by a specific event.
B) Moods last for a very short period of time, such as a few seconds.
C) As compared to emotions, moods are more likely to be clearly revealed
by facial expressions.
 D) Moods are more fleeting than emotions.
E) Moods are cognitive in nature
19. Among the Big Five personality dimensions, _____ had the strongest
positive correlation with job performance.
A) Extroversion
B) Agreeableness
C) Conscientiousness
D) Emotional stability
E) Openness to experience
20. A difference in ________ would indicate deep-level diversity.
A) Ethnicity
B) Age
C) Values
D) Gender
E) Disability
II. LISTENING
A. Manager roles:

Manager must behave complete business person by understanding:

- (1)..............................................................
- (2)..............................................................
- (3)..............................................................

A manager may be a :Coach, strategic planner,(4)……………,cheerleader, conflict

manager, (5)…………., problem solver, …

10 specific roles classified into 3 categories:

- (6)..............................................................
- (7)..............................................................
- (8)..............................................................
 B. Standard of behavior:
1. defined what behavior was (9) .................
2. defined (10)………………c code of conduct
3. made employees review the policy and sign an (11)……………….. form
4. document the (12) ..................................... of misbehavior
5. to follow the (13) …………………action in the handbook
6. monitor employees’ behavior
7. established an (14)……………… Committee
8. Showed Employee (15)……………….
C. Emotions and moods

Emotions Moods
• Caused by (16)……………. • Cause is often (20)……………
event and unclear
• Very (17) ………...in duration • Last longer than emotions (hours
(seconds or days)
or minutes) • More general (two main
• Specific and (18)…………. in dimensions—
nature positive affect and negative
(many specific emotions such as affect—
anger, fear, sadness, happiness, that are composed of multiple
disgust, surprise) specific
• Usually (19) emotions)
…………..expressions • Generally not indicated by
distinct
expressions
• Cognitive in nature
III. QUESTION:
1. What do managers do in terms of functions, roles and skills?
2. What causes job satisfaction? For most people, is pay or the work itself more
important?
3. What are the Big Five personality traits?
4. What is the rational model of decision making? How is it different from
bounded rationality and intuition?
IV. CASE STUDY

Bullying Bosses

After a long weekend, Kara stared at her computer with a sick feeling in her stomach:
her boss had added her as a friend on Facebook. Kara did not feel particularly close
to her boss, nor did she like the idea of mixing her social life with her work. Still, it
was her boss. Kara reluctantly accepted her boss as a Facebook friend. Little did she
know her troubles were only beginning.

Kara’s boss soon began using her online information to manipulate her work life. It
began with inappropriate innuendos regarding Facebook photos. Eventually, Kara’s
boss manipulated her work hours, confronted her both on and off Facebook, and
repeatedly called Kara’s cell phone questioning her whereabouts. “My boss was a
gossiping, domineering, contriving megalomaniac, and her behavior dramatically
intensified when she used Facebook to pry,” Kara said. Eventually, Kara was forced
to quit. “I feel like I got my freedom back and can breathe again,” she said.

Although many individuals recall bullies from elementary school days, some are
realizing bullies can exist in the workplace, too. In a recent poll, 37 percent of
employees report being victims of a bullying boss. And these bullies don’t pick on
just the weakest in the group; any subordinate may fall prey. As Kara found, bullying
is not limited to male bosses: 40 percent of bullies are women, and women are their
targets 70 percent of the time.

How does bullying affect employee motivation and behavior?

Surprisingly, though victims may feel less motivated to go to work every day, they
continue performing their required job duties. However, some are less motivated to

perform extra-role or citizenship behaviors. Helping others, speaking positively

about the organization, and going beyond the call of duty are reduced as a result of
bullying. According to Dr. Bennett Tepper, fear may be the reason many workers
continue to perform. And not all individuals reduce their citizenship behaviors. Some
continue to engage in extra-role behaviors to make themselves look better than their
colleagues. Other victims of bullying may be motivated to actively retaliate against
their bullying supervisor, or engage in acts of workplace withdrawal.

What should you do if your boss is bullying you? Don’t necessarily expect help from
co-workers. As Emelise Aleandri, an actress and producer from New York who

left her job after being bullied, stated, “Some people were afraid to do anything. But
others didn’t mind what was happening at all, because they wanted my job.”
Moreover, according to Dr. Michelle Duffy of the University of Kentucky, co-
workers often blame victims of bullying in order to resolve their own guilt. “They do
this by wondering whether maybe the person deserved the treatment, that he or she
has been annoying, or lazy, [or] did something to earn it,” she says.

Questions

1. How does workplace bullying violate the rules of organizational justice?

2. What aspects of motivation might workplace bullying reduce? For example, are
there likely to be effects on an employee’s self-efficacy? If so, what might those
effects be? Do you think bullying would motivate you to retaliate?

3. If you were a victim of workplace bullying, what steps would you take to try to
reduce its occurrence? What strategies would be most effective? Least effective?

What would you do if one of your colleagues were a victim?

4. What factors do you believe contribute to workplace bullying? Are bullies a

product of the situation, or do they have flawed personalities? What situations

and what personality factors might contribute to the presence of bullies?