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首页 罗宾斯《管理学》第九版题库_14

罗宾斯《管理学》第九版题库_14.doc

罗宾斯《管理学》第九版题库_14

yixianlai
2011-01-17 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《罗宾斯《管理学》第九版题库_14doc》,可适用于高等教育领域

TowardExplainingandPredictingBehaviorChapter–FoundationsofBehaviorTrueFalseQuestionsATTTITUDESAttitudesareevaluativestatementconcerningobjects,people,oreventsTrue(moderate)Whenanemployeesays,"ImakelessmoneyatthiscompanythanIcouldearnatanothercompany,"hesheisreflectingthecognitivecomponentofanattitudeTrue(difficult)Thebehavioralcomponentofanattitudeismadeupofthebeliefs,opinions,knowledge,orinformationheldbyapersonFalse(moderate)Theterm"attitude"usuallyreferstotheaffectivecomponentTrue(moderate)Jobinvolvementisthedegreetowhichanemployeeidentifieswithhisorherjob,activelyparticipatesinit,andconsidershisorherjobperformancetobeimportanttohisorherselfworthTrue(moderate)Cognitivedissonancetheoryseekstoexplainthecorrelatedrelationshipbetweentheaffective,cognitive,andbehavioralcomponentsofattitudesFalse(moderate)ThesatisfactionperformancecorrelationsarestrongestforhigherlevelemployeesTrue(moderate)BeinghappyatworkresultsinemployeesbeingproductiveworkersFalse(moderate)PERSONALITYAccordingtotheMyersBriggsTypeIndicator,apersonwhoratesstronglyasa"perceptive"wouldlikelybespontaneousTrue(moderate)TheMyersBriggsTypeIndicatorlacksevidencetosupportitsvalidityTrue(moderate)IntheBigFiveModel,emotionalsecuritywaspositivelyrelatedtojobperformanceFalse(difficult)TheBigFiveModelfoundthatcalmandsecureworkersperformedbetterthannervousonesFalse(difficult)EmployeeswithhighselfesteemtendtobemoresatisfiedwiththeirjobsthanlowSEsTrue(moderate)Apersonwhobelievesthatifheworkshard,hewillbesuccessful,wouldbedescribedashavinganinternallocusofcontrolTrue(easy)ApersonwhoratesasbeinghighinMachiavellianismwouldaccomplishhertaskregardlessofwhatittakesTrue(moderate)Alowselfmonitoringemployeewouldnotadjustwelltoselfsentsignals,butrespondswelltosignalsinhisherexternalenvironmentFalse(difficult)AccordingtoHolland'sTypology,enterprisingtypestendtobeselfconfident,ambitious,energeticanddomineeringTrue(moderate)AccordingtoHolland'sTypology,arealisticpersonalitytypemightbewellsuitedtobeaneconomistFalse(moderate)PeoplefromMiddleEasterncountriesbelievetheycandominatetheirenvironmentFalse(difficult)USworkers,morethanIranianworkers,wouldlikelyhaveanexternallocusofcontrolFalse(moderate)AccordingtoHolland'sVocationalPreferenceInventory,farmingisconsideredaconventionaljobtypeFalse(moderate)PERCEPTIONPerceptionisaprocessbywhichindividualsgivemeaningtotheirenvironmentbyorganizingandinterpretingtheirsensoryimpressionsTrue(moderate)AttributionisaprocessbywhichindividualsorganizeandinterprettheirsensoryimpressionsinordertogivemeaningtotheirenvironmentFalse(easy)Distinctivenessreferstowhetheranindividualdisplaysabehaviorinmanysituationsorwhetherit'sparticulartoonesituationTrue(moderate)Instereotyping,theobserver’sperceptionofothersisinfluencedbytheobserver’sowncharacteristicsthanbythoseofthepersonobservedFalse(moderate)YourhumanresourcedirectorbelievesthatmarriedemployeesaremorestablethansinglepersonsareThisisanexampleofthehaloassumedsimilarityFalse(moderate)Ifamanagerthinksthatallattractiveemployeesarealsoproductiveemployees,themanageriscommittinganerrorbasedonahaloeffectTrue(moderate)OperantconditioningarguesthatbehaviorisafunctionofitsconsequencesTrue(easy)MultipleChoiceAMANAGER’SDILEMMAAccordingtotheboxedfeature,“AManager’sDilemma,”whatisthedilemmafacingKelmanatPlumtreea​ determininghowtoexpandthebusinessb​ determininghowtoproperlyimplementthestrategicplanc​ determininghowtobalancepersonalandbusinessissueswithhisroommates(moderate)d​ determininghowtosourceadditionalcapitalWHYLOOKATINDIVIDUALBEHAVIORWhichofthefollowingarethetwomajorareasonwhichorganizationalbehaviorfocusesaindividualbehavior,groupbehavior(moderate)bmanagerialbehavior,employeebehaviorctraits,environmentsdmacropersonalitytraits,micropersonalitytraitsecognitive,behavioraloutcomesWhichofthefollowingisnotassociatedwiththestudyofindividualsaattitudesbmotivationcroles(difficult)dperceptionelearningWhichofthefollowingisassociatedwiththestudyofindividualsanormsbrolescteambuildingdperception(moderate)econflictThegoalsoforganizationalbehavioraretoandbehavioraunderstandcontrolbimpactchangecexplainpredict(moderate)dcategorizesimplifyeunderstandcounselThefourcommonbehaviorstypicallystudiedinorganizationalbehaviorareemployeeproductivity,absenteeism,turnover,andtheattitudeofajobsatisfaction(moderate)bpaysatisfactioncindividualismdrisktakingecreativityATTITUDEWhichofthefollowingreflectsanattitudeaThebuildingistallbThemoviewasfun(difficult)cIgetpaidmorethanmyspousedIcecreamiscoldeIworkfromtoThethreecomponentsthatmakeupanattitudeareacognitive,affective,behavioral(easy)btraits,behavioral,emotionalcknowledge,opinion,individualhistorydintention,opinion,environmentepreopinion,experience,evaluationInthestatement,"Thehighwayisverybusyatpmandisscarytodriveon,soI'llwaituntilpmtogohome,"thephrase,"Thehighwayisverybusy,"representswhichcomponentofanattitudeacognitive(difficult)bbehavioralcemotivedaffectiveejudgmentalInthestatement,"Thehighwayisverybusyatpmandisscarytodriveon,soI'llwaituntilpmtogohome,"theword"scary"representswhichcomponentofanattitudeacognitivebbehavioralcemotivedaffective(difficult)ejudgmentalInthestatement,"Thehighwayisverybusyatpmandisscarytodrive,soI'llwaituntilpmtogohome,"thephrase,"soI'llwaituntilpmtogohome,"representswhichcomponentofanattitudeacognitivebbehavioral(difficult)cemotivedaffectiveejudgmentalUsually,thetermattituderefersonlytothecomponentacognitivebemotivecjudgmentaldbehavioraleaffective(easy)Amanagementtraineeworkingforabankwhosays,"WorkinginthisindustryisjustnotwhoIamasaperson,"probablylacksajobsatisfactionbselfperceptionscorganizationalcommitmentdjobinvolvement(difficult)epaysatisfactionWhichofthefollowingtermsisdefinedas"anemployee'sorientationtowardtheorganizationintermsofhisherloyalty,identification,andinvolvement"ajobsatisfactionbselfperceptioncorganizationalcommitment(easy)djobinvolvementepaysatisfactionreferstoanyinconsistencythatanindividualmightperceivebetweentwoormoreofhisherattitudesorbetweenhisherbehaviorandattitudesaBehavioralinconsistencybAffectivedissonancecCognitivedissonance(moderate)dAttitudeadjustmenteEmotivedisfunctioningThecognitivedissonancetheoryproposedthatthedesiretoreducedissonanceisdeterminedbyaimportance,influence,andrewards(difficult)beconomics,politics,andorganizationalstructurecstability,position,andpowerdawareness,status,andpunishmentseauthority,responsibility,andrelevanceWhichofthefollowingcasescontainsanelementthatmayleadapoliticiantocorrectcognitivedissonancea​ Apoliticiandoesnotreallycareifthespottedowllivesorbecomesextinctb​ Thepoliticianhasthepowertopasslegislationtokeepthespottedowlfromextinction(difficult)c​ Thepoliticianwillgetreelectedforignoringtheneedsofthespottedowld​ Thepoliticiangrewupinthecitye​ ThepoliticianisamaleWhatdoestheresearchevidencesuggestaboutthestatement,"Happyworkersareproductiveworkers"aIt'sfalseinstead,productiveworkersareleasthappybThereisstrongsupportiveevidencesincetheHawthornestudiescThereisasmallpositiverelationshipbetweenthetwovariables(moderate)dActually,thereisnorelationshipbetweenthetwovariableseItistrueforthemanufacturingsectorbutnottheservicesectorWheredoesthe"happyworkerproductiveworker"relationshipseemtobemoststrongahigherlevelemployees(moderate)blowerlevelemployeescserviceindustryemployeesdmanufacturingsectoremployeeseentrylevelemployeesWhichofthefollowingistrueaboutorganizationallycommittedandsatisfiedemployeesalowerratesofturnoverandabsenteeism(easy)bhigherratesofvoluntaryturnoverchigherratesofcognitivedissonancedmuchhigherpaylevelselessrisktakingPERSNALITYWhenwedescribesomeoneas"shy,""aggressive,""extroverted,"or"loyal,"wearetalkingabouthisorheraattitudebbehaviorcpersonality(easy)demotioneabilityAccordingtothetext,anindividual’sistheuniquecombinationofthepsychologicaltraitsusedtodescribethatpersona​ moralb​ attitudec​ behaviord​ personality(moderate)e​ perceptionWhichofthefollowingisnotoneofthefourdimensionsoftheMyersBriggsTypeIndicatoraextrovertorintrovertbsensingorintuitivecagreeablenessordisagreeableness(moderate)dfeelingorthinkingeperceptiveorjudgmentalThefirstdimensionoftheMyersBriggsTypeIndicatorconcernsyourlevelofapreferenceforgatheringdatabpreferencefordecisionmakingcsocialinteraction(difficult)dstyleofdecisionmakingeinternalorexternalorientationTheMyersBriggsTypeIndicatorcategorizespreferenceforgatheringdataasaextrovertorintrovertbsensingorintuitive(moderate)cfeelingorthinkingdagreeableordisagreeableeperceptiveorjudgmentalIfyouareapersonwhodislikestakingtimeforprecisionwork,suchascompletingtaxreturns,youwouldprobablyscorehighonwhataspectoftheMyersBriggsTypeIndicatoraextrovertbfeelingcintuitive(difficult)djudgmentalesensingTheMyersBriggsTypeIndicatorassessespreferencesfordecisionmakingasaextrovertorintrovertbsensingorintuitivecfeelingorthinking(moderate)dagreeableordisagreeableeperceptiveorjudgmentalAsamanager,ifyouprefertohaveaharmoniousworkenvironment,anddislikereprimandingyoursubordinates,youwouldprobablyscorehighonwhichofMyersBriggsindicatorsaintrovertbsensingcintuitivedfeeling(moderate)eperceptiveTheMBTIassessesstyleofmakingdecisionsasaextrovertorintrovertbsensingorintuitivecfeelingorthinkingdagreeableordisagreeableeperceptiveorjudgmental(moderate)Ifyourbosscouldbedescribedasflexible,adaptable,andtolerant,heshewouldprobablyscorehighonwhichMyersBriggsindicatoraextrovertbsensingcfeelingdperceptive(moderate)eintuitiveIntheMyersBriggsassessment,ifyouareagoodplanner,youwouldprobablyscorehighonwhichscaleaextrovertbintuitivecthinkingdperceptiveejudgmental(difficult)TheBigFiveModelofpersonalityincludesallofthefollowingEXCEPTaextroversionbagreeablenesscconscientiousnessdemotionalstabilityesocialinteraction(difficult)Thedegreetowhichsomeoneisresponsible,dependable,persistent,andachievementorientedisdescribedaswhichofthefollowingbigfivepersonalitytraitsa​ extraversionb​ agreeablenessc​ conscientiousness(moderate)d​ emotionalstabilitye​ opennesstoexperienceResultsofastudyoftheBigFiveModelincludeaemotionalsecuritywaspositivelyrelatedtojobperformancebcalmworkersperformbetterthannervousonescconscientiousnesspredictedjobperformance(difficult)dintroversionpredictedperformanceinmanagerialpositionseopennesstoexperiencewasunimportantinpredictingtrainingcompetencyisthedegreetowhichpeoplebelievetheyaremastersoftheirownfateaMachiavellianismbSelfesteemcSelfmonitoringdLocusofcontrol(easy)eRisktakingAccordingtothetext,anlocusofcontrolisoneinwhichpeoplebelievethattheycontroltheirowndestinya​ externalb​ internal(moderate)c​ superficiald​ imaginarye​ diagonalEmployeeswhohaveahighinternallocusofcontrolexhibitallbutwhichofthefollowingamoresatisfactionwiththeirjobs(moderate)bmorealienatedfromtheirworksettingclessinvolvedintheirjobsdblametheirbossesforpoorperformanceeblamecoworkersfortheirpoorperformanceisameasureofthedegreetowhichpeoplearepragmatic,maintainemotionaldistance,andbelievethatendscanjustifymeansaMachiavellianism(easy)bSelfesteemcSelfmonitoringdLocusofcontroleRisktakingApersonwhobelievesthat"theendsjustifythemeans"woulddescribeapersonwhohasahighlevelofwhatpersonalitytraitaSelfconfidencebMachiavellianism(moderate)cLocusofcontroldSelfmonitoringeSelfperceptionWhichofthefollowingistrueaboutpeoplewithhighselfesteemaTheyhavelowexpectationsforsuccessbutarehappywiththemselvesbTheytakefewerrisksthanotherscTheychoosemoreunconventionaljobs(moderate)dTheyaresusceptibletoexternalinfluenceeTheychangejobsmoreoftenisapersonalitytraitthatmeasuresanindividual'sabilitytoadjusthisorherbehaviortoexternalsituationalfactorsaMachiavellianismbSelfesteemcSelfmonitoringdLocusofcontrol(easy)eRisktakingApersonwhocanadaptandadjustherbehaviortoexternalfactorswoulddescribewhichofthefollowingpersonalitytraitsalowselfesteembinternallocusofcontrolchighselfmonitoring(moderate)dhighrisktakingelowauthoritarianismAmanagerwhotakesverylittletimetomakeadecisionprobablycouldbedescribedbywhatpersonalitytraitahighselfesteembexternallocusofcontrolclowselfmonitoringdhighrisktaking(moderate)ehighauthoritarianismWhichofthefollowingistrueabouthighrisktakersa​ Theymakeslowerdecisionsthanlowrisktakersandhaveahigherlevelofaccuracyb​ Theymakequickerdecisionsthanlowrisktakersbuthaveaboutthesamelevelofaccuracy(difficult)c​ Theymakeslowerdecisionsthanlowrisktakersbuthavealowerlevelofaccuracyd​ Theymakequickerdecisionsthanlowrisktakersbuthavealowerlevelofaccuracye​ ThereisadifferentrelationshipbetweenrisktakingandaccuracyformenandwomenWhichofthefollowingistrueconcerningpersonalitytypesandnationalculturesa​ Thereisnorelationshipbetweennationalitytypeandculturesb​ MiddleEasterncountriesbelievetheycandominatetheirenvironmentc​ YouwouldfindmanypeoplewithaninternallocusofcontrolintheUSandCanada(difficult)d​ NorthAmericansbelievelifeisessentiallypredeterminede​ TheUSrateshighinpowerdistanceWhichpsychologistisassociatedwithawelldocumentedpersonalityjobfittheoryaBandurabAdamscHolland(moderate)dSkinnereVolkerWhichofthefollowingisnotoneofHolland'spersonalitytypesarealisticbinvestigativecartisticdextroverted(moderate)esocialAbiologistwouldbeagoodoccupationalmatchforwhatpersonalitytypearealisticbinvestigative(moderate)csocialdenterprisingeartisticApersonwhorateshighonHolland'ssocialscalewouldprobablyfindagoodmatchwithwhichofthefollowingjobsafarmerbpaintercteacher(difficult)deconomistebanktellerApersonratinghighontheconventionalpersonalitytypewouldhaveagoodjobmatchforallbutwhichofthefollowingjobsaaccountantbcorporatemanagercmathematician(difficult)dbanktellerefileclerkAccordingtoHolland,becomingalawyerwouldbeagoodjobmatchforsomeonewithwhattypeofpersonalitytypearealisticbinvestigativecconventionaldenterprising(moderate)esocialWritingwouldbeagoodjobmatchfora(n)personalitytype,accordingtoHollandarealisticbinvestigativecsocialdenterprisingeartistic(moderate)PERCEPTIONistheprocessoforganizingandinterpretingsensoryimpressionstogivemeaningtotheenvironmentaAttributionbSelectioncLearningdConditioningePerception(easy)theoryexplainshowwejudgepeopledifferentlydependingonwhatmeaningweattributetoagivenbehavioraPerceptionbBehaviorcAttribution(moderate)dSocialcontrasteIntuitivemeaningIfonlyoutofmanagerscompletedtheirsubordinateperformanceappraisalsontime,wewouldprobablyattributemanagernoncompletiontowhichofthefollowingaothermanagersbanexternalsource(difficult)conemanagerdaninternalsourceeapersonalityflawreferstowhetheranindividualdisplaysabehaviorinmanysituationsorwhetherit'sparticulartoonesituationaConsistencybDistinctiveness(easy)cAttributiondSelectionePerceptionIfweareattemptingtodecidewhetheraparticularbehaviorofanindividualisunusualornot,wearemakingjudgmentonwhatfactorofattributiontheoryaconsensusbdistinctiveness(difficult)crepetitivenessdconsistencyecontrolIfapersonwhoisalwayslateforworkislateonceagainandblamesitonatrain,coworkerswouldprobablyattributethatperson'slatenesstoathetrainbanexternalsourcectheindividual(easy)dthecarebadluckreferstowhetherapersonrespondsthesamewayovertimeaConsistency(easy)bDistinctivenesscAttributiondSelectionePerceptionThefactthatindividuals,whenobservingothers,tendtounderestimatetheinfluenceofexternalfactorsandoverestimatetheinfluenceofinternalfactorsiscalledablametheorybselfservingbiascexternalconsistencybiasdinternalfavoritismefundamentalattributionerror(moderate)Wetendtoattributeourownsuccessesto,whileputtingtheblameforourfailuresonalucktheenvironmentbabilityluck(moderate)cpowerotherpeopledourparentsourselveseourbossescoworkers"Speedreading"othersisrelatedtowhatkindofperceptionshortcutaassumedsimilaritybselectiveperception(moderate)cstereotypingdhaloeffectecontrasteffectIn,theobserver’sperceptionofothersisinfluencedmorebytheobserver’sowncharacteristicsthanbythoseofthepersonobserveda​ stereotypingb​ selfservingbiasc​ assumedsimilarity(moderate)d​ haloeffecte​ selectivityWhenpeoplejudgesomeoneonthebasisoftheperceptionofagrouptheyareapartof,theyareusingtheshortcutcalled

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