Why should managers be interested in their employees' attitudes?

• They give warnings of potential problems

• They result in cognitive dissonance

• They result from behavior

• They result in emotional contagion

Which of the following statements is most likely to be true about the major job attitudes?

• They are generally resistant to change.

• They tend to overlap one another

• They are not correlated to one another.

• They increase cognitive dissonance.

When individuals observe another person's behavior, they attempt to determine whether it is internally or externally caused. Which of the following theories attempts to explain this phenomenon?

• Two-factor theory

• Attribution theory

• Needs theory

• Framing theory

Which of the following statements about leadership is not true?

• transformational leadership inspires those being led to overlook their own interests in favor of those of the

  organization.

• transformational leadership tries to guide, to coach and motivate those being led towards objectives

• transformational leadership includes amongst its qualities, intellectual stimulation and individualized

  consideration.

• transformational leadership includes amongst its qualities, contingent reward, active and passive

  management by exception and laissez-faire leadership

Rita has been working in the e-learning industry for over 8 years. She is aware of the fact that in this industry,

once an employee has learned his or her job, the work becomes fairly automatic and competence can be achieved

rapidly. She has been noticing how in her team, this competence has come along with a lot of complacency; the

employees, though able, are sometimes unwilling to work hard. According to the situational leadership theory (Hersey

and Blanchard), to rectify this situation, Rita would benefit the most if she uses the ________ style of leadership.

• task-oriented

• production-oriented

• participative

• directive

Which of the following statements is true with regard to nonverbal communication?

• Nonverbal communication has a high degree of cultural similarity.

• The importance of nonverbal cues is low as they have no fixed meanings.

• Level of interest and the perceived status between a sender and a receiver can be studied through body

  language.

• Messages received through oral and nonverbal communication cannot be contradictory to each other.

Students doing group work may be unhappy with a high grade if they feel some members of the group didn't contribute uniformly to the effort in getting that grade. This is an example of:

• Maslow’s hierarchy of needs

• Equity Theory

• Expectancy Theory

• Self-efficacy Theory

Rose Buffay needs to give a presentation to the board of directors of her organization next week. She knows that

her presentation will play an important role in her performance appraisal in the next quarter. However, she knows that

two of her colleagues, John Roy and Keith Mathews, will also be giving a presentation on the same issue. She is

nervous because she believes that men have a better flair for giving presentations. Buffay's perception of Roy and

Mathews is most likely characterized by ________.

• stereotyping

• halo effect

• hindsight bias

• confirmation bias

Nellie Fritz, the head of client support services at Olson Inc., is very popular among her subordinates. Many

believe that Nellie has a knack for getting the work done without making the employees feel pushed into a corner.

She is often seen speaking to her subordinates and support staff about their families, helping them with any personal

problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates that

Nellie, as a leader, is ________.

• task oriented

• high in consideration

• low in trust propensity

• low in relationship orientation

Pam keeps track of everyone's outcomes in her work group. Her level of motivation stems from what

happens to her relative to what happens to other people. This is an example of _____ Theory.

• Goal Setting

• Self-Efficacy

• Expectancy

• Equity