true-or-false questions. 1. First and foremost, managerial skills are personality traits, so they are uncontrollable an

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true-or-false questions.
1. First and foremost, managerial skills are personality
traits, so they are uncontrollable and cannot be changed.
2. The dimensions included in Trompenaars’s model of
national differences include individualism versus communitarianism,
neutral versus affective, and internal versus external.
3. As Maslow points out, it is natural for individuals to
seek self-knowledge, for people rarely avoid personal growth or
avoid knowledge that might bring ourselves into question. For
almost everyone, improvement that comes from acquiring additional
information builds self-esteem.
4. College students give the highest ratings for interpersonal
competence to high self-disclosers.
5. Values are among the most stable and enduring characteristics
of individuals. The trouble with values, unfortunately, is
that they are taken for granted, and people are often unaware of
them.
6. The Trompenaars value of achievement versus ascription
is that in some cultures people acquire status through
accomplishments while in other cultures people acquire status
through ascribed characteristics such as age or family
heritage.
7. With respect to the Kohlberg classification of moral
judgment into stages of development, the universal or ethical
principles stage (stage 6) holds that what is right is doing one’s
duty to society and upholding the social order.
8. Tolerance of ambiguity refers to the attitude people develop
regarding the extent to which they are in control of their own
destinies.
9. With respect to stress, forces can reinforce one’s
balance (restrain stress) or drive stress. Performance changes when
the forces become unbalanced.
10. Enactive strategies to manage stress initiate action that
resists the negative effects of stress.
11. Encounter stressors result from having too much to do
in too little time.
12. Differentiating between what is urgent and what is important
helps you to manage time because we tend to focus on important
things and ignore urgent things.
13. One important factor that helps eliminate encounter
stress is a closely knit group or community.
14. The social aspect of emotional intelligence consists of four
main dimensions: (1) an accurate perception of others’
responses; (2) the ability to understand others’ responses; (3)
awareness of what is appropriate social behavior; and (4) the
ability to manage interpersonal difficulties.
15. Goal setting is an enactive stress management technique, but
it does not contribute to the management of anticipatory stress.
16. In analytical problem solving, the first step is to
define a problem. In doing so it is necessary to
differentiate fact from opinion, specify underlying causes, and tap
everyone for information.
17. All of us have developed conceptual blocks in our
problem-solving activities. We are mostly unaware of
them.
18. Of the four types of creativity, incubation refers to
incremental improvements, process control, careful methods, and
clarifying problems.
19. With respect to the four types of creativity,
imagination focuses on new, revolutionary solutions while
improvement focuses on small, incremental solutions.
20. The conceptual block known as constancy includes
vertical thinking. Vertical thinking refers to defining a
problem in a single way and then pursuing that definition without
deviation until a solution is reached.
21. The method of overcoming conceptual blocks known as
Synectics or making the strange familiar and the
familiar strange refers to specifying two or more alternative
definitions of a problem.
22. Because of the Internet, fewer than one-third of a
manager’s waking hours are spent in verbal communication.
23. The principle of supportive communication referred to as
congruent, not incongruent says that messages should be
honest and verbal statements should match thoughts and
feelings.
24. Coaching situations are those in which
managers must pass along advice and information or set standards
for others.
25. It is important to be assertive to make a good
impression, so rigidity and indifference make communication more
validating.
26. A PMI program is a regularly scheduled, one-on-one meeting
between a manager and those for whom he or she is
responsible. First, a role-negotiation sessions is held in
which responsibilities are clarified. Second, a set of
ongoing, one-on-one, one-hour meetings between the manager and
subordinate are held regularly and privately. They MUST be
held at least once per month.
27. As a positional source of power, visibility refers
to how much discretion or freedom to exercise one’s judgment
someone has on the job.
28. The idea of charismatic power is that some people have
an uncommon ability to engender devotion and enthusiasm—a seemingly
mystical quality that cannot be acquired in a skill development
workshop.
29. In managing your relationship with bosses, you should
understand their goals, their pressures, their strengths, and their
style.
30. Relevance is a characteristic of powerful
positions. Positions that lead to power are associated with
central objectives and key issues in an organization.
31. Performance = Aptitude x Training x Resources
32. If a manager emphasizes performance and also
emphasizes employee satisfaction, he or she is using an indulging
approach to motivation.
33. Scholars have found that job satisfaction leads to
motivation, which in turn leads to performance.
34. Goals should not be specific because specificity
narrows alternatives, reducing opportunity.
35. According to the path-goal model of leader
involvement, democratic or laissez-faire leadership works best in
most cases because it is ethical to trust employees.
36. Actions and reactions that might appear insignificant
to the boss often have strong reinforcing or extinguishing effects
on subordinates. Hence the truism, “Managers get what they
reinforce, not what they want.”
37. One of the leading causes of business failure among
major corporations is too much agreement among top
management.
38. Inability to manage threat-rigidity triggers and responses
is a key source of conflict in business organizations.
39. Because of the Internet and other electronic
telecommunications, informational deficiencies are decreasing in
importance as a source of workplace conflict.
40. With respect to conflict management, the avoiding
response neglects the interests of both parties by sidestepping the
conflict or postponing a solution.
41. A mediator interested in achieving a collaborative or
problem-solving resolution needs to minimize the importance of the
problem so that the two parties think in terms of problem solving
instead of conflict.
42. Dimensions of empowerment include self-efficacy,
self-determination, personal consequence, meaning, and trust.
43. Observing someone else succeed at challenging activities
tends to make people feel insecure and disempowered. As a
result, individuals should be sheltered from overachievers.
44. In the film 12 O’Clock High, the
918th unit loves General Savage from the beginning of
his command because of his charisma and because he realizes that to
improve morale additional commissary, canteen, and drinking
privileges are needed.
45. In the IDEO video, employees hang a piece of a DC-3
wing from the wall and bicycles from the ceiling.
46. The four stages of team development are forming,
storming, reforming, and performing.
47. Some aspects of groupthink include the
following: illusion of invulnerability, shared stereotypes,
rationalization, and illusion of morality.
48. Typical issues that arise in the storming stage of
group problem solving include fostering continuous improvement and
building on our core competence.
49. The following sentence is correctly written: Marilyn
Monroe who starred in Some Like It Hot sang “Happy
Birthday, Mr. President” for President John F. Kennedy at a
celebration of his forty-fifth birthday on May 19, 1962.
50. The following sentence is correctly written:
Rudolph Valentino was a famous movie star, he broke box office
records and he broke many hearts.