Deck 3: Values, Attitudes, and Diversity in the Workplace

Question 1

The GLOBE value describing the acceptance of unequal of equal levels of power in institutions and organizations is called

A)institutional distribution theory.
B)collectivism.
C)power distance.
D)organizational power theory.
E)bureaucracy.

Answer 1

C

Question 2

Jon is a middle level manager at Apex Corporation, which manufactures electronic switches for the telecommunications industry.Jon has been in his position for about three years and has been heard on several occasions expressing the fact that he likes his job.Jon is expressing his

A)attitude about work.
B)values about work.
C)perceptions about work.
D)frustration by making a positive comment.
E)Jon is really not expressing anything significant.

Answer 2

A

Question 3

What are values

A)goals that individuals would like to achieve during their lifetime
B)convictions or beliefs that guide our decisions and evaluations of how to behave
C)principles that guide behaviour and inform us whether actions are right or wrong
D)preferable ways of behaving
E)fixed or predetermined policy or mode of action

Answer 3

B

Question 4

According to Hofstede's dimensions, which of the following countries scored low on masculinity

A)Canada
B)France
C)Denmark
D)China
E)Japan

Question 5

Why have non-Aboriginals traditionally viewed Aboriginal values as "an impediment to economic development" and organizational effectiveness

A)incompatible gender differentiation
B)incompatible power distance
C)low rating on assertiveness
D)time orientation and consensus decision making
E)low rating on uncertainty avoidance.

Question 6

Which of the following statements is most accurate when looking at anglophone and francophone values

A)Francophones have generally been found to be more collectivist or group-oriented with a greater need for achievement.
B)Anglophone managers tend to value autonomy and intrinsic job values, and thus are more achievement oriented.
C)Francophone managers tend to value affiliation and extrinsic job values such as technical supervision.
D)There are no significant differences between anglophone and francophone managers in individualism and collectivism.
E)There appear to be few differences between anglophones and francophones.

Question 7

Which of the following statements about values is incorrect

A)Values facilitate the understanding of attitudes and motivation.
B)Values influence our perceptions.
C)Values can cloud objectivity and rationality.
D)Values generally have no effect on job satisfaction.
E)Values generally influence attitudes and behaviour.

Question 8

A society that encourages and rewards group members for performance improvement and excellence would fall into which of the following GLOBE dimensions

A)collectivism
B)future orientation
C)performance orientation
D)humane orientation
E)gender differentiation

Question 9

In contrasting values and attitudes, which of the following is true

A)They come from different sources.
B)There is no significant correlation between the two.
C)Attitudes are more stable than values.
D)Values are more stable than attitudes.
E)Values are based on diversity issues.

Question 10

According to GLOBE, which of the following countries scored high on power distance

A)Norway
B)Denmark
C)Finland
D)Malaysia
E)Netherlands

Question 11

Within the framework of the Rokeach value survey, what are instrumental values

A)goals that individuals would like to achieve during their lifetime
B)concepts or beliefs that guide how we make decisions about, and evaluations of, behaviours and events
C)principles that guide behaviour and inform us whether actions are right or wrong
D)fixed or predetermined policies or modes of action
E)preferable ways of behaving

Question 12

Individualism is the degree to which people prefer to act as ________, whereas collectivism is the equivalent of ________.

A)individuals; group behaviour
B)individuals; uncertainty avoidance
C)individuals; low individualism
D)power brokers; low individualism
E)power brokers; low self-esteem

Question 13

Within the framework of the Rokeach value survey, what are terminal values

A)goals that individuals would like to achieve during their lifetime
B)principles that guide behaviour and inform us whether actions are right or wrong
C)preferable ways of behaving
D)convictions or beliefs that guide our decisions and evaluations of how to behave
E)fixed or predetermined policies or modes of action

Question 14

Generation X is characterized by which of the following common values

A)belief in order and authority
B)belief in, and practice of, the Christian moral code
C)strong concern for the environment
D)flexibility and achievement of job satisfaction
E)intimidated by change.

Question 15

Values are

A)flexible and adaptable.
B)synonymous with attitudes.
C)consistent among occupational groups.
D)fairly stable over time.
E)based solely on perception.

Question 16

Society's reliance on social norms and procedures to alleviate unpredictability is

A)certainty avoidance.
B)power distance.
C)gender differentiation.
D)uncertainty avoidance.
E)assertiveness.

Question 17

According to the Global Leadership and Organizational Behaviour Effectiveness (GLOBE)research program, what are the nine dimensions along which national cultures differ

A)assertiveness, future orientation, gender differentiation, uncertainty avoidance, power distance, individualism/collectivism, collectivism, performance orientation and humane orientation.
B)ethics, future orientation, gender differentiation, certainty avoidance, power distance, individualism/collectivism, in-group collectivism, performance orientation and humane orientation
C)assertiveness, future orientation, gender differentiation, certainty avoidance, power distance, individualism/collectivism, in-group collectivism, performance orientation and humane orientation
D)ethics, future orientation, gender differentiation, uncertainty avoidance, power avoidance, individualism/collectivism, in-group collectivism, performance orientation and humane orientation
E)assertiveness, future orientation, gender differentiation, uncertainty avoidance, power distance, individualism/collectivism, in-group collectivism, performance orientation and humane orientation

Question 18

Canada is a multicultural society and is becoming more diverse than it was 20 years ago.This means there are many new differences between people that challenge managers.What kinds of accommodations of value differences should managers provide in today's Canada

A)Some cultures value social activities over work activities and this requires accommodation at all times.
B)Some cultures have sacred days and practices that may require work accommodations from time to time.
C)Some cultures assert their own specialness and expect to be accommodated all the time.
D)Some cultures believe that racism is OK and this should be accommodated from time to time.
E)Some cultures are anti-materialistic and should not be made to be part of the modern utilitarian/capitalistic system.

Question 19

Within Hofstede's research, a culture emphasizing ________ would value thrift, persistence and tradition.

A)long-term orientation
B)short-term orientation
C)power distance
D)collectivism
E)individualism

Question 20

Which of the following best describes ethics

A)concepts or beliefs that guide how we make decisions about, and evaluations of, behaviours and events
B)principles that guide behaviour and inform us whether actions are right or wrong
C)preferable ways of behaving
D)fixed or predetermined policies or modes of action
E)goals that individuals would like to achieve during their lifetime

Question 21

The extent to which an employee identifies and is involved with a particular organization and wishes to maintain membership in that organization is known as

A)organizational performance.
B)job performance.
C)job involvement.
D)organizational commitment.
E)job satisfaction.

Question 22

Generational values challenge today's managers.The group that most values achievement and material success is

A)Elders.
B)Boomers.
C)Gen X.
D)Gen Y.
E)Anglophones.

Question 23

Components of organizational commitment include

A)affective, normative and continuance commitment.
B)effective, normative and continuance commitment.
C)affective, normative and citizenship commitment.
D)effective, productive and continuance commitment.
E)effective, productive and citizenship commitment.

Question 24

Single day diversity training programs almost always results in

A)more women and minorities in upper management.
B)no difference in the number of women and minorities in upper management.
C)fewer women and minorities in upper management.
D)more women, but fewer minorities in upper management.
E)no difference in the number of women, but more minorities in upper management.

Question 25

Which of the following statements least describes organizational commitment

A)the degree of employee compliance due to compensation through wages
B)the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
C)the level of leadership provided to employees
D)the amount of hours each employee is prepared to work on a daily basis
E)employee willingness to learn other skills on the job

Question 26

The cultural intelligence profile that is able to match the cultural styles of others, but doesn't understand the significance of the behaviours is

A)chameleon
B)provincial
C)analyst
D)natural
E)mimic

Question 27

The cultural intelligence profile that works best with people of a similar background is

A)chameleon
B)provincial
C)analyst
D)natural
E)mimic

Question 28

An employee who actively helps colleagues, takes minimal breaks, and alerts others to work-related problems is

A)high in job satisfaction.
B)an organizational citizen.
C)high in job stability.
D)high in organizational commitment.
E)low in organizational loyalty.

Question 29

Which is true of job satisfaction and pay

A)the higher the pay, the higher the job satisfaction.
B)moderate pay is associated with job satisfaction, but high pay is not associated with job satisfaction.
C)high paying jobs have moderate job satisfaction.
D)low paying jobs always have high job satisfaction.
E)low paying jobs always have low job satisfaction.

Question 30

Employee dissatisfaction can be expressed in a variety of ways.These do not include which of the following

A)complaining
B)stealing company property
C)insubordination
D)conforming to company values
E)shirking part of their responsibilities

Question 31

If employees have a negative attitude toward their jobs, they do not have

A)organizational commitment.
B)values.
C)job satisfaction.
D)job involvement.
E)job stability.

Question 32

Which one of the following is most likely to lead to high job satisfaction

A)being married
B)mentally challenging work
C)an outgoing personality
D)working alone
E)working in a team

Question 33

According to John Meyer's research on organizational commitment, which of the following statements is false

A)Continuance commitment is based on the perceived costs of leaving the organization.
B)Normative commitment represents the obligation an individual feels to staying with the organization.
C)Affective commitment is strongly associated with positive work behaviours such as performance, attendance and citizenship.
D)Cognitive commitment is directly correlated to the mental ability of the employee to stay committed to organizational goals.
E)Normative commitment is less strongly associated with positive work behaviours and in some instances continuance commitment is associated with negative work behaviours.

Question 34

Job satisfaction is ________ to turnover.

A)positively related
B)unrelated
C)negatively related
D)equal in number
E)No relationship can be reasonably expressed.

Question 35

Managing diversity issues in the workplace requires managers

A)determine how to accommodate the diverse needs of employees.
B)develop adequate rules and regulations to govern work.
C)determine how to best simplify the various affiliations of individuals.
D)attempt to develop programs which will assimilate diversity.
E)determine how to accommodate the needs of the organization.

Question 36

Employers who want to make certain that each of their employees is accepting of those from different cultures will probably offer

A)group therapy.
B)mentoring.
C)legal seminars on discrimination.
D)diversity training.
E)individual rights seminars.

Question 37

________ is dissatisfaction expressed by an individual actively and constructively attempting to improve conditions.

A)Exit
B)Loyalty
C)Voice
D)Trust
E)Neglect

Question 38

If job satisfaction is high, then performance and productivity are likely to be moderate to high as well, especially if the job is

A)simple, with little discretion.
B)complex, with little discretion.
C)simple, with discretion.
D)complex with discretion.
E)without discretion.

Question 39

What are the major workforce diversity groups

A)gender, height, age, disability, domestic partners, non-Christian
B)gender, weight, age, disability, domestic partners, non-Christian
C)gender, national origin, age, disability, height, non-Christian
D)gender, national origin, age, disability, domestic partners, non-Christian
E)gender, national origin, age, disability, political ideology, non-Christian

Question 40

Why do some organizations value diversity in the workplace

A)to be politically correct
B)to comply with equity legislation
C)to reduce job satisfaction and reward
D)to better serve a diverse market of customers and clients
E)to intensify job commitment

Question 41

Workplace stressors include

A)environmental, individual and organizational factors.
B)environmental, group and organizational factors.
C)individual, group and organizational factors.
D)individual, group and environmental factors.
E)individual, group, organizational and environmental factors.

Question 42

SCENARIO 3-1 Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis, which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs, globalization and increasing multiculturalism.
Jack Fraser, director of human resources at Central Telecom, decided he wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions, Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.
Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term, he would have to develop some sort of program and standards to facilitate the process.Good dialogue with company personnel, accurate information from others with similar experiences, and a dedication toward a quality work life would all assist in this direction.
Sensitive issues centered on employee values and attitudes would have to be carefully addressed and the impact from the larger society considered and incorporated.In short, Jack needs to grasp not only a full understanding of organizational dynamics, but must use his experience and expertise to apply the process to his company.
In discussions with the CEO of a Canadian electronic manufacturing firm, Jack learned that many Canadian companies have a lack of diversity on their board of directors.This may hinder Canadian companies because research shows diverse boards

A)spend more time and attention on board agendas.
B)make more conservative and fiscally responsible decisions.
C)are more committed to organizational goals.
D)have better discussions with more perspectives, leading to greater innovation.
E)are more responsive to CEO and executive team concerns.

Question 43

SCENARIO 3-1 Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis, which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs, globalization and increasing multiculturalism.
Jack Fraser, director of human resources at Central Telecom, decided he wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions, Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.
Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term, he would have to develop some sort of program and standards to facilitate the process.Good dialogue with company personnel, accurate information from others with similar experiences, and a dedication toward a quality work life would all assist in this direction.
Sensitive issues centered on employee values and attitudes would have to be carefully addressed and the impact from the larger society considered and incorporated.In short, Jack needs to grasp not only a full understanding of organizational dynamics, but must use his experience and expertise to apply the process to his company.
On a recent trip to the United States, Jack found himself discussing concerns with diversity issues.Jack found that American managers appeared to rely more on hierarchy in their organization structures.This leads Jack to conclude that

A)Canadian values appear to be somewhat inferior to American values.
B)Americans appear to be more suited to working in teams.
C)Canadian and American managers will likely behave somewhat differently.
D)Americans will always follow the directives of their managers more.
E)Canadians value individuality and individual performance more than Americans.

Question 44

SCENARIO 3-1 Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis, which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs, globalization and increasing multiculturalism.
Jack Fraser, director of human resources at Central Telecom, decided he wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions, Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.
Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term, he would have to develop some sort of program and standards to facilitate the process.Good dialogue with company personnel, accurate information from others with similar experiences, and a dedication toward a quality work life would all assist in this direction.
Sensitive issues centered on employee values and attitudes would have to be carefully addressed and the impact from the larger society considered and incorporated.In short, Jack needs to grasp not only a full understanding of organizational dynamics, but must use his experience and expertise to apply the process to his company.
In researching further, Jack found that some corporations choose to highlight the value of diversity because

A)traditional business practices can best be served by diverse talents.
B)financial planning becomes easier and more logical.
C)planning is likely to be less complex since everyone accepts diversity values.
D)organizational structures can be re-engineered more logically.
E)globalization makes diversity an important strategic issue and goal.

Question 45

According to a recent survey conducted by Statistics Canada, which region had the highest proportion of respondents with quite a lot of stress

A)the Prairies
B)Atlantic Canada
C)British Columbia
D)Ontario
E)Quebec

Question 46

Sam was a very hard-working, ambitious and sincere employee who was also polite and cheerful in dealing with his co-workers.What type of values is Sam exhibiting according to Rokeach

A)terminal
B)instrumental
C)traditional
D)insightful
E)ethical.

Question 47

SCENARIO 3-1 Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis, which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs, globalization and increasing multiculturalism.
Jack Fraser, director of human resources at Central Telecom, decided he wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions, Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.
Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term, he would have to develop some sort of program and standards to facilitate the process.Good dialogue with company personnel, accurate information from others with similar experiences, and a dedication toward a quality work life would all assist in this direction.
Sensitive issues centered on employee values and attitudes would have to be carefully addressed and the impact from the larger society considered and incorporated.In short, Jack needs to grasp not only a full understanding of organizational dynamics, but must use his experience and expertise to apply the process to his company.
Jack has completed a review of recent research on organizational commitment; his research tells him that organizational commitment is

A)less universally understood as a value than job satisfaction.
B)not an attitude which can be used to predict organizational citizenship behaviour.
C)a valid predictor for employee attitudes and values.
D)the same as job involvement and can be used to predict success.
E)probably a better predictor of employee turnover than job satisfaction.

Question 48

Time management helps with stress management because

A)making daily lists of activities gives a person purpose.
B)prioritizing activities from a list gives a person a sense of control.
C)scheduling activities gives a person a fixed plan of the time spent at work.
D)making daily lists provides a feedback mechanism.
E)new appointments and/or tasks can be refused if they weren't already in the time managements plan, giving the person a sense of control.

Question 49

Of all the jobs listed below, which ranks the lowest in terms of "on the job" stress

A)air traffic controller
B)lawyer
C)college professor
D)school principal
E)sales representative

Question 50

Diane had always tried to pursue a comfortable life that would bring her pleasure, excitement and inner harmony.What type of values is Diane exhibiting according to Rokeach

A)terminal
B)instrumental
C)traditional
D)insightful
E)ethical.

Question 51

Which of the following is not considered to be a way to deal with excessive stress

A)aerobics.
B)jogging.
C)swimming.
D)riding a bike.
E)tennis match.

Question 52

Organizations with higher morale tend to be more effective than organizations with less morale; most managers

A)measure morale but make no effort to improve morale.
B)measure morale and make an effort to improve it.
C)don't measure morale or overestimate the level of morale in their organizations.
D)don't measure morale or underestimate the level of morale in their organizations.
E)don't measure morale but instead measure absenteeism and turnover rates.

Question 53

SCENARIO 3-1 Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis, which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs, globalization and increasing multiculturalism.
Jack Fraser, director of human resources at Central Telecom, decided he wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions, Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.
Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term, he would have to develop some sort of program and standards to facilitate the process.Good dialogue with company personnel, accurate information from others with similar experiences, and a dedication toward a quality work life would all assist in this direction.
Sensitive issues centered on employee values and attitudes would have to be carefully addressed and the impact from the larger society considered and incorporated.In short, Jack needs to grasp not only a full understanding of organizational dynamics, but must use his experience and expertise to apply the process to his company.
To design a successful diversity training program Jack will need to design an approach that will focus on

A)changing employee attitudes to reflect shifting perspectives on racial, gender, and other diversity issues.
B)complying with provincial and federal government policy and regulations.
C)assimilating individuals of different cultures and backgrounds.
D)eliminating the focus on individuality.
E)emphasizing individual productivity measures as opposed to team based performance.

Question 54

Employees high in organizational citizenship behaviour are valued because they

A)go beyond their job duties by helping colleagues with their workloads and take more breaks.
B)accomplish their job duties by working collaboratively with colleagues.
C)go beyond their job duties by helping colleagues with their workloads and alerting others to work-related problems.
D)accomplish their job duties by alerting others to work-related problems.
E)accomplishing their job duties independently without need for supervision.

Question 55

SCENARIO 3-1 Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis, which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs, globalization and increasing multiculturalism.
Jack Fraser, director of human resources at Central Telecom, decided he wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions, Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.
Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term, he would have to develop some sort of program and standards to facilitate the process.Good dialogue with company personnel, accurate information from others with similar experiences, and a dedication toward a quality work life would all assist in this direction.
Sensitive issues centered on employee values and attitudes would have to be carefully addressed and the impact from the larger society considered and incorporated.In short, Jack needs to grasp not only a full understanding of organizational dynamics, but must use his experience and expertise to apply the process to his company.
Despite the fact that Jack is focusing on diversity issues, he realizes that employees at Central Telecom also must have job satisfaction if productivity is to increase and if employees are to be retained over the long term.Which of the following factors will Jack ignore as he designs his plan to increase job satisfaction

A)fair and equitable rewards
B)opportunity to use skills and abilities
C)supportive working environment
D)federal and provincial policy on minimum pay standards
E)immediate supervisor who is supportive and understanding

Question 56

Which of the following doesn't contribute to workplace stress

A)work overload
B)role conflict
C)incompetent colleagues
D)lack of personal fit with a job
E)clear job description

Question 57

Which of the following causes workplace stress

A)turning down extra work
B)identifiable chain of command
C)ethnic employees
D)hostile bosses
E)experienced employees

Question 58

When it comes to workplace stress, research confirms

A)most workplace stress is caused by individual factors such as values and personality.
B)companies can do very little to limit or manage the stress their employees feel.
C)frontline workers experience more stress than any other level within the organization.
D)executives have a higher predisposition to serious illnesses because of stress.
E)a single stressor may be unimportant in itself, but it can be the "additive" factor that pushes people beyond their ability to cope with high stress.

Question 59

Which activity has long been recommended by physicians as a way to deal with excessive stress levels

A)football
B)walking
C)soccer
D)boxing
E)rugby

Question 60

Which of the following jobs would rank as being the most stressful of all those listed

A)air traffic controller
B)stockbroker
C)pilot
D)real estate agent
E)accountant

Question 61

Tyrone likes to stay connected with his friends through technology, even when he is at work; he has high expectations and is seeking a job that will be meaningful to his values.He is likely a member of which of the follow demographic groups

A)Elders
B)Baby Boomers
C)Generation X
D)Generation Y
E)Echo Boomers

Question 62

As a senior executive, Terry is most likely to favour which of the following instrumental values the most

A)honesty
B)courage
C)self-respect
D)family security
E)happiness.

Question 63

Norma has been working for the same organization for 25 years.She has worked there so long she is an invaluable resource to people across the organization; she feels an obligation to stay with this organization for the rest of her career.Norma is exhibiting

A)continuance commitment
B)normative commitment
C)affective commitment
D)personal commitment
E)citizenship commitment.

Question 64

Even though Tim's department had a reputation for being populated by "slackers," he still felt that all of his staff members were intrinsically valuable and had the right to self-determination.Which of the "Magnificent Seven Principles" is he exhibiting

A)dignity of human life
B)autonomy
C)fairness
D)humaneness
E)honesty.

Question 65

As a union member, Kim is most likely to favour which of the following terminal values the most

A)honesty
B)courage
C)freedom
D)family security
E)a world of peace.

Question 66

Farrah is eager to participate in teamwork, and enjoys her manager because he treats her as an equal, rather than exerting his authority over her.Farrah is likely a member of which of the follow demographic groups

A)Elders
B)Baby Boomers
C)Generation X
D)Generation Y
E)Echo Boomers

Question 67

Li had recently arrived in Spain from Indonesia, and was very surprised to discover how little emphasis was placed on encouraging and rewarding individuals for being fair, altruistic, generous, and kind to others.Thus, in her view, Spain lacked

A)power distance
B)a future orientation
C)assertiveness
D)a humane orientation
E)uncertainty avoidance.

Question 68

Zena gets along so well with people of other cultures that you would almost think that she is part of their cultures.She is exhibiting which cultural intelligence profile

A)analyst
B)mimic
C)chameleon
D)provincial
E)ambassador.

Question 69

John was being trained by his employers for an important posting to China.One of the concepts discussed was guanxi; understanding guanxi will help John make decisions about

A)appropriate interpersonal relations in his work role in China.
B)legal interpersonal relations in his work role in China.
C)internal pressures on his work performance in China.
D)appropriate attitudes to job satisfaction in China.
E)appropriate attitudes to power distance in China.

Question 70

Stacy was trying to figure out how best to interact with Abdul, who recently joined her department and is from the Middle East; Stacy is focusing on understanding Abdul's cultural rules and expectations as she decides how to approach him.Stacy is exhibiting which cultural intelligence profile

A)mimic
B)analyst
C)ambassador
D)chameleon
E)provincial.

Question 71

When in a group setting, Chase is the most likely member of the group to take the contrarian point of view on any given issue, but at the same time he is very collaborative.He is likely a member of which of the follow demographic groups

A)Elders
B)Baby Boomers
C)Generation Y
D)Echo Boomers
E)Generation X

Question 72

Tim always tried to do the right thing for everyone involved whenever he was faced with a dilemma that affected other people at work.Which of the "Magnificent Seven Principles" is he exhibiting

A)dignity of human life
B)autonomy
C)honesty
D)loyalty
E)the common good.

Question 73

Carol just started her first job, and even though she was inexperienced, she had a strong belief in her inner worth and basic competence, so she expected to perform well.Carol is exhibiting positive

A)core self-evaluation
B)self-respect
C)self-esteem
D)self-righteousness
E)self-awareness.

Question 74

Of all of the employees in her department, Donna seemed to be the most enthusiastic, involved and satisfied with the work she was assigned to do.Donna was thus exhibiting

A)core self-evaluation
B)positivity
C)employee engagement
D)prognostication
E)self-awareness.

Question 75

Ada, who recently relocated from Greece to the United States, and was surprised to see how much emphasis was placed on rewarding group members for performance improvements and excellence.Thus, in her view, the U.S.emphasized

A)power distance
B)performance orientation
C)autonomy
D)assertiveness
E)a future orientation.

Question 76

Tony has always "stuck to his own" so to speak.He therefore seemed to have difficulty working in a new department that was very culturally diverse.Tony is exhibiting

A)high cultural intelligence
B)high culture shock
C)low cultural intelligence
D)multiculturalism
E)culture curiosity.

Question 77

Peter is very unhappy in his current job, so he has been "going through the motions" for a long time now.He is frequently absent and often late.His response to his dissatisfaction can thus be referred to as

A)neglect
B)voice
C)loyalty
D)exit
E)withdrawal.

Question 78

Dana is pragmatic; as a manager of supply chain, she accepted a transfer to do the same job in a smaller community because house prices were lower and she felt she could acquire a larger house for her family at a lesser cost.She is likely a member of which of the follow demographic groups

A)Elders
B)Baby Boomers
C)Generation X
D)Generation Y
E)Nexters

Question 79

Leanne was a model employee.She was always willing to go beyond her regular job duties if needed, and she consistently performed beyond expectations.Leanne is exhibiting

A)loyalty
B)job satisfaction
C)organizational citizenship behaviour
D)polarity
E)positivity.

Question 80

Tina was somewhat shy and insecure, so she relied on the other people in her department to protect her and look after her.Tina is exhibiting a high degree of

A)individualism
B)power distance
C)collectivism
D)uncertainty orientation
E)terminality.