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Chapter 14--Understanding Individual Behavior

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Organizational behavior is an interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations. rue !alse

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#ob satisfaction is wor$ behavior that goes beyond %ob re&uire'ents and contributes as needed to the organization(s success. rue !alse

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*s a general rule+ changing one co'ponent of an attitude can contribute to an overall change in attitude. rue !alse

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he lin$ between satisfaction and perfor'ance+ according to research+ is generally s'all and is affected by other factors. rue !alse

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Organizations don(t want to lose talented+ highly s$illed wor$ers+ so they try to create an at'osphere of %ob satisfaction. rue !alse

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.oyalty to and heavy involve'ent in one(s organization refers to organizational co''it'ent. rue !alse

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* positive attitude toward one(s %ob is called cognitive attitude. rue !alse

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1ro2i'ity is the tendency to group sensory data because they are ali$e in so'e way. rue !alse

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* halo blinds the perceiver to other attributes that should be used in generating a 'ore co'plete assess'ent. rue !alse

14 * change in behavior or perfor'ance that occurs as the result of e2perience refers to perception. . rue !alse

11 5ecent surveys indicate that the 'a%ority of wor$ing individuals strongly trust in their top . 'anage'ent. rue !alse 1" *ttribution is the cognitive process people use to 'a$e sense out of the environ'ent by selecting+ . organizing+ and interpreting infor'ation. rue !alse 1) Organizing the selected data into patterns for interpretation and response is the last step in the . perception process. rue !alse 14 5ecency supports the old truis' that first i'pressions really do count. . rue !alse 1, . he tendency to see one(s own personal traits in other people refers to attribution. rue !alse 1- !ro' attributions viewpoint+ if the behavior is in consensus+ the perceiver will probably respond to . si'ilar situations in the sa'e way. rue !alse 1/ !ro' attributions viewpoint+ if the behavior is distinctive+ the perceiver probably will 'a$e an internal . attribution. rue !alse 10 6elf-serving bias is when people give the'selves too 'uch credit for what they do well and give . e2ternal forces too 'uch bla'e when they fail. rue !alse 13 *n internal attribution says so'ething about the situation has caused the person7s behavior. . rue !alse "4 eresa is highly i'aginative and an artistically sensitive individual who displays a high degree of . creativity. *ccording to the Big !ive personality factors+ these &ualities describe her openness to e2perience. rue !alse "1 he degree to which a person is outgoing+ sociable+ assertive+ and co'fortable with interpersonal . relationships is called e2troversion. rue !alse "

"" 888888 is the tendency to assign an individual to a group or broad category and then attribute . generalizations about the group to the individual. 8888888888888888888888888888888888888888 ") he 888888 occurs when the perceiver develops an overall i'pression of a person or situation based . on one attribute+ either favorable or unfavorable. 8888888888888888888888888888888888888888 "4 888888 are %udg'ents about what caused a person(s behavior-so'ething about the person or so'ething . about the situation. 8888888888888888888888888888888888888888 ", he tendency to underesti'ate the influence of e2ternal factors on another(s behavior and to . overesti'ate the influence of internal factors is called the 888888. 8888888888888888888888888888888888888888 "- *n individual(s 888888 is the set of characteristics that underlie a relatively stable pattern of behavior . in response to ideas+ ob%ects+ or people in the environ'ent. 8888888888888888888888888888888888888888 "/ 888888 is the degree to which a person is able to get along with others by being good-natured+ . cooperative+ forgiving+ understanding+ and trusting. 8888888888888888888888888888888888888888 "0 he tendency to place the pri'ary responsibility for one(s success or failure either within oneself . 9internally: or on outside forces 9e2ternally: is called the 888888. 8888888888888888888888888888888888888888 "3 888888 is the belief that power and status differences should e2ist within the organization. . 8888888888888888888888888888888888888888 )4 888888 is the tendency to direct 'uch of one(s behavior toward the ac&uisition of power and the . 'anipulation of others for personal gain. 8888888888888888888888888888888888888888 )1 888888 is a behavior pattern characterized by e2tre'e co'petitiveness+ i'patience+ aggressiveness+ . and devotion to wor$. 8888888888888888888888888888888888888888 )" 888888 are stressors arising fro' the tas$s re&uired of a person holding a particular %ob. . 8888888888888888888888888888888888888888 )

)) 888888 are stressors associated with relationships in the organization. . 8888888888888888888888888888888888888888 )4 * physiological and e'otional response to sti'uli that place physical or psychological de'ands on an . individual is called 888888. 8888888888888888888888888888888888888888 ), Uncertainty about what behaviors are e2pected of a person in a particular role is referred to as 888888. . 8888888888888888888888888888888888888888 )- Briefly describe the perception process. .

)/ ;escribe any three co''on perceptual distortions that 'anagers 'a$e. <ive an e2a'ple of each. .

)0 ;escribe the three factors that influence whether an attribution will be e2ternal or internal. .

)3 6elf-'anage'ent is being aware of what you are feeling. . rue !alse 44 6elf-'anage'ent is =O a co'ponent of e'otional intelligence. . rue !alse 4

41 6elf confidence refers to a general assurance in one7s own ideas+ %udg'ent+ and capabilities. . rue !alse 4" . 4) . he three options in getting things done are> doing it+ delegating it+ or defering it. rue !alse he last step in getting organized is to e'pty your head. rue !alse 44 *ccording to research+ an individual(s personality has no affect on how they respond to stressors. . rue !alse 4, ?2tre'e co'petitiveness+ i'patience+ aggressiveness+ and devotion to wor$ are included in ype B . behavior pattern. rue !alse Challenges tend to burn people out+ while stress fires you up. rue !alse 5ole a'biguity is defined as uncertainty about what behaviors are e2pected of a person in a particular role. rue !alse Organizations that want to challenge their e'ployees and stay co'petitive can easily be stress-free. rue !alse Behavioral scientists consider attitudes to have three co'ponents> cognitions+ affect+ and behavior. rue !alse ;aily fle2ti'e is considered by 'any e'ployees to be the 'ost effective wor$-life practice. rue !alse

*n interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations is called> *. B . C . ;. ? . sociology. vocational counseling. cultural anthropology. psychology. organizational behavior.

*n individual7s strong belief that he or she can successfully acco'plish a specific tas$ or outco'e is referred to as> *. B . C. ; . ? . locus of control. self-confidence. self-efficacy. perceptual selectivity. cognitive dissonance.

he general assurance in one7s own ideas+ %udg'ent+ and capabilities is referred to as> *. B . C. ; . ? . locus of control. self-confidence. self-efficacy. perceptual selectivity. cognitive dissonance.

88888refers to a positive attitude toward one(s %ob. *. Organi zational citizens hip #ob satisfaction Cognitive dissonance

B . C .

Organizational co''it'ent ? #ob . involve'ent 1eople generally e2perience 88888 when their wor$ 'atches their needs and interests+ when wor$ing conditions and rewards 9such as pay: are satisfactory+ and when the e'ployees li$e their cowor$ers. *. %ob involv e'ent B e2troversion . C cognitive . dissonance ; . ? . @achiavellia nis' %ob satisfaction

6tudies have found that the characteristic 'ost co''on to top e2ecutives is> *. a ype * personality. B a wor$aholic 'entality. . C an unsatisfied wor$er. . ; an opti'istic attitude. . ? an introverted . personality.

Ahich of the following refers to wor$ behavior that goes beyond %ob re&uire'ents and contributes as needed to the organization(s successB *. #ob satisfaction B Organizational citizenship . C Cognitive dissonance . ;. #ob involve'ent ? Organizational . Co''it'ent * survey by the Conference Board found that 88888 percentage of U6 wor$ers are satisfied with their wor$. * . B . C . ; . ? . " , / , 4 , 1 4 3 ,

*n e'ployee with a high degree of 88888 is 'ore li$ely to want to stay with their current co'pany. *. wor$ happiness B cognitive . dissonance C organizational fit . ; organizational . co''itt'ent ? cognitive . evaluations

Ahich of the following is a way for 'anagers to pro'ote organizational co''itt'entB *. @a$i ng wor$ diffic ult B1unishing poor perfor'ance C Creating . 'ore rules ; <iving . 'ore rewards ? Being . honest 5esearch shows that the lin$ between 88888 and 88888 is s'all and is influenced by other factors. *. satisfaction C perfor'anc e B. stressC wor$ C. stressC ho'e ; stressC perfor'ance . ? satisfactionC . personality 88888is defined as a positive attitude toward one(s %ob. *. Occupation approval B. Career fulfill'ent C. #ob satisfaction ; Organizational happiness . ? Organizational . co''it'ent

88888refers to loyalty to the heavy involve'ent in the organization. *. Organi zation citizens hip

B #ob . satisfaction C. ;issonance Organizational co''it'ent ? #ob . involve'ent *ll of the following are tactics for pro'oting stronger organizational co''it'ent ?DC?1 > *. naintaining a secretive culture B being honest and trustworthy in business . dealings.. C giving e'ployees a say in business . decisions. ;. treating e'ployees fairly. ? offering e'ployees rewards that they . value. 5oy is a top e2ecutive at a cigarette 'anufacturing co'pany who believes that cigarettes are dangerous products and they $ill people. his condition can be described as> *. %ob involve 'ent. B e2troversion. . C cognitive . dissonance. ; . ? . @achiavellia nis'. %ob satisfaction.

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*n evaluation that predisposes a person to act in a certain way is called a9n: 88888. *. attitu de B authoritar . ianis' C . ; . ? . percepti on pro%ectio n personali ty

he cognitive process people use to 'a$e sense out of the environ'ent by selecting+ organizing+ and interpreting infor'ation is called> *. selec tive reten tion. dissonan ce. attitude. perceptio n. personalit y.

B . C. ; . ? .

Ahich of the following describes the last step in the perception processB *. B. C. ; . ? . Observing infor'ation 6creening the infor'ation 6electing what to process Organizing the selected data into patterns rans'itting the observed infor'ation

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88888is the process by which individuals screen and select the various ob%ects and sti'uli that vie for their attention. *. 1erson%ob fit B 1erceptual . selectivity C Organizational . citizenry ;. 1ro%ection ? 1erceptual . grouping In what stage of the perception process are individuals li$ely to put things into patternsB *. B . C . ; . ? . 6ele ctin g 1ro%ecti ng Organizi ng 6ensin g 5easoni ng

he first step in the perception process is 88888. *. contr astin g B attributio . n C reasoning . ; observati . on ? stereotypi . ng

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Ahich of the following is the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individualB *. 6tereoty ping B. 1ro%ection C !igure-ground . ; he halo effect . ? 1erceptual . defense *n overall i'pression of a person or situation based on one attribute+ either favorable or unfavorable+ is an e2a'ple of> *. pro%e ction . B the halo . effect. C perceptua l defense. ; stereotyp . ing. ? attributio . n. #osh evaluates Eandi(s perfor'ance and gives her an FoutstandingG based on his $nowledge that she ca'e to wor$ everyday earlier than anyone else and therefore she is e2tre'ely hardwor$ing. #osh is 'a$ing which of these errors in perceptual %udg'entB *. 1ercep tual defens e 1ro%ection 6tereotypin g he halo effect !igureground

B . C . ; . ? . 1)

he tendancy to overesti'ate the contribution of internal factors is part of which perceptual biasB *. 1ro%ectio n B 6elf-serving bias . C he halo effect . ; !igure ground . ? 6elective . perception he tendancy to overesti'ate the contribution of e2ternal factors is part of which perceptual biasB *. 1ro%ectio n B he funda'ental . attribution error C he halo effect . ; !igure ground . ? 6elective . perception Bla'ing the teacher for a poor grade on an e2a'+ and ta$ing credit for good grades could be an e2a'ple of which perceptual biasB *. perceptua l distortion . closure activity.

B . C the funda'ental . attribution error. ;. stereotyping. ? perceptual . grouping.

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!ran$ regretfully 'issed an i'portant deadline at wor$. His boss+ <eorge+ thin$s to hi'self+ F!ran$ 'issed that deadline because he is lazyC I really need to crac$ down on hi' 'ore.G his is an e2a'ple of what $ind of attributionB *. B . C . ; . ? . ?2ternal attributi on Internal attribution Horizontal attribution Iertical attribution 6$ewed attribution

he tendency to overesti'ate the contribution of internal factors to one(s successes and the contribution of e2ternal factors to one(s failures is a result of> *. selfserving bias. B openness to . e2perience. C . ; . ? . over stability. e'otional plateau. @achiavellianis '.

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88888 refers to the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas+ ob%ects+ or people in the environ'ent. *. B . C . ; . ? . ;iss onan ce 1ersonal ity Halo effect *ttitud e 1ercepti on

he Big !ive personality factors includes all of these ?DC?1 > *. B . C . ; . ? . e2trov ersion. conscientiou sness. e'otional stability. locus of control. agreeablene ss.

Bernice is a tal$ative+ assertive+ and sociable individual who is very co'fortable with interpersonal relationships. Ahich of the following is applicable to BerniceB *. @ach iavell ianis ' B Conscienti . ousness C *greeable . ness ; ?'otional . stability ? ?2troversi . on 1-

#ay is a trusting and forgiving individual who gets along with others because of being good-natured and cooperative. his describes which of the Big !ive personality factorsB *. *gre eable ness B Conscienti . ousness C ?'otional . stability ; Openness to e2perience ? ?2troversi . on Ahich of the following refers to the degree to which a person is focused on a few goals+ thus behaving in ways that are responsible+ dependable+ persistent+ and achieve'ent orientedB *. *gre eable ness B Conscienti . ousness C ?'otional . stability ; Openness to e2perience ? ?2troversi . on

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If Ben is tense+ nervous+ depressed and insecure+ he would tend to be rated as low on which of these factorsB *. *gre eable ness B Conscienti . ousness C ?'otional . stability ; Openness to e2perience ? ?2troversi . on Canyon 5iver+ Inc. is loo$ing for an individual who has a broad range of interests and is i'aginative+ creative+ artistically sensitive+ and willing to consider new ideas. Ahich of these factors are they e'phasizing in their searchB *. *gre eable ness B Conscienti . ousness C ?'otional . stability ; Openness to e2perience ? ?2troversi . on

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raits of 88888see' to be particularly i'portant in today(s collaborative organizations. *. li$a bilit y B agreeabl . eness C . ; . ? . friendlin ess openne ss sociabili ty

Ahich of the following refers to the tendency to place the pri'ary responsibility for one(s success or failure either within oneself or on outside forcesB *. @ach iavell ianis ' B ?'otional . stability C .ocus of . control ; *uthoritari . anis' ? ?2troversi . on

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Individuals who believe that they control their own destiny are described as having a> *. high e2ternal locus of control. high @ach personality. low introversion characteristic.

B . C .

; high internal locus . of control. ? low @ach . personality. #ason has been une'ployed for three 'onths. Ahen his wife as$ed hi' why he was not loo$ing for a %ob+ #ason responded+ JIf I a' luc$y+ I will get 'y old %ob bac$.J #ason would be considered as having a9n:> *. e2ternal locus of control.

B high . conscientiousness . Csensation and intuition type personality. ; internal locus of . control. ? high @ach . attitude.

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1eople with an e2ternal locus of control are> *. 'ore achiev e'ent orient ed. better able to handle co'ple2 infor'ation and proble' solving. C 'ore . independent . ; easier to . 'otivate. ? easier to . lead. Ahich of the following ter's is the belief that power and status differences should e2ist within the organizationB *. B . C . ; . ? . ?2trove rsion @achiavellian is' *uthoritariani s' 1erceptual distortion .ocus of control

Individuals high on authoritarianis' have proble's with> *. B . C . power and toughness. use of sub%ective feelings. stic$ing to conventional values.

; obeying recognized authority above the'. ? critically %udging . others. "1

5achel is described by her colleagues as prag'atic+ super-co'petitive+ and 'ore li$ely to persuade than be persuaded. 6he fits which personality category 'ost closelyB *. B. C. ;. ? . High @ach .ow @ach High !eeling .ow !eeling @oderate hin$ing

Ahich of the following is defined as the tendency to direct 'uch of one(s behavior toward the ac&uisition of power and the 'anipulation of others for personal gainB *. B . C . ;. ? . *uthoritaria nis' ?2ternal locus of control Introversion characteristic @achiavellianis' Organizational citizenship

88888type people+ according to #ung+ would rather wor$ with $nown facts and hard data and prefer routine and order in gathering infor'ation. *. B . C . ; . ? . !eel ing <utfeel Intuiti ve 6ensati on *ffecti ve

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5esearch shows that 88888are predisposed to being prag'atic+ capable of lying to achieve personal goals+ 'ore li$ely to win in win-lose situations+ and 'ore li$ely to persuade than be persuaded. *. high intro verte d indiv idual s

B high . authoritar ians C high . @achs ;low e2troverte d individual s ? low . @achs Ahich of these styles+ according to #ung+ avoids specifics+ decentralizes decision-'a$ing and develops few rules and regulationsB *. Intuiti vefeelin g B 6ensation. thin$ing C . ; . ? . Intuitivethin$ing 6ensationfeeling =one of these.

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@aliah bases her %udg'ents on i'personal analysis. o resolve proble's at wor$+ she uses reason and logic rather than personal values or e'otional aspects of the situation. In gathering infor'ation+ @aliah prefers routine and order. Based on this infor'ation+ @aliah ran$s highly in which @yersBriggs categoryB *. #udging 1erceiv ing Intuitivehin$ing 6ensationhin$ing 6ensation!eeling Intuitive!eeling

B . C . ; . ? .

Ahich of these styles would li$ely be appropriate for a counseling %obB *. Intuiti vefeelin g B 6ensation. thin$ing C . ; . ? . Intuitivethin$ing 6ensationfeeling =one of these.

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* widely used personality test that 'easures how people differ on all four of #ung(s sets of paired opposites is the 888888. *. Eeirsey personality test B @yers-Briggs ype . Indicator C ?ysenc$ 1ersonality . est ; ?nneagra' 1ersonality . ype ;etector ? O2ford Capacity . *nalysis Ahen 'anagers who e2press positive e'otions such as happiness+ enthusias'+ and appreciation trigger these sa'e positive e'otions in e'ployees+ 88888is happening. *. 1erceptu al selectivit y Cognitive dissonance Contagious feeling 6elf-efficacy ?'otion contagion

B . C . ;. ? .

@anaging e'otion is a basic co'ponent of e'otional intelligence. Ahich of the following best describes 'anaging e'otionsB *.

It is the basis for all the other co'ponentsC being aware of what you are feeling. B It is the ability to balance one(s 'oods so that worry+ an2iety+ f . or anger do not cloud thin$ing. C . ; . ? . ",

It is the ability to be hopeful and to persist in the face of obstacles. It is the ability to be able to put yourself in so'eone else(s sho It is the ability to connect to others and build positive relationships.

* high degree of 88888'eans you can accurately assess your own strengths and li'itations and have a healthy sense of self-confidence. *. self'anag e'ent

B social . cohesiveness C social . awareness relationship 'anage'ent ? self. awareness *ll of the following are things bad bosses do to create stress for their subordinates ?DC?1 > *. Bully and harass people to $eep the' on their toes. B Create perpetual doubt about how well . e'ployees are perfor'ing. C !ail to give people credit for their . contributions and achieve'ents. ; I'pose unreasonable de'ands and . overwhel'ing wor$loads. ? ell people e2actly what is e2pected of . the'.

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6ee$ing positions of power and responsibility+ Chandra has rapidly 'oved up the ran$s within her organization. Colleagues describe her as so'eone with a tre'endous a'ount of energy+ and a powerful force for leadership within the organization. Based on this description+ Chandra has what type of personalityB *. B . C . ; . ? . y pe * ype B ype C ype D ype K

88888conflict occurs when an individual perceives inco'patible de'ands fro' others. *. B . C . *tt itu de 5ol e 1erso nality

; 1erce . ption ? *bili . ty

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6tress can be caused by> *. tas$ de'a nds.

B role . de'ands. C interperso nal de'ands. ; physical . de'ands. ? all of . these. ype * behavior pattern is characterized by all of these ?DC?1 > *. i'patience. B. devotion to wor$. C. aggressiveness. ;. rela2ed lifestyle. ? e2tre'e . co'petitiveness. Ahich of the following is the uncertainty about what behaviors are e2pected of a person in a particular roleB *. 5ole conflic t

B as$ . overload C =onprogra'' ed decisions ; 5ole . a'biguity ? as$ . underload

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Scenario - Layla Fox .ayla !o2 is a creative+ i'aginative+ artistically sensitive individual who loves to ta$e on new opportunities. 6he is a successful 'anager who believes that she 'a$es her own destiny through hard wor$ and listening to people. Her personal proble' solving style is intuitive-thin$ing. .ayla can best be described using which of these Big !ive personality factorsB
a. b. c. d. e. *greeableness Openness to e2perience Conscientiousness ?2troversion ?'otional stability

Scenario - Layla Fox .ayla !o2 is a creative+ i'aginative+ artistically sensitive individual who loves to ta$e on new opportunities. 6he is a successful 'anager who believes that she 'a$es her own destiny through hard wor$ and listening to people. Her personal proble' solving style is intuitive-thin$ing. .ayla appears to have a>
a. b. c. d. e. high @ach personality. high authoritarian style. high internal locus of control. low e2troversion characteristic.

high e2ternal lo

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Scenario - Layla Fox .ayla !o2 is a creative+ i'aginative+ artistically sensitive individual who loves to ta$e on new opportunities. 6he is a successful 'anager who believes that she 'a$es her own destiny through hard wor$ and listening to people. Her personal proble' solving style is intuitive-thin$ing. Ahich of these occupations would .ayla 'ost li$ely succeed in based on her proble' solving styleB
a. b. c. d. e. Counseling *dvertising eaching business ?ngineering 1olitics

* positive attitude toward one(s %ob is called 888888. 8888888888888888888888888888888888888888 Aor$ behavior that goes beyond %ob re&uire'ents and contributes as needed to the organization(s success is referred to as 888888. 8888888888888888888888888888888888888888 .oyalty to and heavy involve'ent in one(s organization is called 888888. 8888888888888888888888888888888888888888 * condition in which two attitudes or a behavior and an attitude conflict is called 888888. 8888888888888888888888888888888888888888 *9n: 888888 is an evaluation that predisposes a person to act in a certain way. 8888888888888888888888888888888888888888 he process people use to 'a$e sense of the environ'ent by selecting+ organizing+ and interpreting infor'ation fro' the environ'ent is referred to as 888888. 8888888888888888888888888888888888888888 )4

888888 is the cognitive process people use to 'a$e sense out of the environ'ent by selecting+ organizing+ and interpreting infor'ation. 8888888888888888888888888888888888888888 ?rrors in perceptual %udg'ent that arise fro' inaccuracies in any part of the perception process are called 888888. 8888888888888888888888888888888888888888 ?2plain the Big !ive personality factors. *re these applicable in an international conte2tB

;escribe Carl #ung(s four functions related to gathering and evaluating infor'ation for proble' solving and decision 'a$ing. Ahich proble' solving style would be appropriate for an *ccounting professionB AhyB

Ahat are the four co'ponents of e'otional intelligenceB ?2plain.

)1

Ahat are so'e of the ways enlightened co'panies are helping e'ployees cope with stress.

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Chapter 14--Understanding Individual Behavior Eey


1. 5U? ". !*.6? ). 5U? 4. 5U? ,. 5U? -. 5U? /. !*.6? 0. !*.6? 3. 5U? 14. !*.6? 11. !*.6? 1". !*.6? 1). 5U? 14. !*.6? 1,. !*.6? 1-. 5U? 1/. !*.6? 10. 5U? 13. !*.6? "4. 5U? "1. 5U? "". 6tereotyping "). halo effect "4. *ttributions ",. funda'ental attribution error "-. personality "/. *greeableness "0. locus of control "3. *uthoritarianis' )4. @achiavellianis'

))

)1. ype * behavior )". as$ de'ands )). Interpersonal de'ands )4. stress ),. role a'biguity )-. !irst we observe infor'ation 9sensory data: fro' the environ'ent through our sensesC taste+ s'ell+ hearing+ sight+ and touch. =e2t+ our 'ind screens the data and will select only the ite's we will process further. hird+ we organize the selected data into 'eaningful patterns for interpretation and response. )/. he co''on perceptual distortions are stereotyping+ the halo effect+ pro%ection+ and perceptual defense. )0. ;istinctiveness deter'ines whether a behavior is unusual for that person. o be consensus+ 'eans to find out whether people tend to respond to si'ilar situations in the sa'e way. !inally+ consistency shows if a person being observed has a history of behaving in the sa'e way. )3. !*.6? 44. !*.6? 41. 5U? 4". 5U? 4). !*.6? 44. !*.6? 4,. !*.6? !*.6? 5U? !*.6? 5U? 5U? ? C B B ? ; B C ; ? * C

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; * C * ; ; B C ; * B ; B B C B * B ; ? * B C ; B C ; * ? C B * ; ;

),

C * C ; B ? B ? ? * B ? ; ; b d c %ob satisfaction organizational citizenship organizational co''it'ent cognitive dissonance attitude perception 1erception perceptual distortions he Big !ive personality factors describe an individual(s e2troversion+ agreeableness+ conscientiousness+ e'otional stability+ and openness to e2perience. 5esearch has been li'ited to sub%ects in the United 6tates+ so it is difficult to apply in an international conte2t. he four functions are sensation+ intuitive+ thin$ing+ and feeling. 1lease refer to e2hibit 14.3 in the te2t. !or *ccounting profession+ sensationthin$ing style would probably be a good 'atch. he four co'ponents of e'otional intelligence are> self-awareness+ self-'anage'ent+ social awareness and relationship awareness. 6tudents answers 'ay vary based on what they have e2perienced and heard. ?2a'ples fro' the boo$ include organizations that encourage people to ta$e regular brea$s and vacations+ designate &uiet roo's or 'editation centers+ and provide wellness progra's and daily fle2ti'e.

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