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Baldwin management organizational behavior test bank Chp002

Baldwin management organizational behavior test bank Chp002
Baldwin management organizational behavior test bank Chp002

Chapter 02

Managing Stress and Time True / False Questions

1.Strains are more long-term consequences of chronic stress that have not been

alleviated by some means.

True False

2.All stress is bad.

True False

3.Good time management means being an efficient workaholic.

True False

4.Stress can and does facilitate higher performance and productivity.

True False

5.Great managers are aware of different sources of stress and seek ways to

proactively manage it to avoid its harmful effects.

True False

6.Stressful events by themselves generate stress in individuals.

True False

7.Different stressors call for different coping strategies.

True False

8.In general, having an external locus of control is more beneficial than having an

internal locus of control with regard to job performance and stress.

True False

9.People tend to underestimate how much large events in their lives contribute to

their stress level and grossly overestimate the effects of "daily hassles."

True False

10.When we do not know how to fill a role or what we are supposed to do in it, we

experience role conflict.

True False

11.Age is one of the strongest demographic predictors of burnout with older

employees experiencing significantly greater burnout than younger employees.

True False

12.Research has shown that with respect to burnout, the only gender differences

seem to be that men experience more emotional exhaustion symptoms, while women experience slightly more cynicism symptoms.

True False

13.Emotional labor is the process of regulating both feelings and expressions for the

benefit of organizational goals.

True False

14.Deep acting is "managing observable expressions" such as maintaining a

pleasant facial expression and vocal tone.

True False

15.Coping strategies are "first line" defenses for managing stress.

True False

16.Coping strategies are not always practical because it is not possible to remove

every stressor from the work environment.

True False

17.Instrumental support is support that is tangible and practical in nature and is a

direct means of helping someone.

True False

18.Appraisal support is feedback that builds your self-esteem.

True False

19.One of the antidotes for choking is pressure-free practice.

True False

20.What makes choking so fascinating is that it happens only to star performers.

True False

21.Focused automated behavior is one of the antidotes for choking.

True False

22.Research has helped identify four recurring factors that distinguish those with

psychological hardiness: psychological fitness, physical fitness, control, and challenge.

True False

23.When under intense stress, we naturally ask for help from our network of family

and friends.

True False

24.One stress-management strategy closely aligned with control is that of seeking

big achievements.

True False

25.Psychologically hardy individuals view change as a stumbling block, not a

stepping stone.

True False

26.The inability to manage time is among the greatest sources of stress and can

doom the most conscientious of people.

True False

27.As management guru Peter Drucker has famously noted, doing things right

should come before doing the right things.

True False

28.Often referred to as Pareto's Law, the 80/20 rule holds that only 20 percent of the

work produces 80 percent of the value.

True False

29.What you choose not to do can be as important as what you do.

True False

30.The ABC method is a strategy used to address procrastination.

True False

Multiple Choice Questions

31.Which of the following observations about strains is true?

A. S train is defined as a controlled or nonproductive stress.

B. S train occurs when people are experiencing both high work demands and high

control over the task.

C. S train is a personal, non-work issue and should not be a concern in a work

organization.

D. S trains are often more long-term consequences of chronic stress that have

not been alleviated.

E. T here is no clear evidence of the impact of sustained stress in strains.

32.Which of the following is NOT a likely behavior for a manager experiencing high

levels of stress?

A. U nderestimation of how fast time passes

B. S elective information perception

C. F ixation on single solutions to problems

D. R eversion to old habits for problem solving

E. D ecreased creativity

33.Which of the following is NOT a common stress-related physical problem?

A. H eart disease

B. S troke

C. D epression

D. D iabetes

E. C ancer

34."Eustress" is defined as:

A. m aximum psychological pressure.

B. a productive stress.

C. a n autoimmune response.

D. a response to uncertain conditions.

E. a response pattern to perceived threat.

35.When people encounter something potentially stressful in the environment, they

first go through:

A. c ognitive responses.

B. p rimary appraisal.

C. p hysiological responses.

D. c oping strategies.

E. d enial.

36.Current research shows that one specific aspect of the Type A behavior pattern

is most predictive of one's health. Identify that aspect.

A. H ostility

B. T ime urgency

C. A mbitiousness

D. I mpatience

E. P erfectionism

37.Which of the following is experienced when in fulfilling a family role, a work role is

neglected?

A. P sychological hardiness

B. L ocus of control

C. E ustress

D. F IW

E. W IF

38.Why do organizations often make accommodations for large stressful events?

A. T hese events occur infrequently.

B. M ost individuals expect these events.

C. T hese events are not accepted as a source of trauma.

D. T he role of these events as stressors is overestimated.

E. F amilies and friends help with these events.

39.Which of the following is an example of a "traumatic/major event" type of stress?

A. L osing all access to work files because of a computer crash.

B. S tarting on a new job that requires substantial training.

C. R eceiving an e-mail that requires an immediate response.

D. H aving an unexpected visitor drop in.

E. U nexpected and urgent phone calls from a client.

40.Depersonalization is associated with:

A. t he feeling that one's work does not really matter.

B. f eeling cynical, psychologically detached, and indifferent to one's work.

C. t he state of feeling psychologically "drained" by the job.

D. t he actual management of feelings.

E. g iving employees some latitude over the emotions they can express.

41.Surface acting and deep acting are parts of:

A. b urnout.

B. r ole conflict.

C. e motional labor.

D. r ole ambiguity.

E. l ocus of control.

42.___________ is defined as performance decrements under pressure

circumstances.

A. C hoking

B. L oss of control

C. B urnout

D. E motional labor

E. F raying

43.The tendency of people under stress to focus on the threat to the exclusion of all

else is a well-established process called:

A. "tunnel vision."

B. "stress focusing."

C. "focused coping."

D. "concentrated appraisal."

E. "cognitive narrowing."

44.Employees who have ________________ exhibit better mental performance,

greater ability to cope with stress, lower obesity levels, and higher energy levels.

A. r ole conflict

B. p sychological strength

C. p hysical hardiness

D. m any daily hassles

E. g ood time management skills

45.Which of the following activities CANNOT be classified as a mood "repair"

activity?

A. I magine being on vacation

B. D o deep breathing exercises

C. L isten to a piece of music

D. H ave a piece of chocolate

E. T alk to a friend

46.The most important challenge in effective time management is to:

A. e xercise willpower.

B. i mplement time management skills.

C. r esist temptation.

D. e valuate plan options.

E. l earn time management skills.

47.Nollie always misses the deadline for her quarterly report. She works diligently

and sincerely makes "to-do lists." Nevertheless, she ends up spending most of her time on whatever comes up, is urgent, or is in front of her. Which time

management principle does Nollie need to master?

A. F irst be effective, then be efficient

B. M ultitasking

C. F ollow the five-second rule

D. E xercise willpower

E. S tart earlier in the morning

48.Duffy Smith started having nightmares and chest pains and losing car keys and

theater tickets. His wife urged him: "Take a vacation. See a physician. Do

something!" So Duffy went to work on a Sunday afternoon. He threw out old files and glanced at the stack of weekly work logs accumulating next to the rubber tree plant. He sat down to eat the pizza he had ordered and looked at the work logs again. Then he retrieved the rest of them for a thorough study. Over the last quarter, the time spent on paperwork and reporting tasks had grown from 20 percent to 80 percent. He usually began to prepare the item status and inquiry report on Monday. Co-workers delivered rumors, management changed weekly priorities three or four times during the week, and balance estimates fluctuated constantly. So Duffy revised the report daily through the week until submitting it to management on Friday afternoon. The productive work of outside client

contacts, which used to account for most of his time, was now squeezed into long lunches. Duffy decided to make some changes and left the building feeling better than he had in months. He told his wife, "If my new work plan works next quarter, we'll go to Calgary for a week in July." He started to prepare the item status and inquiry report on Thursday mornings, turning it in by noon on Friday.

He scheduled contact meetings a week or two in advance, doing preparation work by phone and e-mail to increase client contact value. He followed up earlier and more thoroughly with each client. Duffy quickly returned to his old patterns of peaceful sleep and feeling good. Tomorrow Duffy and his wife go to Canada.

Please answer the following question based on this scenario.

Which time management principle does Duffy's work revision illustrate?

A. T o increase motivation, do the fun part first.

B. S tart with written goals and action plans.

C. U se the Swiss Cheese approach effectively.

D. W hen work is out of sight, it is out of mind.

E. S pend the bulk of time on the most important work.

49.Duffy Smith started having nightmares and chest pains and losing car keys and

theater tickets. His wife urged him: "Take a vacation. See a physician. Do

something!" So Duffy went to work on a Sunday afternoon. He threw out old files and glanced at the stack of weekly work logs accumulating next to the rubber tree plant. He sat down to eat the pizza he had ordered and looked at the work logs again. Then he retrieved the rest of them for a thorough study. Over the last quarter, the time spent on paperwork and reporting tasks had grown from 20 percent to 80 percent. He usually began to prepare the item status and inquiry report on Monday. Co-workers delivered rumors, management changed weekly priorities three or four times during the week, and balance estimates fluctuated constantly. So Duffy revised the report daily through the week until submitting it to management on Friday afternoon. The productive work of outside client

contacts, which used to account for most of his time, was now squeezed into long lunches. Duffy decided to make some changes and left the building feeling better than he had in months. He told his wife, "If my new work plan works next quarter, we'll go to Calgary for a week in July." He started to prepare the item status and inquiry report on Thursday mornings, turning it in by noon on Friday.

He scheduled contact meetings a week or two in advance, doing preparation work by phone and e-mail to increase client contact value. He followed up earlier and more thoroughly with each client. Duffy quickly returned to his old patterns of peaceful sleep and feeling good. Tomorrow Duffy and his wife go to Canada.

Please answer the following question based on this scenario.

Duffy's stress source at the start of the scenario was:

A. d aily hassles.

B. b ig events.

C. f amily pressures.

D. d aily uplifts.

E. e ustress.

50.Duffy Smith started having nightmares and chest pains and losing car keys and

theater tickets. His wife urged him: "Take a vacation. See a physician. Do

something!" So Duffy went to work on a Sunday afternoon. He threw out old files and glanced at the stack of weekly work logs accumulating next to the rubber tree plant. He sat down to eat the pizza he had ordered and looked at the work logs again. Then he retrieved the rest of them for a thorough study. Over the last quarter, the time spent on paperwork and reporting tasks had grown from 20 percent to 80 percent. He usually began to prepare the item status and inquiry report on Monday. Co-workers delivered rumors, management changed weekly priorities three or four times during the week, and balance estimates fluctuated constantly. So Duffy revised the report daily through the week until submitting it to management on Friday afternoon. The productive work of outside client

contacts, which used to account for most of his time, was now squeezed into long lunches. Duffy decided to make some changes and left the building feeling better than he had in months. He told his wife, "If my new work plan works next quarter, we'll go to Calgary for a week in July." He started to prepare the item status and inquiry report on Thursday mornings, turning it in by noon on Friday.

He scheduled contact meetings a week or two in advance, doing preparation work by phone and e-mail to increase client contact value. He followed up earlier and more thoroughly with each client. Duffy quickly returned to his old patterns of peaceful sleep and feeling good. Tomorrow Duffy and his wife go to Canada.

Please answer the following question based on this scenario.

Duffy's stress symptoms were:

A. s ubtle.

B. f amilial.

C. e ustresses.

D. p hysiological.

E. h ardy.

51.Which of the following is often referred to as Pareto's Law?

A. T he 80/20 rule

B. T he Swiss Cheese Method

C. T he ABC method

D. T he five-second rule

E. T he two-minute rule

52.Relationship building falls under the _____ quadrant in a time management

matrix.

A. r elevant/urgent

B. i mportant/not urgent

C. i mportant/urgent

D. n ot important/urgent

E. n ot important/not urgent

石油行业英文缩写汇总

3DLO 3D long offset seismic survey三维长偏移距野外资料采集 3DHR-HR 3D High resolution –high ???seismic survey 三维高分辨-高密野外资料采集。AAC = adjusted AC; ABI inclination at the drill bit AC acoustic 声波时差 ACN =adjusted CN; ADN Azimuthal neotron density AIT* Array Induction Imager Tool A&S admistration&service AHC Ascendant Hierarchical Clustering ARC Induction Resistivity GR annulus pressure ingrated tool ARI Azimuth resistivity imager方位电阻率成像测井仪 APD Elevation of Depth Reference (LMF) above Permanent Datum APWD apparatus whle drilling ASI Array seismic imager阵列地震成像仪 A VG: Average A VO Amplitude Versus Offset(Amplitude variation with offset calibration)振幅-炮检距 关系 AZI: Azimuth (deg) BBC Buy Back Contract BGG: Background Gas (%) BGP 物探局 BHFP bottomhole flowing pressure BHS :Borehole Status BHT :Bottom Hole Temperature BHTA 声波幅度 BHTT 声波返回时间 BLWH Blue White BML below mud line BOP Blow out preventer BOP stack 防喷器组 BS Bit Size BSW basic?? saturation water(综合含水) CAL borehole diameter 井径 CAST 声波扫描成像测井仪 CBI Central Bank of Iran CBIL 井周声波成像 CBL Cement Bond Log CC correlation coefficient CCAL common core analysis常规岩心分析 CCL Casing Collar Locator CCM Contractors Committee Meeting CDF cumulative density function CDF Calibrated Downhole Force

生产制造英文缩写

EVT(Engineering Verification Test)工程验证测试阶段 DVT(Design Verification Test)设计验证测试阶段 DMT(Design Maturity Test)成熟度验证 MVT(Mass-Production Verification Test)量产验证测试 PVT(Production/Process Verification Test)生产/制程验证测试阶段MP(Mass Production)量产 工程师类: PE: Product Engineer 产品工程师 Process Engineer 制程工程师 ME: Mechanical Engineer 机构工程师 IE:Industrial Engineer 工业工程师 QE: Quality Engineer 品质工程师 SQESupplier Quality Engineer供货商质量工程师 QC quality control 品质管理人员 FQC final quality control 终点质量管理人员 IPQC in process quality control 制程中的质量管理人员 OQC output quality control 最终出货质量管理人员

IQC incoming quality control 进料质量管理人员TQC total quality control 全面质量管理 POC passage quality control 段检人员 QA quality assurance 质量保证人员 OQA output quality assurance 出货质量保证人员 QE quality engineering 品质工程人员 TE Test Engineer 测试工程师 AE Automatic Engineer 自动化工程师 研发类: R&D Research & Design 设计开发部 ID (Industry Design)工业设计 MD (Mechanical Design)结构设计 HW(Hardware) 硬件设计 SW(Software)软件设计 PDM Product Data Management 产品数据管理 PLM product lifecycle management 产品生命周期管理电子设计:

以小见大的写作手法

微课以小见大的写作手法 今天我们一起来学习以小见大的写作手法。第一步我们要明确什么是以小见大? (提问)某某同学,你对这四个字有什么了解? 很好!首先从字面意思上看,以小见大是一个四字成语:以者,用也;见者,表现也。顾名思义,它的解释就是用小的表现大的。指通过小事可以看出道理,通过部分可以看出整体,那么作为一种写作手法,我们又要怎么去定义它呢? 以小见大法,也称小中见大法,即文章作品中,通过小事件和细节来揭示重大主题写作方法。我们要抓住关键字来理解,这句话的关键字就是小事件细节和重大主题,分别是小和大的指代。 这种写作手法有哪些特点呢? 从材料上来讲:在于抓住一事一物、一情一景;“以小见大”的基本点在于小,一事一物,一情一景都是小的选取对象。 从写法上来讲:从大处着眼、小处落笔;关键在于立意要高,要大,但要注意的是要在尽可能微小之处来体现立意的高大。 从表达效果上来讲:深入发掘,展开联想,为读者创造一个比现实生活更为广阔、更为深远的艺术境界。 (提问)那么有哪些文章用了“以小见大”的写作手法呢?某某同学,你来给大家简要介绍一下?(参考答案:鲁迅的很多作品都用了以小见大的手法,比如《药》就是通过写夏瑜的命运来写整个社会的悲惨命运。) 很好!其实这种写法在文章中比较常见。接下来我们具体来看看几个运用了“以小见大”手法的比较典型的例子: 说到“以小见大”的文章,大家可能第一想到的就是鲁迅先生的《一件小事》,《一件小事》是“以小见大”手法运用的一个典范,描写的是鲁迅出外搭乘人力车,人力车夫在本不用负责的情况下搀扶起被撞倒的老妇人,并将其送至警署的这么一件小事。这篇文章在选材上十分简单,就是日常生活中的一件极其平凡的小事,但从这么一件小事里却折射出了一个“下等人”的高尚的人格力量,这篇文章短小精悍,全文仅一千字左右,但却震撼了人们的心灵。 还有一个很典型的例子是巴金老人的《小狗包弟》,这篇文章选自《随想录》,作者通过描写一条小狗的故事来反映文革的现实,连一条小狗都不能逃过劫难,体现了在“文革”时代任何生命都不能免受侵害的现实。 这两篇文章都运用了“以小见大”的写作手法,而且都运用得非常成功,对小材料的细节描写激发了作者的真情实感,使得文章真实而且感人,达到了很好的效果。 那么以上两篇文章为例,我们来分析一下使用“以小见大”手法的好处? (提问)同学们先来谈谈吧,某某同学,你是怎么看的?还有人补充吗? 好,现在我们一起来总结一下: 1、这种艺术处理以一点观全面,给写作者带来了很大的灵活性和无限的表现力; (比如《一件小事》中作者只描写了一位人力车夫的故事,却能将其延伸到整个下层人民甚至整个社会,作者可以极尽表达自己的思想和情感) 2、为读者提供了广阔的想象空间,能产生丰富的联想;(比如从《小狗包弟》 中读者直接获得的情感体验是作者对包弟的歉疚和忏悔,但读者可以思考这份忏悔是否只是对包弟,忏悔又具有怎样的现实意义等,读者想象的空间很大)

法律名词解释

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