Test Questions & Answers Motivating Employees Nickels Ch.10 - Understanding Business 12e Complete Test Bank by William Nickels. DOCX document preview.
Understanding Business, 12e (Nickels)
Chapter 10 Motivating Employees
1) The sense of satisfaction you get when you achieve an important goal is an intrinsic reward.
2) Extrinsic rewards are those that are given to a person by someone else.
3) Since motivation comes from within an individual, there is little that managers can do to help motivate employees.
4) When unhappy employees leave a company, the firm normally ends up benefiting financially.
5) Frederick Taylor's goal was to find ways to improve worker motivation by making work more interesting and challenging.
6) A key element of Frederick Taylor's approach was the time-motion study, which examined the tasks performed to complete a job and the time needed to complete each task.
7) Frederick Taylor based his approach on the belief that each worker was an individual who should be treated as a unique asset to the firm.
8) Scientific management became the dominant strategy for improving productivity during the early 1900s.
9) Elton Mayo became known as the father of scientific management.
10) Frederick Taylor believed that employees would be more productive if they were allowed to decide for themselves which methods at work to use.
11) Three elements were basic to Taylor's approach: time, methods, and rules of work.
12) Frank and Lillian Gilbreth developed the principle of motion economy, which said that every job could be broken down into a series of elementary motions.
13) Frederick Taylor's ideas about improving worker productivity attracted a lot of attention at the time, but had little lasting significance.
14) The concept engagement is used to describe the level of passion and motivation that a person has about their work.
15) Frederick Taylor encouraged managers to make use of psychological techniques to improve worker motivation.
16) Frederick Taylor believed that workers existed to make management's job easier and more efficient. He believed that workers were interested in one thing: good pay. If a business provided good pay, workers would provide the grueling labor necessary to get the job done.
17) Selena works in the kitchen at a large hotel and ballroom. Early in her career, she dreamed of becoming head pastry chef, but now she is not sure that this is how she would like to spend her working career. Her current supervisor, James, does not believe in breaks. And he stands next to her while he tells her exactly how to roll out the bread dough and ice cakes. It's as if she never learned these basic skills in culinary school! Just this morning, he barked loudly from the other side of the room, "You should be able to ice five cupcakes in a minute! Time yourself!" Frederick Taylor would have approved of James' philosophy.
18) Colin successfully finished a challenging assignment given to him by his supervisor. This feeling of accomplishment and satisfaction Colin experienced is an example of an extrinsic reward.
19) Green Goddess Lawncare shows all of its employees its own specific methods for fertilizing and seeding lawns. The methods are designed to ensure adequate lawn coverage with a minimum of time and effort. All employees are expected to follow these methods precisely. Green Goddess's approach to lawn care is consistent with the ideas of scientific management.
20) Louis, a supervisor at a web design company, has seen that most of his employees are more productive if he lets them have some freedom and flexibility in how they go about their work. Louis's experience is consistent with the teachings of scientific management.
21) One of the original objectives of the Hawthorne studies was to determine the degree of lighting needed in the workplace to enable employees to achieve optimum productivity.
22) The original results of the Hawthorne studies proved that employees were much more productive when they worked in well-lit areas than when they worked in poorly lit areas.
23) A major conclusion of the Hawthorne studies was that the best way to motivate employees is with monetary incentives such as pay raises and bonuses.
24) The tendency of employees to behave differently when they know they are being studied is known as the Taylor effect.
25) The results of the Hawthorne studies encouraged researchers to begin studying human motivation and managerial styles that lead to higher productivity.
26) Elton Mayo's researchers concluded that worker motivation improved when managers listened to worker's ideas and suggestions.
27) The Hawthorne studies proved that the methods of scientific management were the best way to achieve maximum productivity among employees.
28) The Hawthorne studies determined that intrinsic rewards are always better than extrinsic rewards.
29) The Hawthorne studies established that productivity at work seldom changed, but an employee's attitude could show significant improvement if he/she were given the opportunity to think critically at work.
30) Although Elton Mayo originally intended to collect data for a traditional scientific management study, his breakthrough research led to further research on the kinds of things that drive employees to successfully meet and exceed productivity goals at work.
31) Raymond, the manager at the local post office, wants to figure out how to improve worker motivation. Recently, Raymond read about the Hawthorne studies conducted by Elton Mayo and colleagues. He believes these studies offer important insights into what motivates employees. Raymond is likely to support the methods and ideas associated with scientific management.
32) Jordan is conducting an experiment with her employees. She wants to see how temperatures affect the productivity of the team. Jordan just completed the first phase of her experiment, in which she had a group of employees perform job-related tasks in a special area where the temperature was 10 degrees cooler than on the factory floor. No matter the temperature, employees in the experimental group consistently outperformed employees in the factory. The Hawthorne effect suggests that the most likely reason for this improvement in performance is that the cooler working conditions allowed the employees in the experiment to work harder without getting tired.
33) Having just finished a book on worker motivation, Kyle, a small business owner, looks to find a way to increase the productivity of his employees. He found the book's discussion of the Hawthorne studies particularly relevant. Based on his reading, Kyle is likely to view pay increases as the best way to improve employee motivation.
34) Mariana works for a large pharmaceutical company. Last week she visited with an advisor at the nearby university because her employer encourages workers to continue their education. The company even gives employees time off to go to academic-related appointments during regularly scheduled work hours. One would assume that management at Mariana's company values the results of the Hawthorne studies, more so than traditional scientific management principles.
35) Abraham Maslow believed that motivation arises from the desire to satisfy unmet needs.
36) According to Maslow, it is impossible to rank human needs in any logical order.
37) According to Maslow, people will try to satisfy lower-order needs before they turn their attention to higher-order needs.
38) Safety needs are placed at the lowest level in Maslow's hierarchy of needs.
39) Maslow referred to the needs people had for recognition and acknowledgement from others as esteem needs.
40) According to Maslow, a satisfied need is no longer a motivator.
41) In Maslow's hierarchy, self-actualization needs are associated with basic survival, such as the need for food and shelter.
42) In Maslow's view, social needs include the need to feel loved and accepted.
43) Maslow believed that lower-level needs may emerge at any time when they are not met and take our attention away from higher-level needs.
44) Referring to Maslow's Hierarchy of Needs Theory, one would agree that U.S. workers are more often interested in satisfying their physiological and safety needs, as opposed to their self-esteem needs.
45) According to Maslow, if you have a self-esteem problem, you probably will not be able to concern yourself with developing to your fullest potential.
46) Often we hear that teenagers have unmet social needs. According to Maslow, their desire to become socially accepted will consume them, at the expense of reaching for higher goals, such as developing to their fullest potential.
47) Robert is a talented guitarist and has won a number of awards. However, he still practices at least two hours a day to reach his highest potential. Robert is motivated by self-actualization needs.
48) Blakely just took a job with higher pay and better job security. She now lives in a nicer apartment and maintains a fairly comfortable lifestyle. However, she is still new at the company and feels like an outsider. She does not feel as though her fellow employees have accepted her into their group yet. According to Maslow's theory, Blakely is driven by a desire to satisfy her social needs.
49) Lately, Seth is frustrated at work because he feels he isn't recognized for his on-the-job accomplishments. He earns a decent salary and is on friendly terms with the other employees in his department. According to Maslow's hierarchy of needs theory, Seth will have a desire to satisfy his self-esteem needs before his self-actualization needs.
50) The late famous broadcast journalist Walter Cronkite said that one of his regrets in life was not actively participating in the space program as an astronaut. Back in the 1980s, he was selected as a candidate to be the first journalist to fly into space, but NASA decided to take a teacher instead. In some ways, this may appear as though Cronkite was pursuing a self-esteem need; however, having already achieved celebrity status, for Cronkite, this was the pursuit of a self-actualization need.
51) Herzberg's research focused on determining which management style achieved the highest level of worker motivation.
52) Herzberg's research examined how conditions related to the job itself affected the motivation of employees.
53) Herzberg's study showed that pay was the job characteristic that ranked highest as a motivator.
54) Herzberg found that the factors associated with job content ranked high as employee motivators.
55) Herzberg found that the sense of achievement employees experienced when they performed their jobs was an important motivator.
56) Herzberg used the term hygiene factor to refer to an element of job content that was most important as a source of worker motivation.
57) According to Herzberg, when a hygiene factor is not fulfilled, employees will become dissatisfied.
58) Herzberg's research found that improvements in the work environment were a more effective way to motivate employees than improvements in job content.
59) Maslow identified and categorized basic needs that most persons would like to satisfy, while Herzberg's research identified motivators and hygiene factors that inspire employees to fulfill their needs.
60) Herzberg's research identified the key factors that motivate workers, including company policies and administration, wage rates, interpersonal relations with co-workers, and physical environment at work.
61) Herzberg's findings suggest that the best way for firms to increase worker motivation is to focus on improving pay and making working conditions more pleasant.
62) Since hygiene factors do not motivate workers toward high achievement at work, managers can safely ignore these factors when trying to develop an effective work environment.
63) Herzberg's findings suggest that Green Goddess, a small lawncare chain, can help workers satisfy higher-order needs by identifying those things that motivate (inspire) them to work at their fullest potential.
64) Douglas McGregor observed that all managers tend to share common assumptions about employees.
65) According to McGregor, Theory X managers assume that employees dislike work, and will avoid it if possible.
66) According to McGregor, Theory X managers motivate employees by giving them a great deal of freedom and responsibility.
67) Managers who make Theory X assumptions about employees tend to watch their subordinates very closely and provide detailed instructions to employees about how they should do their jobs.
68) Theory X management has essentially disappeared from the real-world workplace.
69) Theory Y managers assume that most people are capable of using a relatively high degree of imagination and creativity to solve problems.
70) Theory Y managers assume that the main factor that motivates most employees is the desire to earn more money.
71) Theory Y managers are likely to use empowerment to motivate employees.
72) Theory Y managers adhere to the principle that most people do not work to their fullest intellectual potential.
73) According to William Ouchi, two of the main features of the Japanese approach to management are individual decision making and rapid promotions.
74) William Ouchi concluded that culture should not be a factor in one's management style.
75) Ouchi's Theory Z is a blend of Type A and Type J business cultures.
76) Theory Z calls for the creation of a sense of participation and cooperation within an organization.
77) Theory Z emphasizes reliance on individual creativity and initiative rather than collective decision making.
78) Recent economic problems as well as demographic and social changes in Japan have led some Japanese firms to seek new approaches to management.
79) In the view of William Ouchi, managers of U.S. firms would have a smooth transition when implementing the management styles employed by Type J managers.
80) The best way for U.S. firms to become more competitive is to adopt the Type J approach to management.
81) The goal of William Ouchi was to develop a modified business culture that blends the best of Type J with the best of Type A.
82) Rafael thinks he makes life easy on his employees. He tells them exactly what to do, how to do it, and when. He believes that most of his employees are lazy, and will go straight to their phones if he doesn't keep an eye on them. Therefore, he spends much of his time monitoring their work. When he finds an employee who is not performing up to his or her expectations, Rafael uses threats and punishment to increase the worker's motivation. Rafael is a Theory X manager.
83) Sergio has a great deal of faith in the abilities of his subordinates. He thinks most employees want to be productive, and will work hard if given the right incentives. He also believes that most firms do not take full advantage of the intelligence and creativity of their employees. Because of this, Sergio favors a managerial style that allows employees to be flexible and creative in how they do their jobs, and empowers them to make and implement decisions. Sergio is a Theory X manager.
84) Jackie is creative and intelligent. She prefers to work on her own and on challenging projects. Jackie would be most effective when working for a Theory X manager.
85) Sean is very talented and ambitious. He likes to work independently and wants to move up in his company as quickly as possible. Sean might become frustrated if he worked in a firm that took a Theory Z approach to management.
86) Kylie wants to work with others to solve problems and make decisions. But, she is also able to assume individual responsibility. She prefers working for a company that takes a holistic view of its employees. These preferences suggest that Kylie might enjoy working at a company that uses a Theory Z approach to management.
87) After a 3-year probationary period, career positions at Bayside Community College are fairly secure, even though the opportunity for promotion runs pretty slowly. These jobs would probably appeal to people who currently work for Type A companies, similar to the way many companies operate in Silicon Valley.
88) Peter Drucker made an important distinction when he stated that managers do not motivate employees, but employees motivate themselves.
89) Management by objectives (MBO) is a goal-setting theory model that sets goals by getting all employees active in the goal formulation process, committing employees to meeting the goals, and then monitoring performance.
90) The central idea behind management by objectives (MBO) is that employees motivate themselves through the process toward goal achievement.
91) The management by objectives model devised by Peter Drucker works best in a dynamic, rapidly changing business environment, where management makes short-term plans.
92) It may be difficult to utilize the management by objectives (MBO) model when employees have not agreed upon the goals set by top management.
93) According to Victor Vroom, the effort employees exert on a specific task depends on their expectations of the outcome.
94) According to Victor Vroom's expectancy theory, expectations of employees can affect their motivation.
95) Vroom's expectancy theory contends that prior to committing maximum effort to a task, employees want to know if they can accomplish the task and if it will equally reward everyone at work, even if others were not involved in the accomplishment of the task.
96) According to expectancy theory, one of the things employees want to know before they commit to making a maximum effort on a task is whether the reward for accomplishing the task is worth the effort.
97) Expectancy theory says that employees will be motivated if (1) they can actually accomplish the task; (2) they will be rewarded for their achievement; and (3) the reward will be worthy of their effort.
98) According to researchers David Nadler and Edward Lawler, managers should set performance standards that are attainable only by the most talented and dedicated employees.
99) According to expectancy theory, employees in a given organization tend to have very similar expectations.
100) The basic principle of equity theory is that employees try to maintain fairness between their efforts and their compensation compared to others in similar positions.
101) Equity theory tells us that when employees perceive inequitable treatment they will respond in a manner that will attempt to reestablish fairness.
102) According to equity theory, if employees perceive that their level of effort is greater than their compensation, they will work to increase their productivity.
103) Equity theory suggests that if employees perceive inequity in the workplace, they might respond with reduced productivity, higher absenteeism, or even voluntary resignation.
104) Equity judgments are precise, objective measurements of the fairness between an employee's effort and their compensation.
105) The best strategy to deal with a perceived inequity in the compensation of different employees is to require that salaries and other forms of compensation are kept secret.
106) For management by objectives to be successful, employees must be willing to accept the objectives set by top management without question and without hesitation.
107) A major problem with the MBO approach is that it provides no way for employees to provide input into the goal-setting process.
108) According to expectancy theory, worker motivation almost always increases when employees are assigned a very challenging task.
109) American employees put great value in being treated fairly. According to equity theory, if things seem unfair, they will do their best to make them equitable by withholding effort, increasing effort, or by rationalizing that they are undeserving of the same as others.
110) Peyton is disappointed with the effort his employees are putting forth. According to expectancy theory, Peyton could improve employee performance by setting more ambitious performance standards that exceed the ability of most employees to attain them.
111) Nash works for a landscaping business. His employer asked if he could work overtime this weekend to finish a job for a significant client. According to expectancy theory, Nash will want to compare the compensation or other rewards offered by his employer to the extra effort involved before he decides whether to agree to the job.
112) You get a lower grade in a course than your friend did even though you studied more during the semester and attended class more often. As a result, equity theory predicts that you might convince yourself that "Grades aren't all that important. After all, lots of people who succeed in the real world didn't make good grades in school."
113) Megan owns her own business and is a strong advocate of equity theory. Because of her acceptance of this theory, she is likely to assure employees that they are compensated in a way that reflects their efforts and contributions relative to those of other employees.
114) As a human resources manager for your company, you are looking for ways to motivate employees to favor your company over competitors. The company cannot afford to offer a wide array of benefits, but you are confident that if you survey employees and provide them the opportunity to vote on the benefits that are most important to them, they will see this as a fair and equitable way to operate.
115) WellTech, a biotechnology firm, has four locations throughout Colorado. Marcy is a marketing specialist at the oldest and most rural location. Her colleagues at the three other sites get an hour off each day to work out because there are gym facilities at those locations. While Marcy knows that she makes a little more money than they do, she measured the cost of stopping off at the gym on her way home each evening. She realized that the extra compensation does not cover the cost of the membership. Because of this, Marcy is keeping tabs on marketing positions that may open at the company's other sites. Equity theory suggests that she is motivated to bring a sense of fairness to what she perceives as an inequity.
116) You are a graduate student in the chemistry department at Equity University. Several of your graduate student friends have positions in the business and English departments. While everyone's compensation and employee benefits are exactly the same, your department requires you to always show up and tutor students at least 4 hours each day and to serve on one university committee each semester. Your friends in the other departments are not required to follow these rules. Lately, you are doing your best to limit your daily obligation to 2 to 3 hours each day. Relating your situation to one of the theories we have studied, your goal of limiting inputs is explained by expectancy theory.
117) Chipper, the marketing director for Tee Time Golf Resort, is making plans for the annual tournament and is trying to determine the prize money for the top golfer. In past years, the resort successfully raised $25,000 through registration fees and sponsorship. This year, Chipper knows he could easily attract some great local talent if he made the top prize $10,000. However, Chipper also knows he cannot afford to announce a $10,000 top prize at the expense of losing out on a portion of the fees of less talented players who may decide not to register. Using expectancy theory rationale, he explains to the general manager that if they set the prize too high, several better-than-average golfers in the area will feel "out of their league" when the top players join in and therefore will be unmotivated to spend their money to participate. Chipper's analysis of the situation sounds reasonable to the general manager
118) Based on Herzberg's theory of motivators, job enrichment will motivate employees to satisfy higher-order needs.
119) Job enrichment is based on Herzberg's higher motivators, such as responsibility, achievement, and recognition.
120) Job enlargement is about breaking down a sizeable job into smaller parts so that the employee is not overwhelmed by a large task.
121) Skill variety is one of the characteristics of work that lead to improved motivation and performance.
122) Using job enrichment strategy, management can contribute to improved motivation and worker performance primarily by increasing employee pay.
123) Feedback enhances worker motivation by giving employees a feeling of achievement and recognition.
124) Task identity refers to the degree to which a job has a substantial impact on the lives or work of others in the company.
125) Job simplification attempts to increase task efficiency by breaking the job into simple steps and assigning people to perform each of those steps.
126) Job simplification is an effective strategy for managers who want to achieve job enrichment.
127) Job enlargement is the strategy of assigning employees to different jobs within the organization on a regular basis.
128) Job enlargement attempts to enrich jobs by combining a series of tasks into one challenging and interesting assignment, as opposed to simplifying the job.
129) Job rotation attempts to make a job more interesting and motivating by moving employees from one job to another.
130) As part of their open communication strategy, management should reward upward communication, even if it is negative.
131) Open communication is a verbal strategy. It does not involve listening.
132) Open communication strategies include the removal of physical barriers such as separate offices.
133) As a motivational technique, open communication is enhanced when management provides several opportunities for employees to congregate and share ideas.
134) Special parking areas, dining rooms, and restrooms set aside for executives are barriers to open two-way communication within an organization.
135) By the time they graduate from high school, most people have received ample training to develop good listening skills.
136) To implement self-managed teams, managers at most companies must reinvent work.
137) The first step in any motivational program is to establish open communication among employees in order to encourage teamwork and cooperation.
138) In order to encourage teamwork among managers and employees, top management must create an organizational culture that allows autonomy, decentralizes authority, and rewards good work.
139) As a motivational technique, letting employees know they've done a good job is not as powerful as providing them with a bonus.
140) Progressive managers are rewarding good work in all kinds of ways including more vacation days, thank-you events, and just letting everyone know when someone does a good job.
141) When asked why they left their jobs, over half of those surveyed said they felt a lack of appreciation.
142) Managers who believe job enrichment can effectively improve motivation would try to give employees a significant degree of freedom and flexibility in scheduling their work and in determining the procedures they use.
143) The key to achieving task identity is to design jobs that demand the use of many different skills.
144) Job simplification is an extension of the ideas of Frederick Herzberg.
145) Feedback helps enrich a job by satisfying an employee's esteem needs.
146) One way for a firm to improve motivation of employees is to establish special rest rooms, dining areas, and parking areas for top executives.
147) If managers want to retain their employees, a good strategy may involve mentoring them for more senior roles in the organization and provide opportunities for job advancement.
148) According to the Adapting to Change box, companies have taken to using mobile apps to track employee engagement.
149) Upper Hand Industries regularly moves employees from one job to another in order to improve motivation. Upper Hand's strategy is job enlargement.
150) Management at the local Leaves of Green restaurant is trying to improve task efficiency by breaking down jobs into simple steps and assigning each step to a different worker. The key benefit of this approach is that it is one of the most effective ways to achieve job enrichment.
151) In the accounting department of a large corporation, Robin supervises several employees. She makes it a priority to give her subordinates direct and clear information about their job performance. Robin's efforts are likely to improve worker motivation.
152) Ari is president and CEO of Bigbux Bank. Recently, he has sought to encourage more open two-way communication among the bank's employees and managers. One of the most important things Ari can do to achieve this goal is to become a good listener.
153) During their first years at the Epic Industries, management trainees spend a mandatory two months in each of six different departments. In this time, they have the opportunity to learn skills in each functional area, and also to decide where they have the best match. Job rotation is a motivational strategy used by contemporary organizations.
154) At Sorenson Staples, employees working at the company's headquarters do not expect to necessarily sit at the same desk every day. They may decide to situate in a projection room, in a temporary soundproof room, or in one of several lounge areas in the building. They may locate next to someone outside of their functional area. Sorenson management believes that breaking down barriers fosters more communication and innovation, and makes jobs more interesting.
155) Derek's manager often tells the employees "there isn't a lot of time for idle talk on the job. If you want to give us your opinion, as a believer in open communication, I'll gladly give you your chance to speak your mind, on your way out!" This manager is up to date on the purpose of the exit interview, as an important source of feedback for companies. Open communication always begins at this juncture.
156) Regardless of cultural background, most employees respond the same way to motivational approaches.
157) High-context cultures tend to jump right in and get work done without worrying about developing close work relationships.
158) In a high-context culture, relationship building is motivational.
159) In a low-context culture, employees are less likely to place emphasis on relationship building. They want to jump right in and get the job done.
160) Even if there are cultural differences across the globe, reward preferences do not vary across cultures.
161) If rewards are an important part of an international firm's motivational strategy, consideration should be given to adjusting rewards for cultural preferences.
162) Most Gen X managers are likely to be flexible and good at collaboration.
163) Members of Generation X tend to be more independent and need less feedback than members of older generations.
164) As a group, Millennials tend to be impatient, skeptical, and image driven.
165) Millennials tend to be adaptable, tech savvy, and tolerant.
166) Gen Xers are difficult to motivate because they lack ambition.
167) Gen Xers and Millennials will be more tolerant of change than Baby Boomers.
168) Motivation is largely the result of external rewards and punishments.
169) Gen Zers grew up post-9/11, in the wake of the Great Recession, and amid countless reports of school violence.
170) Gen Xers, Millennials, and Gen Zers often expect change and may find the lack of change questionable.
171) It is important when dealing with today's culturally diverse workforce that managers maintain a consistent motivational approach for everyone.
172) If you want to understand what motivates Gen X workers, it might be a good idea to study the personal experiences that this group shared, such as stay-at-home moms and dads that worked very steady nine-to-five jobs, with hardly any fear of layoffs.
173) When studying the differences in generations, it is fair to say that many ideas that each group shares result from common experiences during the first 10 years of life.
174) As Gen Zers are starting to enter the workforce, they are likely to be less cautious and unmotivated to make improvements in the world around them.
175) As indicated in the Connecting Through Social Media box, though Millennials seek and expect feedback, today's workplace does not accommodate a culture focused on shared appreciation among coworkers. Feedback is only given from employees' direct superiors.
176) Casey, a Gen Xer, has just been promoted to an upper management position. If she is like many of her generation, one of Casey's biggest problems will likely be her inflexibility and difficulty at working collaboratively with other employees.
177) Brendan is putting together an employee group to help add new technology to his company's existing products. He is looking for employees that are comfortable with new technologies, and who are flexible, adaptable, and have a strong sense of commitment to their work. Many of his company's Millennial employees probably would meet these criteria.
178) Michael was asked by his team leader to explore and evaluate the best ways to communicate with customers through social media. Although Michael is relatively new to the company, and is not well versed on the entire product line, he is a Millennial, which makes him overall well suited to knowing how people find things in common with others in an online environment.
179) The personal satisfaction people feel when they have done a job well is a(n) ________ reward.
A) cognitive
B) extrinsic
C) physiological
D) intrinsic
180) Rewards that come from someone else in recognition of good work are ________ rewards.
A) conditional
B) self-actualized
C) extrinsic
D) secondary
181) ________ was the father of scientific management.
A) Elton Mayo
B) Frank Gilbreth
C) Henry Gantt
D) Frederick Taylor
182) One of the elements essential to Frederick Taylor's approach to improving worker productivity was
A) teamwork.
B) a hierarchy of needs.
C) rules of work.
D) open communication.
183) Frank and Lillian Gilbreth developed the principle of ________, which said that every job could be broken down into a series of elementary motions.
A) motion economy
B) marginal productivity
C) division of labor
D) micro-motion analysis
184) ________ was the dominant strategy for improving worker productivity during the early 1900s.
A) Management by objective
B) Scientific management
C) Social Darwinism
D) Job enrichment
185) A basic idea of ________ was to conduct time-motion studies to find the best way to perform each task, then teach people to use these methods.
A) management by design
B) Theory Z management
C) scientific management
D) expectancy theory
186) Frank and Lillian Gilbreth thought that every job could be broken down into a series of elementary motions that they called
A) therbligs.
B) elementary steps.
C) micromotions.
D) lillifranks.
187) According to the principles of scientific management, the best way to improve productivity is to
A) give employees greater recognition for their efforts.
B) establish open two-way communications among all of the organization's employees and managers.
C) use time-motion studies to find the best method of doing each job, then teach those methods to employees.
D) use job rotation and job enlargement to make work more interesting and challenging.
188) Which of the following statements is the best description of how scientific management viewed employees?
A) Employees are like machines that must be properly programmed.
B) Most employees are creative and intelligent individuals who should be given a great deal of freedom and flexibility in how they perform their jobs.
C) Employees will only exert their maximum effort if they believe that their goals are attainable.
D) Employees are individuals who do not respond in the same way to a particular management style.
189) Sheldon has just successfully negotiated a new long-term sales agreement with a major client. The personal satisfaction Sheldon has about his efforts is his ________ reward.
A) external
B) extrinsic
C) intrinsic
D) reciprocal
190) Alyssa's supervisor was so impressed by her work that he named her the employee of the month. This praise from her supervisor is an example of a(n) ________ reward.
A) extrinsic
B) intrinsic
C) secondary
D) extraneous
191) SmartTech's CEO, Gary, often honors employees who have demonstrated the company's core values. SmartTech holds a conference each year, where one employee is honored in several values categories that include (1) challenge; (2) move fast; (3) be open and straightforward; (4) teamwork for results; and (5) take responsibility. Rather than posting core values someplace everyone passes by each day, Gary finds that providing ________ rewards once each year provides the message to all employees that these are important values.
A) equality
B) valued
C) intrinsic
D) extrinsic
192) All new employees at Madison Lane Manufacturing are specifically trained to use the most efficient production methods. After extensive training, they are placed on an assembly line and expected to perform the same task day after day, using the methods they were taught. The work is boring, but the pay is good. Madison Lane's approach is consistent with the principles of
A) management by objectives.
B) expectancy theory.
C) scientific management.
D) human engineering.
193) Lou is a professional house painter. During busy periods, he hires high school and college students to help complete his jobs. Lou explains that he knows the most efficient way to paint a house and he expects them to follow his instructions exactly. Lou's approach is consistent with the ideas of
A) Peter Drucker.
B) Frederick Herzberg.
C) William Ouchi.
D) Frederick Taylor.
194) The Hawthorne studies concluded that worker motivation
A) increased when managers applied the scientific management approach.
B) was most affected by monetary incentives.
C) improved when employees felt like their ideas were respected.
D) was mainly determined by physical working conditions such as lighting, temperature, and humidity.
195) The Hawthorne studies were conducted by ________ and his colleagues from Harvard University.
A) Henry Gantt
B) Elton Mayo
C) Peter Drucker
D) John Hawthorne
196) The original goal of the Hawthorne studies was to determine
A) the average IQ of production employees.
B) whether employees could work effectively in unsupervised teams.
C) the level of illumination that was associated with optimum productivity.
D) how to stimulate employees to be more creative.
197) The tendency for people to behave differently when they know they are being studied is known as the
A) Hawthorne effect.
B) Taylor effect.
C) Type II effect.
D) induced motivation effect.
198) The Hawthorne studies found that employees in the experimental group
A) performed much better under bright lighting than they did when lighting was dim.
B) were more productive than other employees regardless of the level of lighting.
C) were more creative when working individually than they were when working in teams.
D) performed poorly because they were distracted by all of the attention they received.
199) The findings of the Hawthorne studies led researchers to look more closely at how ________ could lead to better productivity.
A) changes in salary and benefits
B) disciplinary factors and punishment
C) changes in physical working conditions
D) the human side of motivation
200) What was the most important impact of the Hawthorne studies?
A) It helped managers find the level of lighting associated with optimum productivity.
B) It showed that employees could be programmed like machines to perform simple repetitive tasks, and thus led to the development of assembly lines.
C) It changed the direction of research away from Taylor's scientific management toward the study of human-based management.
D) It showed that physical working conditions have no impact on worker productivity.
201) In the Hawthorne studies, employees were involved in the planning of the experiments. What did this cause employees to do?
A) set rather simple, easily attainable goals
B) become distracted and thus reduced productivity
C) believe that management respected their ideas, which motivated them
D) have high levels of productivity, but show disrespect for the managers in their test area
202) Which of the following statements about worker motivation is most consistent with the findings of the Hawthorne studies?
A) Worker motivation will fall significantly if lighting conditions, temperature, and other elements of the physical environment are not at kept at their optimal levels.
B) Employees are more motivated if they feel they are part of a special group or project.
C) The best way to motivate employees is to offer pay raises, bonuses, and other financial incentives to employees who meet or exceed clearly specified goals.
D) Worker motivation is unimportant in determining the level of worker productivity, because productivity is primarily determined by external factors such as the speed of the machinery the employees operate.
203) Dr. Nielsen, a Fairview University psychology professor, is planning a study of the factors that affect the motivation of employees. Dr. Nielsen is concerned that the results of his experiments may be misleading because employees in an experimental group tend to behave differently when they know they are being studied. This concern shows that Dr. Nielsen is aware of the
A) Hawthorne effect.
B) Taylor effect.
C) potential confusion between Theory X and Theory Y.
D) Heisenberg principle.
204) Which of the following statements would Elton Mayo have most likely made soon after concluding his Hawthorne studies?
A) Employees at Superior Technologies are not lazy, but they normally lack direction and respond best to an autocratic style of management.
B) The key to increasing productivity at Superior Technologies is to provide employees with the best possible physical working conditions.
C) When Superior Technologies' employees are put into an isolated group, their natural tendency is to compete against each other and establish a "pecking order."
D) At Superior Technologies, employees who enjoy their work environment and believe they are respected are likely to be more productive employees.
205) The concept that a hierarchy of human needs could be used to explain motivation was developed by
A) Abraham Maslow.
B) Frederick Taylor.
C) Douglas McGregor.
D) Frederick Herzberg.
206) Maslow was mainly concerned with explaining how
A) jobs could be broken down into very simple tasks that could be performed by unskilled employees.
B) human motivation was related to a hierarchy of needs.
C) managerial assumptions about employees affected their style of management.
D) to achieve open two-way communication within an organization.
207) According to Maslow, a higher-order need
A) always provides greater motivation than a lower-order need.
B) never provides as much motivation as a lower-order need.
C) becomes a source of motivation after lower-order needs are satisfied.
D) contributes directly to the physical survival of the individual.
208) Maslow classified the needs for basic items such as food, water, and shelter as
A) safety needs.
B) sustenance needs.
C) physiological needs.
D) self-actualization needs.
209) Maslow called the needs people have for security at work and at home
A) physiological needs.
B) stability needs.
C) insurance needs.
D) safety needs.
210) In Maslow's hierarchy of needs, the desire for love and acceptance would fall into the category of
A) social needs.
B) esteem needs.
C) primal needs.
D) self-actualization needs.
211) Maslow would classify the need for recognition from others and for self-respect as ________ needs.
A) social
B) esteem
C) security
D) physiological
212) In Maslow's hierarchy, ________ needs refer to the desire to reach one's fullest potential.
A) social
B) esteem
C) egoistic
D) self-actualization
213) The need ________ would be classified as a social need.
A) to reach one's full potential
B) to feel safe and secure from unexpected threats
C) for recognition and self-respect
D) to feel accepted and loved
214) Maslow placed ________ needs at the highest level of his hierarchy.
A) self-actualization
B) esteem
C) deferred
D) social
215) Abraham Maslow thought that once needs at one level of his hierarchy were met:
A) motivation would diminish.
B) another, higher-order need would emerge to motivate that person.
C) that type of need would never again be an effective motivator.
D) he or she would become more interested in lower-level needs.
216) According to Maslow's Hierarchy of Needs theory, which of the following would be an issue that requires the fulfillment of a lower-order need?
A) The need for a challenging project at work.
B) The need for a promotion at work.
C) The need for a mentor to help you ascend within the company.
D) The need to locate your business in an area with a low crime rate.
217) Serenity accepted a position with Creative Concepts in Houston, Texas. Before her first day, she felt uneasy as she was new to the area and company. However, she was delighted to hear she had the opportunity to play on the company softball team. She quickly made new friends and, through her new friends, learned about her new city. Apparently, her new job satisfies Serenity's ________ needs.
A) social
B) esteem
C) self-actualization
D) physiological
218) Until a recent incident, Elizabeth had always been very pleased with her part-time job at a local convenience store. During one of her shifts, the store was burglarized. Although no one was hurt, Elizabeth now feels anxious and fearful during her late-night shift. She is so nervous and worried that she is having a hard time concentrating on her work and is thinking about quitting. Management needs to be aware of Elizabeth's unmet ________ needs.
A) esteem
B) self-actualization
C) physiological
D) safety
219) Seamus dropped out of school as a 16-year-old and needs to support himself, though he has few skills. He is a part-time employee at a department store earning minimum wage. Seamus wants to earn more, but hasn't been able to find a better job since he is without the right qualifications. He is having a hard time paying his rent and his mounting bills. He even started to skip breakfast to save on food costs. Seamus is having trouble meeting his
A) esteem needs.
B) self-actualization needs.
C) social needs.
D) physiological needs.
220) Anna has worked for the Nutty Boys Nut Butter Company for several years now and was recently recognized as one of the company's best employees. Her coworkers respect and admire her, and she feels good about herself. According to Maslow, the type of needs that are likely to motivate Anna in the future are
A) social needs.
B) self-actualization needs.
C) physiological needs.
D) safety needs.
221) Elsa's manager is relieved when he sees her coming through the front door each morning. He knows that the day's tasks will not need to be adjusted. Elsa's work productivity and performance on the job are very good. Recently, however, her ability to get to work on time has affected her job performance. He has documented a number of unrelated health issues that have prevented Elsa from being at work on time. Which of the following views would Maslow likely share with Elsa's supervisor?
A) A lack of socialization on the job may increase an employee's health-related issues.
B) Self-actualization needs are not being met by this employer.
C) Hygiene factors such as good pay are obviously not present through this employer.
D) Lower-order needs such as physiological needs must be met before higher-order needs.
222) Cyrus has a good job and can afford an apartment with comfortable furniture and plenty of food. But because of political unrest and street violence in his town, he is considering uprooting himself and applying for a visa to move to another country. According to Maslow, Cyrus' concern reflects a desire to satisfy his
A) physiological needs.
B) safety needs.
C) social needs.
D) self-actualization needs.
223) Ahmed emigrated from his war-torn country to the United States three years ago. Recently, he found a job working on an assembly line at an electronics manufacturer. When he came to the U.S., Ahmed left his friends and family behind. Now he is lonely and hopes that his fellow employees will accept him so that he can build some lasting friendships. According to Maslow, Ahmed is looking to satisfy his
A) physiological needs.
B) safety needs.
C) social needs.
D) self-actualization needs.
224) Leighton has been an assistant at Security Financial for more than 14 years. She earns a good salary and has made friends at work, but she has been passed over for promotion twice and feels that no one appreciates her abilities and skills. Leighton is concerned with satisfying her
A) physiological needs.
B) social needs.
C) safety needs.
D) esteem needs.
225) Margot finally finished her Ph.D. program. Although she has a great and secure teaching job at an urban college, she does not hold a faculty position at a prestigious university. It is obvious to her colleagues that Margot is unsatisfied with her position at work. She constantly gives coworkers subtle reminders of her superior academic credentials and only participates in work activities where she will assume a leadership role. Looking at Margot's situation using Maslow's hierarchy of needs, which of the following needs are unmet?
A) self-actualization
B) esteem
C) social
D) physiological
226) Several advocacy groups in the U.S. monitor firms that do business with sweatshops in developing nations. These watchdog groups are concerned about human rights abuses in foreign factories, often citing unsafe and unclean working conditions. Recently, business experts have shed new light on this issue, stating that these factories that do not meet the standards of developed nations are still perceived by their workers as a better way of life than what they had before because these employers offer steady wages. According to Maslow, these workers are motivated to satisfy which of his hierarchy of needs?
A) self-actualization needs
B) social needs
C) safety needs
D) physiological needs
227) ________ studied how the characteristics of the job itself affected worker motivation.
A) William Ouchi
B) Frederick Taylor
C) Douglas McGregor
D) Frederick Herzberg
228) Herzberg's research identified several ________ factors that did not necessarily motivate employees if they were increased, but could cause employees to become dissatisfied if they were missing or inadequate.
A) retroactive
B) inferior
C) hygiene
D) negative
229) Herzberg found that factors that provided the highest level of motivation were mostly associated with
A) job content.
B) level of pay.
C) general working conditions.
D) the style of management.
230) Herzberg found that good pay
A) was the strongest motivator.
B) was a significant motivator, but not as important as job security.
C) was a hygiene factor rather than a motivator.
D) had no effect on worker attitudes.
231) According to Herzberg, a sense of achievement, earned recognition, and interest in the work itself were all
A) important motivators.
B) hygiene factors.
C) ways for employees to meet their social needs.
D) consistent with his Theory X approach to motivation.
232) Herzberg's research found that the factor that ranked highest as a motivator was
A) the friendliness of supervisors.
B) a sense of achievement.
C) a compensation system that included bonuses and regular pay raises.
D) the presence of clear and consistent company rules and policies.
233) According to Herzberg, job-related factors that motivated workers to work harder and more productively had one thing in common:
A) they were easy to explain and easy to measure.
B) they focused on making the jobs performed by employees simpler to accomplish.
C) they were related to job content.
D) they allowed more productive employees to receive higher compensation.
234) Herzberg's research found that safe working conditions and good pay
A) are important motivators for most employees.
B) helped maintain worker satisfaction, but did little to increase motivation.
C) had no impact on worker morale.
D) were very important motivators for professional employees and managers, but were poor motivators for unskilled employees.
235) According to Herzberg's views, which of the following strategies would be most likely to result in a higher level of worker motivation?
A) improving the physical working conditions
B) providing clear and fair work rules and policies
C) making the work itself more interesting and challenging
D) using time-motion studies to find the most efficient techniques for employees to use
236) While Maslow's research categorized a person's needs in terms of higher-order and lower-order needs, Herzberg's research recognized that
A) employees aspire to satisfy lower-order needs at work and higher-order needs through other life activities.
B) certain work-related factors satisfied higher-order needs, while other work-related factors satisfied lower-order needs.
C) the physical environment and general working conditions were of no consequence to employees. These factors did not affect higher- or lower-order needs.
D) hygiene factors satisfied higher-order needs and motivating factors satisfied lower-order needs.
237) According to Herzberg, the difference between motivators and hygiene factors is
A) motivators cause persons to work smarter, while hygiene factors cause people to work harder.
B) hygiene factors make employees more enthusiastic about the work itself, whereas motivators make employees enthusiastic about how many hours they have to work and their next day off.
C) hygiene factors develop more loyalty from workers, while motivators make workers enthusiastic about moving on to a different company.
D) overall, motivators relate to greater job satisfaction, while hygiene factors make the work place a satisfying place to thrive.
238) According to Herzberg, which of the following groups of motivational factors would give employees the most satisfaction?
A) A
B) B
C) C
D) D
239) Kevin, a recent graduate with a degree in construction management, just landed his first job as a field engineer with a company that provides maintenance and repair for oil and chemical companies. During his first week on the job, his enthusiasm grew after talking to other employees. Although he would be traveling to many job sites during the first five years, many of his new colleagues remarked on the opportunities for growth and promotion and added responsibilities if he persevered with this company. If Herzberg were ranking the job factors that provide satisfaction for this young graduate, he would refer to these as
A) hygiene factors.
B) needs factors.
C) motivators.
D) Theory X factors.
240) Ray, the CEO of McNealy Metals, often brags that his company offers the highest salaries in the industry, has excellent working conditions, and has clear and consistent company policies. At the same time, though, he admits his workforce is not highly motivated. Herzberg's research suggests that McNealy Metals is having difficulty motivating its employees because it focuses on
A) interactive factors.
B) motivating factors.
C) altruistic factors.
D) hygiene factors.
241) Collier Chemicals has redesigned many jobs to make the work more interesting and challenging for its employees. The company encourages its employees to further their education by reimbursing them up to $7,500 per year for tuition and related expenses. Collier also recognizes employee achievements at an annual company picnic each June and a company holiday party each December. Talented employees are given promotions and added responsibilities. These policies suggest that management at Collier Chemicals is using the findings of
A) Frederick Herzberg to increase worker motivation.
B) William Ouchi to implement a Theory Z approach to management.
C) Frederick Taylor to improve worker productivity through the principles of scientific management.
D) Abraham Maslow to satisfy lower-order needs of employees.
242) ________ used the terms Theory X and Theory Y to describe different attitudes managers have about employees.
A) Robert Colby
B) Elton Mayo
C) Douglas McGregor
D) Victor Vroom
243) Douglas McGregor described two very different sets of managerial attitudes about employees, which he called
A) the positive view and the negative view.
B) the macro perspective and the micro perspective.
C) Theory X and Theory Y.
D) individualism and collectivism.
244) Theory ________ managers see employees as having a general dislike for work and an unwillingness to accept responsibility.
A) A
B) X
C) Y
D) Z
245) Theory ________ assumes that the average person likes work, and has a relatively high degree of imagination and creativity.
A) A
B) Alpha
C) X
D) Y
246) Theory Y managers prefer
A) to closely supervise their employees.
B) micro-management and a strong degree of control over subordinates.
C) empowerment and letting employees design solutions.
D) limited authority, but a significant amount of responsibility given to employees.
247) William Ouchi called the management approach typically used by Japanese firms
A) Type X.
B) Type J.
C) Type Q.
D) scientific management.
248) ________ is the term William Ouchi used to refer to the management approach typically used by firms in the United States.
A) Type A
B) Type Z
C) Theory Q
D) Theory J
249) To be competitive, ________ recommended that American firms adopt a new management style that was a hybrid of the approaches used by Japanese firms and those used by American firms called ________.
A) Mi Yurchishin, Theory X
B) Akiko Animoto, Theory Z
C) William Ouchi, Theory Z
D) Sam Hyakowa, Theory Y
250) ________ blends Japanese and American management practices into a hybrid approach which calls for long-term employment, collective decision making, and individual responsibility for the outcome of decisions.
A) Theory A
B) Theory X
C) Theory Y
D) Theory Z
251) Theory X managers are likely to believe that
A) the average person dislikes work and will seek to avoid it when possible.
B) most employees know more about their job than the boss.
C) employees are motivated mainly by the chance for advancement and recognition.
D) job satisfaction is primarily related to higher-order needs.
252) Theory Y managers would
A) rely on monetary rewards to motivate employees.
B) assume that most employees dislike their jobs.
C) have confidence in the ability of employees to solve problems that arise during work.
D) believe that job enrichment would be an ineffective way to improve motivation because it focuses too much on job content and not enough on working conditions.
253) Which of the following is a characteristic of Type J management?
A) lifetime employment
B) individual decision making
C) rapid evaluation and promotion of employees
D) individual responsibility
254) Which of the following is a characteristic of Type A management?
A) lifetime employment
B) slow evaluation and promotion
C) nonspecialized career path
D) individual decision making
255) An important criterion that helps to determine the type of management style (Type A, J, or Z) that works best for firms is
A) the education level of the workforce.
B) the marital and family status of the workforce.
C) the general culture of the firm.
D) the number of managers vs. the number of employees in the firm.
256) William Ouchi's Theory Z embraced which of the following management ideals?
A) Once hired, the employee would be assured of lifetime employment.
B) Employees would cooperatively solve problems and decisions would always be consensual.
C) Management would cautiously only concern themselves with an employee's work life.
D) An employee could be promoted, but both evaluation and promotion would not happen quickly.
257) In analyzing the differences among Theories X, Y, and Z managers, it is appropriate to assess that
A) Theory Z managers believe that employees prefer to be directed.
B) Theory Z managers understand that workers prefer to work by themselves, and will do their best work individually rather than with a team.
C) Theory Z managers believe that getting employees more involved in work-related decisions will generally increase productivity.
D) Theory Z managers believe that decision making is not part of an employee's responsibilities.
258) Reflecting upon the differences in Type J and Type A work environments, which of the following statements is fundamental to Type J?
A) Type J environments fiercely protect the individual rights of workers.
B) Type J environments are only concerned about the employee functions at work.
C) Type J, unlike Type A, environments believe in more prompt and expeditious promotion for employees.
D) Type J, unlike Type A, environments embrace consensual decision making and have a concern for the employee's life at work and outside of work.
259) William Ouchi believed that a pure Type J approach to management would not work in the United States because it
A) failed to encourage open communication.
B) could lead to violations of U.S. antitrust laws.
C) is based on the values and attitudes of Japanese culture.
D) is too dependent on the assumptions of scientific management.
260) Evan, a manager at a department store, believes most of his subordinates dislike work and would avoid it if possible. He also believes that his employees have little, if any, ambition, and that the only way to motivate them is by using threats and punishment. Evan's views are consistent with ________ management.
A) Theory B
B) Theory X
C) Theory Y
D) Theory Z
261) Marina imagines that if she leaves her employees unsupervised for even a few minutes, they will do nothing but slack off. She is known as the "Dragon Lady" (well, not to her face) for the harsh criticism and punishment she disburses whenever an employee makes an error. Marina is a ________ manager.
A) Theory X
B) Theory Y
C) Theory Z
D) Theory plus
262) At Upper Limits International, management's expectation for employee creativity is high and employees tend to work with little direct supervision since employees are considered trustworthy and committed. The management at Upper Limits reflects ________ attitudes about employees.
A) Theory C
B) Theory D
C) Theory X
D) Theory Y
263) At the Sunny Solutions Company, employees are involved in decision making and promised long-term employment. The employees follow a somewhat specialized career path and have individual responsibility for results. Sunny Solutions' approach is an example of
A) Theory R management.
B) Theory X management.
C) Theory Y management.
D) Theory Z management.
264) In Silicon Valley, California, it is not unusual for highly skilled employees to stay at one company for about three years. These specialized employees have a mind-set for rapid promotion. They believe that they have only themselves to blame if these high goals are not met. William Ouchi would categorize the management style that these employees operate under as
A) Type A.
B) Type B.
C) Type J.
D) Type Z.
265) At Ragtime Resale Shop, manager Lucinda doesn't waste any time thinking about whether the employees on her shift get breaks at reasonable times. In fact, she claims she is hard pressed to determine which one has "worked hard enough" to even deserve a break. Earlier today, Lucinda remarked, "I've never met anyone who likes this job! They're only biding their time and here for the money." Lucinda's managerial style would be classified as
A) Theory X.
B) Theory Y.
C) Theory Z.
D) Type J.
266) While Cindy, a current psychology major, worked frantically at her part-time job at Ragtime Resale preparing for the regional manager's visit in a few days, her department manager, Lucinda, had an interesting word with her: "Don't worry Cindy, when I first started, I made $9.25 an hour too. It gets better!" Cindy shook her head as she reflected on how little Lucinda knew about what motivated her to seek perfection at this job. As she continued to neatly stack those pocket tees, she thought, "If the regional manager has the same attitude as Lucinda, I'm looking for another job." Cindy would prefer to work with a ________ manager.
A) Theory X
B) Theory Y
C) Type J
D) Type A
267) ________ is based on the notion that setting ambitious but attainable goals will improve motivation and performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions.
A) Theory J
B) Goal-setting theory
C) Scientific management
D) The principle of performance feedback
268) Management by objectives was developed by
A) Thomas Piketty.
B) Henry Gantt.
C) Frank and Lillian Gilbreth.
D) Peter Drucker.
269) The purpose of management by objectives is to
A) enable top management to set goals for the entire organization.
B) simplify the jobs of middle management by providing them with predetermined goals and objectives.
C) help employees motivate themselves with a goal-setting model that involves discussion, review, and evaluation by management and employees.
D) allow employees to set their own goals without consulting with management.
270) ________ is a system of goal setting and implementation that involves a cycle of discussion, review, and evaluation of objectives among top and middle managers, supervisors, and employees.
A) Objective planning
B) Management by objectives
C) The three-step planning system
D) Cyclical objective analysis
271) Management by objectives is most effective in organizations that
A) are relatively stable.
B) are faced with rapidly changing conditions.
C) rely heavily on the principles of scientific management.
D) are subject to extensive government regulation.
272) ________ means to work with a subordinate, doing part of the work if necessary.
A) Coaching
B) Guiding
C) Helping
D) Teaching
273) ________ means acting as a resource to a subordinate by teaching, guiding, and making recommendations, without actively doing any of the subordinate's work.
A) Coaching
B) Augmenting
C) Helping
D) Facilitating
274) According to ________ the amount of effort employees devote to a task depends on their expectations of the outcome.
A) scientific management theory
B) the feedback principle
C) the linkage effect
D) expectancy theory
275) According to Victor Vroom, which of the following questions is an employee likely to ask before deciding to exert his or her maximum effort toward completing a task?
A) Is the reward for completing the task worth the effort involved?
B) Are other employees working on the same type of task?
C) Is this task more difficult than my previous work?
D) How often will I be expected to do this task?
276) Researchers David Nadler and Edward Lawler suggest that in order to use expectancy theory to improve worker motivation, the first thing managers should do is
A) identify the critical path for the project.
B) determine what rewards are valued by employees.
C) ensure that the rewards are tied to the employee's performance.
D) decide on a way to monitor employee performance.
277) According to expectancy theory, the amount of effort employees exert on a specific task depends on their
A) expectations of the outcome.
B) manager's expectations of their performance.
C) perception of the importance of the task.
D) level of needs that are not yet satisfied.
278) Equity theory states that employees will perform well if they
A) understand the nature of their responsibilities.
B) have an opportunity to impress others in the organization.
C) believe the reward they receive fairly compensates them for their efforts when compared to others in similar positions.
D) know that their supervisor has set reasonable performance goals and communicated them clearly.
279) According to equity theory, what are employees most likely to ask?
A) How hard is the task?
B) If I accomplish the task, what's my reward?
C) If I do a good job, will it be worth it? What is fair?
D) Is my boss too autocratic?
280) The basic principle of equity theory is that employees try to
A) maintain equity between inputs and outputs compared to people in similar positions.
B) ensure that performance standards are fair and attainable.
C) earn as much as possible with as little work as possible.
D) achieve the mutually agreed upon goals of management and employees.
281) Inequity in the workplace is likely to result in
A) arguments between managers and employees.
B) higher morale.
C) lower productivity and reduced quality.
D) greater worker empowerment.
282) Equity judgments are based on
A) quantifiable evidence.
B) deductive reasoning.
C) statistical extrapolation.
D) people's perceptions.
283) A problem with equity judgments is that employees often ________ their own contributions to the success of a business.
A) overestimate
B) refuse to consider
C) do not care about
D) are unaware of
284) According to goal-setting theory, in order for goals to enhance motivation and performance they must be
A) accompanied by monetary rewards.
B) accompanied by feedback.
C) tied directly to the principles of scientific management.
D) put into the labor contract.
285) One implication of goal-setting theory is that goals should be
A) set by top management.
B) relatively easy to achieve.
C) set at a level that slightly exceeds the ability of employees to achieve them.
D) set through a process that involves all persons responsible for formulating and implementing the goals.
286) A central characteristic of management by objectives is that
A) goals are set by top management and followed without question by others within the organization.
B) employees are given complete freedom to set their own goals as long as they are consistent with broad guidelines established by top management.
C) goals are set through a process involving all members of the organization.
D) it assumes that management must motivate employees, since employees are incapable of motivating themselves.
287) One of the reasons management by objectives is an effective way to implement the ideas of goal-setting theory is that it
A) makes it easier for managers to explain the reason for the goals they set for their employees.
B) turns managers into helpers rather than coaches.
C) allows employees to set their own goals without the need to consult with managers.
D) provides a method to get everyone involved in the process of setting goals.
288) Which of the following statements would a proponent of management by objectives likely make?
A) Top management is best qualified to set the organization's overall goals.
B) When all is said and done, employees must motivate themselves.
C) Most employees are motivated more by pay than by recognition.
D) In order to achieve important goals, managers must rely more on helping employees rather than coaching them.
289) Which of the following would be most closely tied to the idea that employee motivation requires that the rewards for completing a task are sufficient to justify the effort?
A) Theory Z
B) Theory X
C) equity theory
D) expectancy theory
290) Expectancy theory suggests that managers attempting to improve employee performance would be well advised to
A) make sure that all employees are expected to meet the same standards.
B) focus on setting monetary rewards for meeting the standards.
C) set attainable performance goals.
D) keep salaries earned by employees confidential.
291) According to equity theory, which of the following statements is most accurate?
A) The best way to motivate employees is to offer everyone the same reward.
B) Employees' perceptions of fairness will affect their level of motivation.
C) Employees generally do a good job of estimating their contributions to a firm.
D) In the United States, employees tend to focus on their own situation and pay little attention to the efforts and rewards of other employees.
292) The best remedy for staving off perceptions of inequity is
A) keeping employees' pay rates as a guarded secret between HR department and the supervisor.
B) hiring at least one person fewer than you believe the work situation requires.
C) advocating frequent and open communication among all employees and managers.
D) reminding employees regularly that they are very fortunate to have jobs.
293) Which of the following problems would indicate that a manager failed to apply the basic concepts of expectancy theory?
A) Employees are frustrated because they have no say in their organization's goals and objectives.
B) Some of the organization's employees reduce their effort because they feel that they are being treated unfairly compared to other employees.
C) Employees are unwilling to work toward achieving an important goal because they believe the reward offered is not sufficient to justify the effort.
D) Employees are confused and frustrated because managers do not provide them with adequate feedback about their job performance.
294) Lyell is a sales representative for the Nutty Boys Nut Butter Company. He is about to meet with his manager to review his progress toward meeting the sales objectives they agreed to at the beginning of the year. Lyell likes the fact that managers at Nutty Boys listen to their subordinates' ideas and get everyone involved in setting goals and objectives. Lyell's experience suggests that Nutty Boys is utilizing
A) scientific management.
B) management by objectives (MBO).
C) the program evaluation and review technique (PERT).
D) programmed management.
295) Felicia is a credit department manager for Five Star Vehicles. Hugo is a new employee in her department. While he has been learning his job, Felicia has given him guidance by offering advice, encouragement, and instructions. However, she is careful to let Hugo do the actual work, even if he struggles a bit. Felicia's approach to getting Hugo up to speed indicates that she is
A) both coaching and helping Hugo.
B) helping Hugo rather than coaching him.
C) familiar with the leading principles of scientific management.
D) coaching Hugo rather than helping him.
296) Paul Blocker is the offensive line coach for a university football team. He wants his players to report to fall practice in good shape. Coach has set challenging fitness standards that the linemen should have no problem achieving if they work hard during the summer. He knows his players hate running wind sprints so to encourage them to work out during the summer he announced that any player who passes the fitness test at the beginning of fall practice will be allowed to skip sprints for the first two weeks of practice. Coach Blocker's approach to motivation is consistent with
A) expectancy theory.
B) assessment theory.
C) scientific management.
D) the autonomous feedback principle.
297) Mary Kay is in charge of a nursing shift at a hospital. She wants to improve the motivation and performance level of the nurses under her direction. According to expectancy theory, one element of an effective motivational strategy is to
A) simplify the job.
B) determine what types of rewards are valued by the nurses.
C) set performance standards that are beyond the ability of most nurses to challenge them to achieve.
D) rotate the nurses so that they perform different jobs each day.
298) Brad, an employee for a sports marketing firm, feels he has been treated unfairly by the organization. He helped three other employees organize a series of successful street soccer tournaments all around the country. While the other employees were given a bonus and corporate recognition, his efforts were ignored. According to equity theory, Brad is likely to respond by
A) ignoring the perceived inequity.
B) reaching the conclusion that his treatment is not related to the treatment of others.
C) reducing his efforts on future projects.
D) threatening the boss.
299) As a manager, Avery works hard to ensure all of her employees are treated fairly. She still, however, gets feedback that implies that some employees don't believe she is fair. This problem most likely results from the fact that
A) Avery doesn't understand that employees are not concerned with equity, only with getting the biggest possible reward for the least possible effort.
B) fair treatment is a hygiene factor rather than a motivator.
C) attempts to treat employees fairly only work in an Asian or European culture. American employees tend to be individualists who believe that rewarding results is more important than perceptions of fairness.
D) equity judgments are based on perceptions, and the perceptions of employees are not always accurate.
300) Brett manages a sales force that sells laboratory supplies to companies and university science labs. He wants to implement a reward program for high performance. Any rep whose territory bills over $500,000 in sales will win a trip for two to a Caribbean island. Last year the high billing territory made $400,000 in sales. As his outside consultant on the rewards program project, you suggest that he ask around to make certain that this is something the reps would enjoy. Your other advice is
A) to make certain the payout threshold is sufficiently high so that very few reps will be able to reach the sales goal.
B) if after several months into the sales contest it appears that several reps are over halfway to meeting this goal, there may be a need to increase the payout threshold.
C) that monetary rewards are never motivators.
D) to consider whether the sales reps believe that this reward is attainable.
301) Chipper, the marketing director for Tee Time Golf Resort, is making plans for the annual tournament and is trying to determine the prize money for the top golfer. In past years, the resort successfully raised $25,000 through registration fees and sponsorship. This year, Chipper's general manager wants to attract some great local talent and announce the top prize at $10,000. However, Chipper thinks the resort cannot afford to announce a $10,000 top prize at the expense of losing out on a portion of the fees of less talented players who may decide not to register. He explains to the general manager that if they set the prize too high, several better-than-average golfers in the area will feel "out of their league" when the top players join in and therefore will be unmotivated to spend their money to participate. Chipper's analysis of the situation is reasonable according to
A) goal-setting theory.
B) equity theory.
C) expectancy theory.
D) reinforcement theory.
302) Herzberg's research indicated that employees are motivated by job content. Modern managers focus on ________ by increasing the significance of the job, and even providing the employee with important feedback.
A) rotating the job
B) enriching the job
C) simplifying the job
D) reducing the responsibilities in the job
303) Managers who advocate job enrichment focus on creating jobs with
A) repetitive motions.
B) simplified tasks so that the worker can achieve high levels of production.
C) very specialized and difficult tasks.
D) skill variety and autonomy.
304) ________ emphasizes motivating the worker through the characteristics of the job itself.
A) Automation
B) Job engineering
C) Scientific management
D) Job enrichment
305) ________ is the characteristic of work concerned with the degree of freedom, independence and discretion an employee has in scheduling work and determining procedures.
A) Autonomy
B) Interdependence
C) Feedback
D) Task significance
306) The characteristic of work that is concerned with the amount of direct and clear information employees receive about performance is called
A) linkage.
B) feedback.
C) autonomy.
D) task significance.
307) The degree to which a job has a substantial impact on the lives or work of others in the organization is referred to as
A) task significance.
B) task redundancy.
C) the multiplier effect.
D) mutual interdependence.
308) ________ is the degree to which a job requires doing a task with a visible outcome from beginning to end.
A) Task significance
B) Autonomous responsibility
C) Job specification
D) Task identity
309) The practice of moving employees from one job to another to make work more interesting is called
A) task mobility.
B) job rotation.
C) job incrementation.
D) worker alternation.
310) ________ attempts to increase task efficiency by breaking down jobs into simple steps and assigning people to each of those steps.
A) Job simplification
B) Job segmentation
C) Task restriction
D) Roundabout production
311) Job ________ combines a series of tasks into one assignment that is more challenging, interesting, and motivating.
A) optimization
B) enhancement
C) enlargement
D) maximization
312) The first step toward establishing open communication within an organization is to
A) create a clear chain of command much like the one found in military organizations.
B) set up a computer network.
C) place suggestion boxes in every department.
D) create an organizational culture that rewards listening.
313) As companies restructure to create greater efficiencies in their operations, there is a greater opportunity for ________ where management combines specialized tasks in one job, asking employees to broaden their scope of responsibilities.
A) job enlargement
B) job simplification
C) job specialization
D) job confrontation
314) One way employees can be motivated on the job is if
A) they're provided closed-end surveys on a monthly basis.
B) they're given daily, companywide passive emails.
C) a respectful rank and file politeness plan, where middle and higher-level managers are addressed as "Mr.," "Ms.," or "Dr." is instituted.
D) there are procedures for encouraging open communication.
315) Employees will perceive that their opinions are more valued if
A) they're given personalized, closed-end question-type employee opinion surveys.
B) they're provided settings where employees have the opportunity to converse with all levels of management.
C) they're given emails from the CEO on a regular basis.
D) the company emphasizes job simplification.
316) The major benefit of open communication in a company setting is
A) a more directed flow of information.
B) motivated employees.
C) the ability to utilize the technique known as extinction.
D) activation vs. passification.
317) Which of the following practices would fail to result in more open communication?
A) provide opportunities such as company picnics and open lunch rooms that promote active communication among employees and management
B) develop opportunities for employees to offer open-ended responses to internal surveys
C) provide the opportunity for exit interviews when employees leave or are discharged
D) provide training for improving listening skills
318) Which of the following practices would be most consistent with the views of scientific management?
A) job enlargement
B) job simplification
C) job enrichment
D) job rotation
319) Porter, an employee at Oklahoma Medical Instruments, recently had his job redefined. He now has more flexibility in the hours he works and more say in the procedures used on the job. This suggests that Oklahoma Medical Instruments is trying to change Porter's job so that it has more
A) feedback.
B) autonomy.
C) task identity.
D) task significance.
320) Carolina works for a large New Mexico ski equipment warehouse. In the past, her only chance to learn how she was doing on the job came during performance reviews with her boss twice a year. The company recently implemented a policy designed to give her and other employees detailed information about their job performance on a monthly basis. This suggests that the company now provides Carolina and her co-workers with more
A) autonomy.
B) task identity.
C) task significance.
D) feedback.
321) Damon is assigned a different job at Simons' Securities every month. Damon enjoys the task variety and finds that switching jobs on a regular basis keeps the work from becoming boring. Simons' is using a technique known as job
A) branching.
B) sharing.
C) shopping.
D) rotation.
322) At Five Star Vehicles, employees are grouped into teams. Each team is responsible for assembling an entire automobile. Five Star gives each team freedom and flexibility to decide how to divide up the work. The company keeps the employees informed about how their cars are selling, and even shows them the comments customers make about quality and performance on customer satisfaction questionnaires. Five Star Vehicles is using a strategy of
A) job enrichment.
B) holistic assembly.
C) unitary motivation.
D) supportive analysis.
323) Until recently, Visual Electronics manufactured Blu-ray players on an assembly line with each worker performing only one simple task. Three months ago, the company began allowing individual employees to assemble entire systems, test the components, and even install the software that Visual Electronics includes with each of its players. Visual Electronics's new production method is an example of
A) job enlargement.
B) roundabout production.
C) job rotation.
D) flexible manufacturing.
324) At one of the new Mountain View Community College campuses, administrative staff members are trained on a number of jobs including general student registration procedures, advising, counseling, computer support, and faculty assistance. Although Ashley usually registers students and Phillip usually advises students, they can easily switch roles and help each other out during busy times. They can also be called into a classroom to assist an instructor troubleshoot a computer issue. Unlike other colleges where lines are long and students must come back several times in order to be served, at Mountain View, you never hear someone say, "It's not my job!" This campus has successfully implemented
A) job simplification.
B) job rotation.
C) job enlargement.
D) a self-managed team.
325) After several years of higher education, Tom and Zoe Dash were awarded their Ph.D. degrees and found jobs at a university, where they plan to work in research labs. Tom's lab is very large with at least 15 research faculty like himself and 25 graduate students whose benches are all together on one side of the laboratory. Zoe's lab is similar in size, but graduate student benches are interspersed with faculty. From the very beginning, Tom was referred to as Dr. Dash by the graduate students. Zoe and the graduate students in her lab are on first-name basis. As a student of management, which of the following statements would you consider good advice to the managers (also known as the principal investigators) of these labs?
A) Graduate students will easily lose respect for the principal investigator and other faculty if they are not encouraged to use the title "Dr." when referring to the researchers who have attained the Ph.D. degree.
B) There is a lot of sensitive information and highly classified techniques in the research process that should not be shared with graduate students.
C) Job enrichment is an important part of the learning process, and it will only happen if students have their own space, separate from the faculty/researchers.
D) Open communication occurs when barriers such as work titles and ranks are eliminated, and work spaces are conducive to learning.
326) Ronald, the CEO of Extel Micro—a technology provider with 17,000 employees—answers his own phone and takes calls from employees of all levels. He actually loves to hear about what employees think the company is doing right and what they could be doing better. Ronald is building teamwork by
A) creating an organizational culture that rewards listening.
B) rewarding employees with cash bonuses for good ideas.
C) giving high performers separate perks they value.
D) bolstering employee fairness.
327) Motivational formulas are
A) tailored to the individual.
B) tailored to the team of employees.
C) developed by using one theory at a time.
D) developed by collecting historical information on the types of factors that motivated the majority of employees in the past.
328) In a high-context culture
A) workers get right to the task, without the need to socialize during the first 30 minutes at work.
B) workers get right to the task, after they ease into the work day.
C) relationship building is considered a waste of time.
D) relationship building and group trust are considered very important and occur before performing business tasks.
329) In a low-context culture
A) workers get right to the task, without the need to socialize during the first ½ hour of work.
B) workers get right to the task, after they take care of their social needs.
C) relationship building is considered a waste of time.
D) relationship building is considered very important and occurs before performing business tasks.
330) Generation X employees are likely to
A) be more concerned with career security than with job security.
B) be less willing to move and change jobs.
C) lack the drive and ambition of earlier generations.
D) be poor at providing feedback to others.
331) A strength of Generation X managers is likely to be their
A) loyalty to the firm.
B) individualistic approach to problem solving.
C) ability to provide feedback to employees.
D) willingness to sacrifice other aspects of their lives to achieve success in the workplace.
332) The generation born between 1980 and 1995 is known as
A) Generation X.
B) Generation Alpha.
C) Generation Y.
D) Generation Z.
333) As a group, Millennials tend to be
A) older and more mature than Gen Xers.
B) less interested in technology than Baby Boomers.
C) inefficient, easily bored, and uncommitted.
D) adaptable, tolerant, and tech savvy.
334) Even across generations, motivation is likely to
A) remain a mystery because researchers cannot quite pinpoint where it comes from.
B) come from the job itself.
C) develop within employees over time.
D) diminish among employees who achieve at high levels.
335) Baby Boomers as managers need to understand that
A) Gen X and Gen Y employees will be motivated by flexibility in the workplace.
B) Gen X and Gen Y employees will be motivated by a good deal of structure in the workplace.
C) Millennials are motivated from within, while Gen Xers need rewards.
D) Gen Xers are motivated by knowing that they can keep their jobs for a lifetime.
336) When reflecting upon the newer generation, each older generation says the same thing:
A) their generation had it better.
B) the newer generation "breaks the rules."
C) their generation had a more difficult time of it.
D) newer generations are smarter.
337) In order to understand how to motivate the various generations, we need to understand each generation's preferred mode of communication. Look at the following chart and fill in the blank cell.
Generation | Preferred Communication Style at Work |
Traditionalists | Face to face |
Baby Boomers |
|
Gen Xers | |
Millennials | Technology such as social media |
A) By cell phone
B) By text
C) Meetings and teleconferences
D) Online and social media
338) Which of the following statements about cultural differences in the workplace is most accurate?
A) The best way to deal with cultural differences in the workplace is to treat everyone the same way.
B) Cultural differences were once a major problem, but television, telecommunications, e-mail, and the Internet have brought people closer together and greatly reduced cultural differences.
C) Managers must be very aware of cultural differences and recognize that different employees may respond best to different management and motivational styles.
D) Only firms that hire a lot of foreign-born employees are likely to have problems dealing with cultural differences. Employees born in the United States tend to have a common set of values and attitudes, regardless of age or social background.
339) When it comes to motivating Millennials and Gen Xers, it is important for managers to know that they have a few things in common. One important likeness is
A) they don't like large families.
B) they expect change.
C) neither group was raised by baby boomers.
D) neither group has advanced to management positions.
340) If "fun and stimulation" are rated as important job criteria by Millennials, which of the following might be a way to motivate this generation?
A) Simplify jobs so that they have time for fun between tasks.
B) Simplify jobs so that they do not have to work longer than six-hour days.
C) Provide opportunity for innovation and job rotation.
D) Separate the work spaces of Millennials from Gen X and Baby Boomers.
341) Which of the following statements about high-context cultures reflects how managers in this type of culture might operate?
A) Your personal life would not be of concern to a manager that operates in a high-context culture.
B) If you are selling your company's product to another business that has a high-context culture, it is almost guaranteed that the product or service will sell itself.
C) As a manager in a high-context culture, you will always stress that employees compartmentalize their work life and home life, so that each does not interfere with the other.
D) As a sales professional trying to sell your product to a business that operates within a high-context culture, you may have to visit the decision makers several times and get to know them on a personal level.
342) Which of the following descriptions more appropriately reflects the way that Gen Xers prefer to communicate at work?
A) face to face
B) through meetings
C) through e-mail
D) through social media
343) According to the box, "Three Cheers for Peers!" which generation has changed communication in the modern workplace with their need for public recognition?
A) Baby Boomers
B) Generation Alpha
C) Generation X
D) Millennials
344) A college graduate with a degree in psychology, Diana is in no hurry to find a job. In fact, she has elected to continue her education until she decides on the type of career she would like to pursue. Although she really likes some aspects of marketing, social work and social causes also appeal to her. Having worked part-time in a small business during college, she also thinks that working in her own business, independent of the control of others, may also be the way to go. Diana is typical of
A) Baby Boomers.
B) Gen X.
C) Gen Y.
D) Gen Z.
345) McKinley, an employee at Green Goddess Lawncare, is pleased that his old supervisor Russell retired. Russell seemed like a pretty nice guy, but rarely told McKinley if his work was acceptable until something went wrong. The new supervisor starts each day with reviewing yesterday's successes and challenges, and gives everyone opportunity to voice their concerns. One of the best assets of ________ managers is their ability to provide timely feedback and to understand that employees want regular performance reviews.
A) Baby boomers
B) Gen X
C) Gen Y
D) Gen Z
346) On the long flight back from South Korea, Mike had plenty of time to reflect upon the challenges of his business trip that took him all around Asia. His goal to sell his company's state-of-the-art bicycle pump to several foreign firms certainly could have gone better. Although none of the companies he visited turned him down, only one agreed to place an order. Representatives from one Indonesian firm and two Chinese firms asked him when he planned to come again! As Mike reviewed his memories and notes, he wondered, "Didn't they realize the expense of these international trips?" Mike is experiencing
A) the fact that he is from a West Context Culture and the prospective buyers were from an East Context Culture.
B) the fact that he is from a highly developed culture and the prospective buyers are from third-world countries.
C) the differences between high-context and low-context cultures.
D) brain drain.
347) Describe the contributions of scientific management to improving worker productivity. What are some of the limitations of this approach?
348) Why did the results of the studies conducted at the Hawthorne plant surprise Elton Mayo and his fellow researchers? How did these results change the direction of management research?
349) Describe and compare the basic contributions of Maslow and Herzberg to the understanding of worker motivation.
350) Compare the assumptions Theory X makes about employees with those of Theory Y. How do these different assumptions influence management styles?
351) What is the key idea behind goal-setting theory? How does management by objectives help implement this idea?
352) Explain how managers could motivate employees by using expectancy theory. Create a story/example of expectancy theory at work, incorporating the three questions that according to expectancy theory employees will ask.
353) List the generations in the workplace today, and provide at least two characteristics of each generation that affect their motivation.
Mini-Case
The first meeting between the new CEO of Game Guys, Inc., John Noble, and Howie Spradlin, the production manager, did not go smoothly. The purpose of the meeting was to discuss the problem of declining productivity and to develop a strategy to turn the situation around.
Howie started the conversation by handing Mr. Noble the most recent production report. "I've always thought that most of our employees were lazy, and now I've got proof," Howie stated. "We pay these guys the highest wages in the industry, provide them with a safe place to work, and make the job as simple as possible. We aren't asking these guys to do brain surgery, but productivity still lags and our production costs increase. I've told all the supervisors to watch these lazy bums every second to make sure they put in a full day's work. If those guys think I'm going to let them get away with goofing off, they're in for a rude awakening."
CEO Noble responded in a way that surprised Howie. "Maybe these employees aren't lazy, Howie, maybe they are just bored and resent the way we've treated them," he said. "The employees are experienced and well trained. They might work harder and smarter if the work were more interesting and rewarding. Their attitudes might even improve if we treated them with more respect. Maybe one of the best ways for you and me to understand where they're coming from is to spend some time alongside them."
For the next hour, the two discussed ways to improve worker motivation and performance. Howie left the meeting with an unsettled feeling. Many of Mr. Noble's suggestions seemed naïve to Howie. "Mr. Noble is the boss, but I think he is too optimistic regarding human nature," Howie mused. Reluctantly, Howie had to admit that his own approach had not succeeded in improving the plant's performance. He decided to take a hard look at some of Mr. Noble's ideas.
354) According to McGregor, Howie's views of his employees suggest he is a ________ manager.
A) Theory A
B) Theory J
C) Theory X
D) Theory Y
355) Currently, jobs at Game Guys are broken into small individual steps, and each employee is assigned to perform a different step in an effort to achieve task efficiency. This technique is known as job
A) segmentation.
B) refinement.
C) specialization.
D) simplification.
356) John Noble speculated that Howie really didn't know much about his employees, including the types of rewards that they found meaningful and whether they personally felt that if they worked hard, they could achieve a reward. Noble's thoughts referred to
A) reinforcement theory.
B) equity theory.
C) expectancy theory.
D) Theory J.
357) Before ending the meeting, John Noble informed Howie that he would be sending out an e-mail to all employees asking for suggestions as to how the jobs could be restructured to improve productivity. As Howie walked back to the production site, he shook his head, "Is Noble from a different planet? Does he really think our workers have a clue?" Unlike Noble, Howie does not realize that
A) employees can be motivated by open communication.
B) employees seek equity.
C) employee perceptions of equity are usually underestimations.
D) employees will offer ways to simplify job tasks.