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Chapter 10 Bus 101
1. 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.
2. In Maslow's hierarchy, __________ needs refer to the desire to reach one's fullest potential.
A. social
B. esteem
C. egoistic
D. self-actualization
3. 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
4. Equity theory says 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.
5. 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.
6. 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.
7. 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
8. 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.
9. 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.
10. 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?
11. 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.
12. Which of the following statements about open communications is most accurate?
A. Self-managed teams eliminate the need for open communications.
B. In order to encourage open communication many organizations will have to make major changes in their
organizational structure and procedures.
C. The best way for managers to establish open communications is to simply step out of the way and let it
evolve naturally.
D. Open communications sounds good in theory, but in practice it results in organizations that are too
cumbersome and complex to respond to rapidly changing business conditions.
13. 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.
14. The Hawthorne studies were conducted by ____________ and his colleagues from Harvard University.
A. Henry Gantt
B. Elton Mayo
C. Peter Drucker
D. John Hawthorne
15. 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.
16. 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.
17. 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
18. __________ 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
19. 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.
20. The practice of moving employees from one job to another to make work more interesting is known as:
A. task mobility.
B. job rotation.
C. job incrementation.
D. worker alternation.
21. 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.
22. _________ theory is based on the idea that managers can use both rewards and punishments to motivate
employee behavior.
A. Expectancy
B. Equity
C. Reinforcement
D. Goal-setting
23. 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