Quiz
MGT 370 Exam 3 Henderson SFASU
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Questions in this quiz (184)
1______________ is the ability to influence people toward the attainment of organizational goals.
- APower
- BInfluence
- CAttitude
- DLeadership
2[blank_start]Humility[blank_end] means being unpretentious and modest rather than arrogant and prideful.
- AHumility
3[blank_start]Influence[blank_end] means that the relationship among people is not passive.
- AInfluence
4[blank_start]Level 5 leadership[blank_end] refers to the highest level in a hierarchy of manager capabilities.
- ALevel 5 leadership
5Contributing talent, skills, & knowledge is which level on the Level 5 Hierarchy?
- ALevel 1- Individual (Capable)
- BLevel 2- Team Member (Contributing)
- CLevel 3- Manager (Competent)
- DLevel 4- Leader (Effective)
- ELevel 5- Executive
6Contributing individually and works well in groups is which level on the Level 5 Hierarchy?
- ALevel 1- Individual (Capable)
- BLevel 2- Team Member (Contributing)
- CLevel 3- Manager (Competent)
- DLevel 4- Leader (Effective)
- ELevel 5- Executive
7Managing team members and assets to reach set objectives is which level on the Level 5 Hierarchy?
- ALevel 1- Individual (Capable
- BLevel 2- Team Member (Contributing)
- CLevel 3- Manager (Competent)
- DLevel 4- Leader (Effective)
- ELevel 5- Executive
8Stimulating high standards and championing dedication to vision is which level on the Level 5 Hierarchy?
- ALevel 1- Individual (Capable)
- BLevel 2- Team Member (Contibuting)
- CLevel 3- Manager (Competent)
- DLevel 4- Leader (Effective)
- ELevel 5- Executive
9Builds excellence through dedication and humility is which level on the Level 5 Hierarchy?
- ALevel 1- Individual (Capable)
- BLevel 2- Team Member (Contributing)
- CLevel 3- Manager (Competent)
- DLevel 4- Leader (Effective)
- ELevel 5- Executive
10Select all of the characteristics of a Level 5 Leader from the list below.
- AOften seem shy and self-effacing
- BAccept responsibility for mistakes
- CGive credit for successes to other people
- DBuild organizations based on solid values
- EBlame failures on others
- FAre arrogant and have strong egos
11A [blank_start]servent leader[blank_end] transcends self-interest to serve others, the organization, and society.
- Aservent leader
12Why has the concept of servant leadership gained renewed interest in recent years?
- ACompanies are trying to recover from ethical scandals and compete to retain the best human capital
- BCompanies are trying to hide past mistakes by trading their best human talent
- CCompanies are assuming that their best work is moving very quickly.
- DCompanies are managing tasks and themselves instead of people
13What are the levels on which servant leaders operate?
- AFullfillment of their subordinates goals and needs and for the purpose or mission of their organization
- BFulfillment of their subordinates goals and needs
- Cfor the purpose or mission of their organization
- DTo gain credit for accomplishments
- ETo gain credit for accomplishments and for the purpose or mission of their organization
14An [blank_start]Authentic Leader[blank_end] is an individual who knows how to understand themselves, who espouse and act consistent with higher-order ethical values and who empowerrs and inspires others.
- AAuthentic Leader
15Select each of the key characteristics of an authentic leader.
- AAuthentic leaders pursue their purpose with passion
- BAuthentic leaders practice solid values
- CAuthentic leaders establish connected relationships
- DAuthentic leaders Demonstrate self-discipline
- EAuthentic leaders look out for themselves
- FAuthentic leaders Place themselves on a pedestal
- GAuthentic leaders expect to be feared
- HAuthentic leaders lead with their hearts as well as their heads
16[blank_start]Interactive Leadership[blank_end] means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.
- AInteractive Leadership
17Whose leadership style is more suited to today's organization?
- AMen
- BWomen
18Who does it better?
Develops Others- AMen
- BWomen
- CMen and Women equally
19Who does it better?
Drives for results- AMen
- BWomen
- CMen and Women equally
20Who does it better?
Inspires and Motivates Others- AMen
- BWomen
- CMen and Women equally
21Who does it better?
Innovates- AMen
- BWomen
- CMen and Women Equally
22Who does it better?
Builds Relationships- AMen
- BWomen
- CMen and Women Equally
23Who does it better?
Technical or Prefessional Expertise- AMen
- BWomen
- CMen and Women Equally
24A good way to think of the distinction between management and leadership is that [blank_start]management[blank_end] organizes the production and supply of fish to people whereas [blank_start]leadership[blank_end] teaches and motivates people to fish.
- Amanagement
- Bleadership
25Eric Schmidt's leadership principles can be summarized by which of the following precepts?
- AGet to know your employees
- BCreate new ways to reward and promote high performers
- CGet to know your customers
- DLet employees own the problems that you want them to solve
- EAllow people to function outsided the hierarchy
- FHave employees' performance reviewed by someone whom they respect for their objectivity
- GAllow other managers to delegate tasks to your employees
26What did Eric Schmidt use to take Google to the next stage of growth?
- AA Combination of skillful management and good leadership
- BGood leadership
- CSkillful management
- DAn Openess to new ideas
- Ean innovative persective
- FA combination of an innovative perspective and An Openness to new ideas
27_____________ are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance.
- ATraits
- BStrengths
- CAbilities
- DCapabilities
28Rather than just understanding their [blank_start]traits[blank_end], the best leaders recognize and hone their [blank_start]strengths[blank_end].
- Atraits
- Bstrengths
29_______________ are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishmnt and satisfaction.
- AStrengths
- BTraits
- CCharacterstics
- DQualities
30What are the 2 types of behavior that have been identified as applicable to effective leadership in a variety of situations?
- ATask-Oriented Behavior
- BPeople-Oriented Behavior
- CCustomer-oriented Behavior
- DOrganization-Oriented Behavior
31[blank_start]Metacategories[blank_end] are broadly defined behaviorior categories, as a basis for study and comparison.
- AMetacategories
32__________ A people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.
- AConsideration
- BCollaboration
- CCapablity
- DCooperation
33___________ is a Task-oriented Behavior, that is the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment.
- AInitiating structure
- BConsideration
- CTask Structure
- DManager structure
34Studies suggest that leaders may be [blank_start]high[blank_end] on consideration and [blank_start]low[blank_end] on initiating structure or low on consideration and high on initiating structure.
- Ahigh
- BLow
- Clow
- DHigh
35The most effective supervisors are those who established high performance goals and displayed supportive behavior towards subordinates are called___________
- AEmployee-Centered leader
- BJob-Centered Leader
- CSelf-Centered Leader
- DCustomer-Centered Leader
36_______________ Often is considered the most effective style and is recommended for leaders because organization members work together to accomplish tasks.
- ATeam Management (9,9)
- BCountry Club Management (1,9)
- CAuthority-Compliance Management (9,1)
- DMiddle-of-the-Road Management (5,5)
- EImpoverished Management (1,1)
37__________ Occurs when primary emphasis is given to people rather than to work outputs.
- ATeam Management (9,9)
- BCountry-Club Management (1,9)
- CAuthority-Compliance Management (9,1)
- DMiddle-of-the-Road Management (5,5)
- EImpoverished Management (1,1)
38____________ Occurs when efficiency in operations is the dominant orientation.
- ATeam Management (9,9)
- BCountry-Club Management (1,9)
- CAuthority-Compliance Management (9,1)
- DMiddle-of-the-Road Management (5,5)
- EImpoverished Management (1,1)
39___________ Reflects a moderate amount of concern for both people and production.
- ATeam Management (9,9)
- BCountry-Club Management (1,9)
- CAuthority-Compliance Management (9,1)
- DMiddle-of-the-Road Management (5,5)
- EImpoverished Management (1,1)
40____________ means the abscence of a management philosophy; managers exert little effort toward interpersonal relationships or work accomplishments.
- ATeam Management (9,9)
- BCountry-Club Management (1,9)
- CAuthority-Compliance Management (9,1)
- DMiddle-of-the-Road Management (5,5)
- EImpovershied Management (1,1)
41[blank_start]Contingency Approaches[blank_end] to leadership explores how the organizational situation influences leader effectiveness.
- AContingency Approaches
42________- refers to a combination of confidence, committment, and motivation, and a follower may be high or low on any of the three ariables.
- AWillingness
- BAbility
- CMotivation
- DCapablity
43____________ refers to the amount of knowledge, experience, and demonstrated skill that a subordinate brings to the task.
- AWillingness
- BAbility
- CStrength
- DTalent
44The [blank_start]telling style (S1)[blank_end] is a highly dictating style and involves giving explicit directions about how tasks should be accomplished.
- Atelling style (S1)
- Bselling style (S2)
- Cparticipating style (S3)
- Ddelegating style (S4)
45The [blank_start]selling style (S2)[blank_end] is one where the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks.
- Aselling style (S2)
- Btelling style (S1)
- Cparticipating style (S3)
- Ddelegating style (S4)
46The [blank_start]participating style (S3)[blank_end] is one where the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making.
- Aparticipating style (S3)
- Btelling style (S1)
- Cselling style (S2)
- Ddelegating style (S4)
47The [blank_start]delegating style (S4)[blank_end] provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates.
- Adelegating style (S4)
- Btelling style (S1)
- Cselling style (S2)
- Dparticipating style (S3)
48Fiedler cinsidered a person's leadership style relatively [blank_start]fixed[blank_end] and difficult to change. The basin Idea is to match the Leader's style with the situation [blank_start]most favorable[blank_end] for their effectiveness.
- Afixed
- Bvariable
- Cmost favorable
- Dleast favorable
49A situation would be considered ____________Favorable to the leader when leader-member relationships are positive, tasks are highly structured, and the leader has formal authority over followers.
- AHighly
- BSlightly
- CNot
- DSomewhat
50[blank_start]Task-oriented[blank_end] leaders are more effective when the situation is either highly favorable or highly unfavorable. [blank_start]Relationship-oriented[blank_end] leaders are more effective in situations of moderate favorability.
- ATask-oriented
- BPeople-oriented
- CRelationship-oriented
- DJob-oriented
51Why do relationship-oriented leaders perform better in situations of moderate favorability?
- AHuman relations skills are important in achieving high group performance
- BEmployees do not listen to people they do not like and trust.
- CLeaders can not control people who do not like them
- DLeaders cannot control people who like them too much
52What kind of skills does a leader need that can create a positive group atmosphere that will improve relationships, clarify task structure, and establish position power?
- AInterpersonal skills
- BIntrapersonal skills
- CRelationship skills
- DPublic skills
53What makes the leadership style unnescessary or redundant?
- AAlternatives
- BSubstitutions
- CNeutralizers
- DEliminators
54What counteracts the leadership style and prevents the leader from displaying certain behaviors?
- ASubstitutions
- BNeutralizers
- CAlternatives
- DEliminators
55The __________ leader has the ability to insspire and motivate people to do more than they would normally do despite obstacles and personal sacrifice.
- ACharismatic
- BEnthusiastic
- CAuthentic
- DServant
56Select where the impacts of a charismatic leader come from.
- Astating a lofty vision of an imagined future that employees identify with
- Bdisplaying an ability to understand and empathize with followers
- Cempowering and trusting subordinates to accomplish results
- Dconvincing subordinates to do as they are told
57[blank_start]Humility[blank_end] typpically plays an important part in distinguishing whether a charismatic leader will work to benefit primarily the larger organization or use their skills for ego-building and personal gain.
- AHumility
- BStrength
- CTraits
- DAbilities
58[blank_start]Transformational leaders[blank_end] are distinguished by their special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new behaviors and values.
- ATransformational leaders
- BTransactional leaders
- CCharismatic leaders
- DEmpathetic Leaders
59[blank_start]Transactional leaders[blank_end] clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet social needs of subordinates.
- ATransactional leaders
- BTransformational leaders
- CCharismatic leaders
- DEmpathetic leaders
60What is a vision?
- AAn attractive ideal future that is credible but not attainable.
- BAn inattractive idea of what is coming but not guaranteed
- CA prediction of future events
- DUnknown outcomes with identifiable risk
61How many follower styles did Robert E. Kelley come up with?
- A5
- B6
- C2
- D3
62[blank_start]Dependent[blank_end], [blank_start]uncritical[blank_end] thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the supervisor's ideas without thinking.
- ADependent
- Buncritical
63[blank_start]Independent[blank_end], [blank_start]critical[blank_end] thinkers are mindful of the effects of their own and others' behavior on achieving organizational goals.
- AIndependent
- Bcritical
64The [blank_start]alienated[blank_end] follower is a passive, yet independaent, critical thinker.
- Aalienated
- Bconformist
- Cpragmatic survivor
- Dpassive
- Eeffective
65The [blank_start]conformist[blank_end] participates actively in a relationship with the boss but doesn't use critical-thinking skills.
- Aconformist
- Balienated
- Cpragmatic
- Dpassive
- Eeffective
66The [blank_start]pragmatic[blank_end] survivor has qualities of all four extremes- depending on which style fits with the prevelant situation.
- Apragmatic
- Balienated
- Cconformist
- Dpassive
- Eeffective
67The [blank_start]passive[blank_end] follower exhibits neither critical, independent thinking nor active participation.
- Apassive
- Balienated
- Cconformist
- Dpragmatic
- Eeffective
68The [blank_start]effective[blank_end] follower is both a critical, independent thinker and active in the organization.
- Aeffective
- Balienated
- Cconformist
- Dpragmatic
- Epassive
69What type of followers recognize that they have power in their relationships with superiors; they have the courage to manage upward, to initiate change, and even to put themselves at risk or in conflict with their boss if they believe it is best for the organization or team?
- APassive
- BAlienated
- CEffective
- DConformist
70What is the potential ability to influence the behavior of others?
- APower
- BInfluence
- CControl
- DAbility
71What is the effect hat a person's actions have on the attitudes, values, beliefs, or behavior of others?
- APower
- BInfluence
- CControl
- DAbility
72What is power coming from a formal management position in an organization and the authority granted to it?
- ALegitimate power
- BReward power
- CCoercive power
- DExpert power
- EReferent power
73What kind of power comes from the authority to hand out rewards to other people?
- ALegitimate power
- BReward power
- CCoercive power
- DExpert power
- EReferent power
74What type of power comes from the authority to punnish or recommend punishment?
- ALegitimate power
- BReward power
- CCoercive power
- DExpert power
- EReferent power
75What type of power is the result of a persons' special knowledge or skill regarding the tasks being performed?
- ALegitimate power
- BReward power
- CCoercive power
- DExpert power
- EReferent power
76What type of power comes from and individuals' personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual?
- ALegitimate power
- BReward power
- CCoercive power
- DExpert power
- EReferent power
77People who show initiative, work beyond what is expected of them, take on undesirable but important projects, and show interest in learning about the organization and industry often gain power as a result have which of the following other power sources?
- APersonal effort
- BNetwork of relaationships
- CInformation
78What other source of power do people who are enmeshed in a network of relationships have?
- APersonal effort
- BNetwork of relationships
- CInformation
79What kind of power do people who have access and control over how and to whom information is distributed?
- Apersonal effort
- BNetwork of relationships
- CInformation
80Select the 6 principles for asserting influence.
- AUse rational persuasion
- BUse coercion
- CHelp people you like
- DRely only on yourself
- ERely on the rule of reciprocity
- FDevelop allies
- GAsk for what you want
- HDemand what you want
- IAppeal to a higher authority
81[blank_start]Motivation[blank_end] refers to the forces either within or external to a person that arouse enthusiasm and persistence a to pursue certain course of action.
- AMotivation
82What does employee motivation affect?
- AProductivity
- BCleanliness
- COrganization
- DVisions
83Individuals and departments rely on other individuals and departments for information or resources to accomplish their work is referred to as being what?
- AInterdependent
- BIndependent
- CCodependent
- DDependent
84A __________ is a unit of two or more people who interact and coordinate their work to accomplish a goal to which they are committed and hold themselves mutually accountable.
- ATeam
- BGroup
- CSection
- DDivision
85Which of the following is NOT one of the components of the definition of a team?
- ATwo or more people
- BMust interact regularly
- CMust share a performance goal
- DMust be in the same department
86Putting together a [blank_start]team[blank_end] and building [blank_start]teamwork[blank_end] aren't the same thing.
- Ateam
- Bteamwork
87Select the contributions of effective teams.
- ACreativity and Innovation
- BImproved Quality
- CSpeed of response
- DHigher productivity
- EEnhanced motivation and satisfaction
88What kind of teams are composed of a manager and his other subordinates in the formal chain of command?
- AFunctional
- BCross-functional
- CSelf Managed
- DDivisional
89[blank_start]Social[blank_end] Facilitation refers to the tendency for the presence of others to enhance the one's performance.
- ASocial
- BProfessional
90What kind of team is composed of employees from the same hierarchical level but from different areas of expertise?
- ACross-Functional
- BFunctional
- CDivisional
- DSelf-Managed
91[blank_start]Task Force[blank_end] is a group of employees from different departments formed to deal with a specific activity and existing only until the task is finished.
- ATask Force
92Which type of team consists of 5 to 20 multi-skilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service?
- AFunctional
- BCross-Functional
- CSelf-Managed
- DDivisional
93Which of the following is a typical element of a self-managed team?
- AIncludes employees with several skills and functions and its combined skills are sufficient to perform a major organizational goal
- BGiven access to the resources such as information, equipment, machinery, and supplies needed to perform or complete the task
- CEmpowered with decision making authority which means that members have the freedom to select new members, solve problems, spend money, monitor results and plan for the future.
- DAll of the Answers
94Which of the following is NOT a reason that working in teams presents a dilemma for many people?
- AHave to give up independence
- BHave to put up with free riders
- CThey are sometimes dysfunctioinal
- DHave to give up individual credit
95[blank_start]Satisfaction[blank_end] is the teams' ability to meet the personal needs of its members and maintain their membership and commitment. [blank_start]Productive output[blank_end] is the performance and the quality and quantity of task outputs defined by teams goals. [blank_start]Capacity to adapt and learn[blank_end] is the ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond to new threats or opportunities.
- ASatisfaction
- BProductive output
- CCapacity to adapt and learn
96What kind of team is made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies?
- AVirtual
- BGlobal
- CInternational
- DWeb Based
97What type of team is a cross-border team made up of members off different nationalities whose activities span multiple countries?
- AVirtual
- BGlobal
- CWeb Based
- DInternational
98Select the critical areas that managers should address when leading virtual teams.
- AUse virtual technology to build trust and relationships for effective teamwork
- BMeet face to face to grow their personal network
- CShape culture through virtual technology to reinforce productive norms
- DRequire teleconferences to discuss personal conflicts with other team members
- EMonitor progress and reward members to keep the team progressing toward its goal
99What team characteristics are most important?
- ASize, Diversity and Member Roles
- BSize, Location, and Goals
- CGender, Diversity, and Member Roles
- DSize, Diversity, and Location
100As a team [blank_start]increases[blank_end] in size, it becomes harder for each member to interact with and influence the others.
- Aincreases
101Diverse teams produce [blank_start]more[blank_end] innovative solutions to problems.
- Amore
102People who play a [blank_start]task specialist role[blank_end] spend more time and energy helping the team reach its goal. People who play the [blank_start]socioemotional role[blank_end] support team members' emotional needs and help strengthen the social entity.
- Atask specialist role
- Bsocioemotional role
103Select the behaviors associated with a task specialist role.
- AInitiate Ideas
- BGive Opinions
- CSeek Information
- DEcourage
- EHarmonize
104Select the behaviors associated with a socioemotional role.
- ASummarize
- BEnergize
- CReduce Tension
- DFollow
- ECompromise
105[blank_start]Team Processes[blank_end] pertain to those dynamics that change over time and can be influenced by team leaders.
- ATeam Processes
- BTeam Goals
- CTeam Values
- DTeam Directions
106The [blank_start]forming[blank_end] stage is orientation and getting acquainted. [blank_start]Storming[blank_end] stage is conflict and disagreement. [blank_start]Norming[blank_end] stage is establishment of order and cohesion. [blank_start]Performing[blank_end] stage is cooperation and problem solving. [blank_start]Adjourning[blank_end] stage is task completion.
- Aforming
- BNorming
- CAdjourning
- DPerforming
- EStorming
107What is the extent to which members are attracted to the team and motivated to remain in it called?
- ATeam Cohesiveness
- BTeam Interaction
- CTeam Goals
- DTeam Cooperation
108Several things influence team cohesiveness. First is [blank_start]team interaction[blank_end] which is team members have frequent contact, they get to know one another, consider themselves a unit, and become more committed to the team. Second is [blank_start]shared goals[blank_end] which means if team members agree on purpose and direction they will be more cohesive. Third is [blank_start]personal attraction to the team[blank_end] which means that members have similar attitudes and values and enjoy being together.
- Ateam interaction
- Bshared goals
- Cpersonal attraction to the team
109Two factors in the team's context also influence cohesiveness. First is the [blank_start]presence of competition[blank_end], which means if a team has competition with other teams its cohesiveness increases. Second is [blank_start]team success[blank_end] which means when a team succeeds in its task then members feel good and their commitment to the team will be high.
- Apresence of competition
- Bteam success
110Why is morale higher in a cohesive team?
- AIncreased communication of team members
- Ba friendly team climate
- Cmaintenance of membership because of commitment to the team
- Dloyalty
- Emember participation
- FAll of the answers
111What is an informal standard of conduct that is shared by team members and guides their behavior?
- ATeam Norm
- BTeam Value
- CTeam Behavior
- DTeam Goal
112What are the ways of developing team norms?
- AFirst Behavior Precedents
- BCarryover from other experiences
- CExplicit statements from leader members
- DCritical events in team's history
- EControlling the team goals
113what is an antagonistic interaction in which one party attempts to block the intentions or goals of another?
- AConflict
- BProblem
- CCrisis
- DIssue
114[blank_start]Task Conflict[blank_end] is a disagreement among people about the goals to be achieved of the content of the tasks to be performed. [blank_start]Relationship Conflict[blank_end] is the interpersonal incompatibility that creates tension and personal animosity among people.
- ATask Conflict
- BRelationship Conflict
115What is the primary cause of conflict?
- Acompetition over resources such as money, information, or supplies
- Bpeople are pursuing different goals
- Cfrom communication breakdown
- Dtrust issues.
116[blank_start]Dominating[blank_end] (My Way)
[blank_start]Collaborating[blank_end] (Our Way)
[blank_start]Avoiding[blank_end] (No Way)
[blank_start]Compromising[blank_end] (Half Way)
[blank_start]Accommodating[blank_end] (Your Way)- ADominating
- BCollaborating
- CAvoiding
- DCompromising
- EAccommodating
117What is the type of conflict management where people engage in give and take discussions and consider various alternatives to reach a joint decision that is acceptable to both parties?
- ANegotiation
- BCompromising
- CModerating
- DNone of the ansers
118[blank_start]Integrative[blank_end] negotiation is based on a win win assumption, in that all parties want to come up with a creative solution that can benefit both parties. [blank_start]Distributive[blank_end] negotiation assumes that the size of the pie is fixed and each party attempts to get as mush as they can.
- AIntegrative
- BDistributive
119Which of the following is not a rule for integrative negotiation?
- ASeparate the people from the problem
- BFocus on underlying interests, not current demands
- CListen and ask questions
- DInsist that results be based on objective standards
- EGo in knowing that you are going to win
120People have ____________ Such as recognition, achievement, or monetary gain.
- ANeeds
- BWants
- CDesires
- DRequests
121[blank_start]Intrinsic[blank_end] rewards are the satisfactions that a person receives in the process of performing a particular action. [blank_start]Extrinsic[blank_end] rewards are given by another person, typically a manager, and include promotions, praise, and pay increases.
- AIntrinsic
- BExtrinsic
122Select the categories of motivation approaches.
- ANegative approach- Threats and punishments
- BPositive approach- Rewards such as pay raises, bonuses, and praise
- CNegative Approach- tap into self doubts
- DPositive approach- Help people enjoy their work, get a sense of accomplishment
- ENegative approach- Bribes and blackmail
- FPositive approach- Words of wisdom
123What kind of rewards do effective managers want people to receive in order to meet their needs?
- AIntrinsic and Extrinsic
- BIntrinsic and External
- CInternal and Extrinsinc
- DInternal and External
124What kind of theories emphasize the needs that motivate people?
- AContext Theories
- BNeed Based Theories
- CStructural Theories
- DProcess Theories
125Which content theory proposes that people are motivated by multiple needs and that these needs exist in a hierarchical order?
- AMaslow's Hierarchy of needs
- BERG Theory
- CTwo-Factor Approach
- DAcquired Needs Theory
126Select the levels of needs described in Maslow's Hierarchy of needs.
- APhysiological Needs
- BSafety Needs
- CBelongingness Needs
- DEsteem Needs
- ESelf-Actualization Needs
- FSpiritual Needs
- GPsychological Needs
127Which of the following is NOT a category of the ERG theory?
- AExistence Needs- The need for physical well being
- BRelatedness Needs- The needs for satisfactory relationships with others
- CGrowth Needs- The needs that focus on human potential for growth
- DPsychological Needs- The needs to feel emotionally stable
128The ERG model is [blank_start]less[blank_end] rigid than Maslow's Hierarchy of Needs and suggests people can move down as well as up to satisfy their needs.
- Aless
- Bmore
129Which content theory suggest that the work characteristics associated with dissatisfaction were different from those pertaining to satisfaction?
- AMaslow's Hierarchy of Needs
- BERG Theory
- CTwo Factor Approach
- DAcquired Needs Theory
130[blank_start]Hygiene factors[blank_end] involve the presence or absence of job dissatisfiers such as workers conditions, pay, company policies and interpersonal relationships. [blank_start]Motivators[blank_end] focus on high level needs and include achievement, recognition, responsibility, and opportunity for growth.
- AHygiene factors
- BMotivators
131Goof hygiene factors remove [blank_start]dissatisfaction[blank_end] and doesn't cause workers to become more highly satisfied. When motivators are absent, workers are neutral toward work but when they are present workers have a higher level of [blank_start]satisfaction[blank_end].
- Adissatisfaction
- Bsatisfaction
132Which content theory proposes that certain types of needs are acquired during an individuals lifetime?
- AMaslow's Hierarchy of Needs
- BERG Theory
- CTwo Factor Approach
- DAcquired Needs Theory
133Which of the following is not one of the needs studied most by acquired needs theory?
- ANeed for Existence
- BNeed for Achievement
- CNeed for Affiliation
- DNeed for Power
134People with a high need for [blank_start]achievement[blank_end] are frequently entrepreneurs while people with a high need for [blank_start]affiliation[blank_end] are successful litigators.
- Aachievement
- Baffiliation
135The hierarchy of needs theory, the ERG Theory, the two factor theory, and the acquired needs theory all help managers understand what [blank_start]motivates[blank_end] people.
- Amotivates
136What kind of theory explains how people select behavioral actions to meet their needs and determine whether they were successful?
- AContext
- BProcess
- CNeeds
- DStructural
137________________ proposes that managers can increase motivation and enhance performance by setting specific, challenging goals and then helping people track their progress toward goal achievement by providing feedback.
- AGoal Setting Theory
- BEquity Theory
- CExpectancy Theory
- DAcquired Needs Theory
138Which of the following is NOT a key component of goal setting theory?
- AGoal Specificity- degree to which goals are concrete and unambigious
- BGoal Difficulty- hard goals are more motivating than easy ones
- CGoal Acceptance- Employees have to "Buy into goals" and become committed to them
- DFeedback- Employees receive feedback on how well they are doing
- EGoal Timliness- The length of time to complete a goal
139_________-- focuses on an individuals perceptions of how fairly they are treated compared with others.
- AEquity Theory
- BGoal Setting Theory
- CEquality Theory
- DExpectancy Theory
140A state of [blank_start]equity[blank_end] exists whenever ratios of one persons outcomes to inputs equals the ratio of another person. [blank_start]Inequity[blank_end] occurs when input to output ratios are out of balance.
- Aequity
- BInequity
141Which of the following are the most common methods for reducing perceived inequity?
- AChange work effort
- BChange outcomes
- CChange perceptions
- DLeave the job
- EChange salary demands
142___________ suggests that motivators depends on individual expectations about their ability to perform tasks and receive rewards.
- AGoal setting theory
- BExpectancy theory
- CEquity theory
- DEquality theory
143Expectancy theory is based on the relationship among the persons [blank_start]effort[blank_end], their [blank_start]performance[blank_end], and their desirability of [blank_start]outcomes[blank_end] with high performance.
- Aeffort
- Bperformance
- Coutcomes
144__________ involves determining whether putting effort into a task will lead to high performance
- AE to P Expectancy
- BP to O Expectancy
- CValance
- DEquity
145_____________- determines whether successful performance will lead to the desired outcome or reward.
- AE to P Expectancy
- BP to O Expectancy
- CValance
- DEquity
146[blank_start]Expectancy[blank_end] theory attempts to establish that specific types of needs or rewards exist and maybe different for every individual.
- AExpectancy
- BEquity
147Which theory looks at the relationship between behavior and its consequences?
- AEquity theory
- BExpectancy theory
- CContext theory
- DReinforcement theory
148What is the name given to the set of techniques by which reinforcement theory is used to to modify human behavior?
- ABehavior modification
- BLaw of effect
- CPositive reinforcement
- DNegative reinforcement
149__________ says that behavior that is positively reinforced tends to be repeated and behavior that is not reinforced tends not to be repeated.
- ABehavior Modification
- BLaw of Effect
- CPositive reinforcement
- DNegative Reinforcement
150[blank_start]Positive[blank_end] reinforcement is the administration of a pleasant and rewarding consequence following a desired behavior.
- APositive
151_________ is the removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening desired behavior.
- APositive reinforcement
- BAvoidance learning
- CPunishment
- DExtinction
152_____________- is the imposition of unpleasant outcomes on an employee.
- APositive reinforcement
- BAvoidance learning
- CPunishment
- DExtinction
153______ is the withholding of a positive reward.
- APositive reinforcement
- BPunishment
- CAvoidance learning
- DExtinction
154Which theory proposes that an individuals motivation can result from their observations of other peoples behaviors.?
- AReinforcement
- BSocial Learning
- CJob Design
- DContext
155[blank_start]Vicarious[blank_end] learning occurs when an individual sees others perform certain behaviors and get rewarded.
- AVicarious
- BSocial
- CSituational
156Select all that apply- Managers can enhance an individuals motivation to perform desired behaviors by making sure the individual...
- AHas a chance to observe the desirable behaviors
- BAccurately perceives the behaviors
- CRemembers the behaviors
- DHas the necessary skills to perform the behaviors
- ESees the behaviors are rewarded by the organization
- FHears that they are doing it right
- GFeels valued
157_____________ is the application of motivational theories to the structure of work for improving productivity and satisfaction.
- AJob design
- BJob enhancement
- CJob rotation
- DJob enlargement
158[blank_start]Job rotation[blank_end] is to move employees systematically from one job to another to provide variety and stimulation. [blank_start]Job enlargement[blank_end] is to combine s series of small tasks into one new broader job so that people perform a variety of activities.
- AJob rotation
- BJob enlargement
159________ means incorporating high level motivators into the work, including responsibility, recognition, and opportunities for growth, learning, and achievement.
- AJob design
- BJob rotation
- CJob enlargement
- DJob enrichment
160[blank_start]Work[blank_end] redesign is altering jobs to increase both the quality of employees' work experience and their productivity.
- AWork
- BJob
161Core job dimensions, critical psychological states, and employee growth- need strength are the major parts of what?
- AJob characteristics model
- BJob redesign
- CJob specification
- DWork redesign
162What are the dimensions that determine a jobs motivational potential?
- ASkill variety
- Btask identity
- Ctask significance
- Dautonomy
- Efeedback
- Fskill identity
- Gtask variety
163[blank_start]Employee growth- needs strength[blank_end] means that people have different needs for growth and development.
- AEmployee growth- needs strength
- BExperienced responsibility
164__________ is the delegation of power and authority to subordinates in an organization.
- AEmporwerment
- BEncouragement
- CCentralization
- DAbility
165Empowering employees involves giving them four elements that enable them to act more freely. What are they?
- AInformation, knowledge, ideas, and power
- BKnowledge, punishment, ideas, power
- CPower, information, abilities, punishments
- DInformation, salary, power, rewards
166[blank_start]Engaged[blank_end] employees care deeply about the organization and actively seek ways to serve the mission.
- AEngaged
- BDisengaged
167Which of the following is NOT an element that creates employee engagement?
- Aa sense of belonging
- Ba sense of meaningfulness
- Ca sense of connection
- Da sense of growth
168the [blank_start]making progress principle[blank_end] is the idea that the most important factor that can boost motivation, positive emotions, and perceptions during a work day is making progress towards meaningful goals.
- Amaking progress principle
- Bgoal setting principle
169What is a systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets, and standards of performance called?
- AOrganizational Control
- BPerformance control
- CCorporation Control
- DLeadership Control
170The 4 steps of feedback control are:
1. [blank_start]Establish standards of performance[blank_end]
2. [blank_start]Measure actual performance[blank_end]
3. [blank_start]Compare performance standards[blank_end]
4. [blank_start]Take Corrective action/ Do nothing[blank_end]- AEstablish standards of performance
- BMeasure actual performance
- CCompare performance standards
- DTake Corrective action/ Do nothing
171What balances traditional financial measures with operational measures relating to a company's critical success factors?
- Abalanced scorecard
- Bperformance evaluation
- Cleadership scorecard
- Dperformance scorecard
172A balanced scorecard contains four key perspectives used to track the following performance metrics:
1. [blank_start]Financial performance[blank_end]- reflects a concern that the organization's activities contribute to improving short and long term financial performance.
2. [blank_start]Customer service[blank_end]- measures information such as how customers view the organization and customer retention and satisfaction.
3. [blank_start]Internal business processes[blank_end]- Focuses on production and operating statistics.
4. [blank_start]Potential for learning and growth[blank_end]- focuses on how well resources and human capital are being managed for the company's future.- AFinancial performance
- BCustomer service
- CInternal business processes
- DPotential for learning and growth
173[blank_start]Hierarchical[blank_end] control involves monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms.
[blank_start]Decentralized[blank_end] control relies on cultural values, traditions, shared beliefs, and trust to foster compliance with organizational goals.- AHierarchical
- BDecentralized
174What type of management allows employees to see for themselves through charts, computer printouts, meetings, and so forth, the financial condition of the company?
- AOpen Book Management
- BScientific Management
- CTotal Quality Management
- DSystematic Management
175What type of management uses an organization wide effort to infuse quality into every activity in a company through continuous improvement?
- AOpen Book Management
- BTotal Quality Management
- CScientific Management
- DSystematic Management
176The use of total quality management uses many techniques including:
1. [blank_start]Quality Circles[blank_end]- a group of 6 to 12 volunteer- employees who meet regularly to discuss and solve problems that affect the quality of their work.
2. [blank_start]Benchmarking[blank_end]- the continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized as industry leaders to identify areas for improvement.
3. [blank_start]Six Sigma[blank_end]- a highly ambitious quality standard that specifies a goal of no more than 3.4 defects per million parts.
4. [blank_start]Quality Partnering[blank_end]- assigning dedicated personnel within a particular functional area of the business to quality control.
5. [blank_start]Continuous Improvement[blank_end]- the implementation of a large number of small incremental improvements in all areas of the organization on an ongoing basis.- AQuality Circles
- BBenchmarking
- CSix Sigma
- DQuality Partnering
- EContinuous Improvement
177Select all of the Positive quality control factors of TQM.
- ATasks make great skill demands on employees
- BTQM serves to enrich jobs and motivate employees
- CProblem-solving skills are improved for all employees
- DManagement expectations are unrealistically high
- EMiddle managers are dissatisfied about loss of authority
178Select all of the negative quality control factors of TQM
- AParticipation and teamwork are used to tackle significant problems
- BContinuous improvement is a way of life
- CWorkers are dissatisfied with other aspects of organizational life
- DUnion leaders are left out of quality control discussions
- EManagers wait for big dramatic innovations
179what is the process of setting targets for an organization's expenditures, monitoring results and comparing them to the budget, and making changes as needed called?
- ABudgetary Control
- BResponsibility Center
- CFinancial Control
- DOrganizational control
180What is an organizational department or unit under the supervision of a single person who is responsible for its activity?
- ABudgetary Center
- BResponsibility Center
- CDepartmental Center
- DOrganizational Center
181What type of budget includes anticipated and actual expenses for each responsibility center and for the total organization?
- AExpense
- BCash
- CRevenue
- DCapital
182What type of budget lists forecasted and actual revenues of the organization?
- AExpense
- BRevenue
- CCash
- DCapital
183What type of budget estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations?
- AExpense
- BRevenue
- CCash
- DCapital
184What type of budget lists planned investments in major assets such as buildings and involves expenditures over more than 1 year?
- AExpense
- BRevenue
- CCash
- DCapital
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- Description
- Chapter 11 is complete now. Chapters 12 through 15 will be coming in the following days. Please ignore any typos you will see. This has taken hours to do.
- Author
- Amanda MItchell
- Language
- English
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