Management 3600 CH 4-6
Finally, stereotypes are maintained by
(a) overestimating the frequency of stereotypic behaviors exhibited by others, (b) incorrectly explaining expected and unexpected behaviors, and (c) differentiating minority individuals from oneself
The five content theories described in the chapter are:
1. McGregor's Theory X and Y 2. Maslow's need hierarchy theory 3. acquired needs theory 4. self-determination theory 5. Herzberg's motivator-hygiene theory.
R. Roosevelt Thomas Jr. identified eight generic action options that can be used to address diversity issues:
1. exclusion 2. denial 3. assimilation 4. suppression 5. isolation .......toleration are among the least preferred options while........ 6. inclusion 7. building relationships 8. mutual adaptation .........are the preferred strategies.
The four types of intermittent reinforcement schedules:
1. fixed ratio 2. variable ratio 3. fixed interval 4. variable interval
The most common barriers to successful implementation of diversity programs are:
1. inaccurate stereotypes and prejudice 2. ethnocentrism 3. poor career planning 4. a negative diversity climate 5. an unsupportive and hostile working environment 6. lack of political savvy 7. difficulty balancing career and family issues 8. fears of reverse discrimination 9. diversity not being seen as an organizational priority 10. the need to revamp the organization's performance appraisal and reward system 11. resistance to change.
PM processes can be used to:
1. make and justify employee-related decisions 2. to guide employee development 3. to send signals to employees.
There are five principal top-down approaches to job design:
1. scientific management 2. job enlargement 3. job rotation 4. job enrichment 5. the job characteristics model
The four steps in implementing a goal-setting program are:
1. setting goals 2. promoting goal commitment 3. providing support and feedback 4. creating action plans
___ is a process that involves an individual comparing perceptions of his or her of performances with those of managers, subordinates, and peers
360- Degree feedback
is an individual's set of beliefs about the characteristics or attributes of a group.
A stereotype
_________ is a content theory of motivation.
Acquired needs theory
is an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past.
Affirmative action
Which one of the following in not a difference between affirmative action and diversity management?
Affirmative action has created tremendous opportunities for women and minorities.
Helen uses a wheelchair to get around. Her company, Cue Furniture, makes sure her desk is wheelchair accessible. The ________ requires the company to provide this.
Americans with Disabilities Act
prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities.
Americans with Disabilities Act
holds that people attempt to infer causes for their own and others' observed behavior
Attribution theory
a customized process between two or more people with the intent of enhancing learning and motivating change, can translate feedback into change.
Coaching
involves a comparison of an individual's behavior with that of his or her peers.
Consensus
is decided by judging if the individual's performance on a given task is consistent over time.
Consistency
focus on identifying internal factors such as needs and satisfaction that energize employee motivation.
Content theories of motivation
____ is the idea that a manager should do what the situation requires
Contingency Approach
Dr. Hogan carefully chose the final exams written by her best students to read first. They all received excellent grades. After these, she read the rest of the exams and graded most of them average or worse. This is an example of ___ perceptual error
Contrast effects
is determined by comparing a person's behavior on one task with his or her behavior on other tasks.
Distinctiveness
represents the multitude of individual differences and similarities that exist among people.
Diversity
refers to employees' aggregate perceptions about an organization's diversity-related formal structure characteristics and informal values.
Diversity climate
Otto wants to develop a program to increase employee productivity. He suggests doubling each employee's production quota and providing a 2 percent bonus for meeting these expectations. According to expectancy theory, what result can Otto expect?
Employee efforts will probably decrease.
exists when an individual's ratio of perceived outputs to inputs is equal to the ratio of a relevant other.
Equity
involves comparing performance measures to expectations or goals.
Evaluating
are personal characteristics that can be changed, such as religion, income, and marital status
External dimensions
Allen makes suggestions to his boss about how the departments' performance can improve. Although his boss always compliments his ideas, he never acts on them. Allen then stops making suggestions. This is an example of
Extinction
is the weakening of a behavior by ignoring it or making sure it is not reinforced.
Extinction
results from the potential or actual receipt of external rewards such as recognition, money, or a promotion.
Extrinsic motivation
are financial, material, and social rewards that come from the environment.
Extrinsic rewards
In the four general steps in the goal-setting process, deficiencies in each step can be made up for with strength in others (T or F)
False
Justine, a manager, has decided that Harrison is performing poorly because he is lazy. This is an example of a negativity bias.
False
While perception is part of the organizing framework for understanding and applying Organizational Behavior, it is a relatively unimportant process.
False
is information about individual or collective performance shared with those in a position to improve the situation.
Feedback
motivates by focusing one's attention, regulating one's effort, motivating one to persist, and encouraging the development of task strategies and action plans.
Goal setting
Which of the following statements about goals and goal setting is not true?
Goals should be set at a level just beyond reachable "stretch" goals
reinforce some but not all instances of the target behavior.
Intermittent reinforcement schedules
include age, race, ethnicity, gender, physical ability, and sexual orientation.
Internal dimensions
_________ results when an individual gains satisfaction and self-praise from an assignment.
Intrinsic Motivation
occurs when an individual is inspired by one's work because of the positive internal feelings that are generated by doing well.
Intrinsic motivation
or psychic rewards, are self-granted.
Intrinsic rewards
What is the business rationale for managing diversity?
It gives the organization the ability to grow and maintain a business in an increasingly competitive marketplace.
Jill is a sales representative for a large pharmaceutical corporation. According to the current compensation system, if Jill meets her target for the quarterly sales projections, she will receive a bonus equivalent to 7% of her annual salary. Jill is working hard to meet the sales goal so that she can use the bonus money as a down payment on a new car for herself. Which of the following is true regarding Jill's motivation?
It is extrinsically motivated
is employees' attempts to proactively shape their work characteristics.
Job crafting
refers to any set of activities that involve the alteration of jobs with the intent of improving the quality of employees' job experiences and their on-the-job productivity.
Job design
is based on the premise that behavior can be attributed to either internal factors within a person (e.g., ability) or to external factors within the environment (e.g., task difficulty).
Kelley's model of attribution
employees often experience a lack of inclusion, which can affect their engagement, performance, and retention
LGBTQ
Which of the following is not one of the recommendations to managers about reducing stereotypes?
Managers should actively ignore stereotypes
enables people to perform up to their maximum potential.
Managing diversity
Marcy left a large Fortune 500 company to go to a small start-up technology firm. Earlier in her career, Marcy wanted a high salary and corporate position, but now she wants something different. She wants to be part of something that will grow and she enjoys the flexibility a small firm offers. In addition, she is involved in decision making, so she almost feels like it's her own company. These differing needs represent steps in
Maslow's need hierarchy
involves measuring, tracking, or otherwise verifying progress and ultimate performance.
Monitoring performance
What are several demographic trends creating an increasingly diverse workforce?
More women are breaking through the glass ceiling, but must now navigate a labyrinth on their path to career success. Racial groups are encountering a glass ceiling and perceived discrimination.
represents psychological processes that underlie the direction, intensity, and persistence of behavior or thought.
Motivation
Josh runs into heavy traffic every day while driving to work. Yesterday, he left home earlier than usual and did not run into heavy traffic. Again, today, he left earlier and avoided heavy traffic. His behavior of leaving earlier enabled him to avoid heavy traffic and reach the office on time. In which of the following processes did Josh engage?
Negative reinforcement
also strengthens behavior, but by contingently withdrawing something displeasing.
Negative reinforcement
Sales quotas and piecework are being measured using ___ goals
Objective
is learned when one "operates on" the environment to produce desired consequences.
Operant behavior
include such factors as seniority, job title, and work location.
Organizational dimensions
____ is the popular term for linking monetary incentives with results or accomplishments
Pay for performance
link at least some portion of one's pay directly to results or accomplishments.
Pay-for-performance incentives
is a cognitive process that allows us to interpret and understand our surroundings
Perception
refers to a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.
Performance management
represents a stable set of characteristics that is responsible for a person's identity.
Personality
is the process of strengthening a behavior by contingently presenting something desirable.
Positive reinforcement
focus on explaining the process by which internal factors and situational characteristics influence employee motivation.
Process theories of motivation
reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences.
Psychological safety
is the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something desirable.
Punishment
can be distributed based on results, behavior and actions, or nonperformance considerations.
Rewards
proposes that three innate needs must be satisfied for people to flourish: the need for competence, the need for autonomy, and the need for relatedness.
Self-determination theory
is based on recognition that the firm's markets and constituencies are culturally diverse.
The access-and-legitimacy perspective
reflects one's tendency to attribute another person's behavior to his or her personal characteristics rather than to situational factors.
The fundamental attribution bias
represents one's tendency to take greater personal responsibility for success than for failure.
The self-serving bias
In __________ , assumptions are negative and represent the traditional perceptions of employees.
Theory X
challenges managers to adopt a more positive, developmental approach to employees.
Theory Y
encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance.
Total rewards
A successful performance management system produces the desired outcomes and is mindful of potential undesirable side-effects of rewarding the wrong behaviors.
True
According to Kelley, people attribute behavior to external causes when they perceive high consensus, high distinctiveness, and low consistency.
True
According to the self-determination theory, a manager should provide tangible resources, time, contacts, and coaching to improve employee competence.
True
Affirmative action programs are perceived negatively by some and may negatively affect the very people they are trying to help.
True
Behavior modification and reinforcement techniques can be applied to provide appropriate consequences
True
Brenda has two exams and a research paper scheduled within the next 10 days. She creates a study plan in which she studies an hour a day for each exam and devotes an additional 90 minutes to her research paper. On Tues and Wed, Brenda is invited to go out with her friends. Instead, she stays at home and sticks with her study plan because she knows it will help her learn more efficiently. (T or F)
True
Common stereotypes involve gender, race, and age.
True
Companies have used a variety of actions to respond to emerging challenges of managing diversity related to sexual orientation, changing customer demographics, women, Hispanics, educational attainment, an aging workforce and generational differences.
True
Despite the potential advantages of effective PM, the majority of managers and organizations do a poor job of managing employee performance.
True
Diversity climate is positive when employees view the organization as being fair to all types of employees.
True
Effective coaching is developmental, has specific performance goals, and typically involves considerable self-reflection, self-assessment, and feedback.
True
Employees' evaluations of leader effectiveness are influenced by their categorical knowledge of what constitutes good and poor leaders.
True
External influences are individual differences that we have the ability to influence.
True
Faulty perceptions about performance can lead to inaccurate performance appraisals.
True
Georgia, one of your employees, appears to be motivated by a high need for achievement. Therefore, as her manager, you should put her in charge of projects.
True
I-deals represent employment terms individuals negotiate for themselves, and they can take a myriad of forms from flexible schedules to career development.
True
Involving employees in the design, selection, and assessment of rewards programs increases the chance that the rewards provided will be perceived as fair and valuable.
True
It is important to monitor and evaluate both progress toward the final goal and the ultimate level of goal achievement.
True
Negative feedback can have a positive motivational effect (T or F)
True
Negative feedback can have a positive motivational effect, but it can also damage self-efficacy.
True
People tend to perceive and recall positive feedback more accurately than they do negative feedback.
True
Performance evaluation can be hindered by perceptual errors that influence how information is evaluated.
True
Research does not support the two-factor aspect of Herzberg's motivator-hygiene theory.
True
Spot rewards, variable rewards/bonuses, and celebrations are techniques managers can use to provide appropriate consequences.
True
The function of performance management processes include guiding employee development and making employee-related decisions (True or False)
True
The majority of work organizations rely on fixed intervals of reinforcement.
True
The negativity bias tends to make us notice bad things more than good things.
True
There are generational differences in the workforce, and the workforce is getting older.
True
Using multiple raters with a 360-degree feedback system can help to improve the accuracy of performance evaluation.
True
in order to fit a situation, a manager should consider creating behavioral, objective, or task/project goals as appropriate (T or F)
True
schedules produce the strongest behavior that is most resistant to extinction
Variable ratio and variable interval
According to ____________ , the strength of a tendency to act in a certain way depends on the strength of an expectancy that the act will be followed by a given consequence and on the value or attractiveness of that consequence to the individual.
Vroom's expectancy theory
In his _______________ , David McClelland contends that people differ in the extent to which they possess needs for achievement, affiliation, and power.
acquired needs theory
_______ is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.
affirmative action
We build stereotypes through a four-step process. Which of the following is not part of the process?
appraisal
ABC Airlines hires flight attendants from diverse backgrounds and puts them through an extensive training and orientation program before they are approved to fly. In addition to learning about responding to medical issues and FAA guidelines, they also must learn the company's many rules and processes as contained in an extensive procedures and policies manual. ABC Airlines is adopting a(n) __________ option for managing diversity.
assimilate
Organizations encounter a variety of _______ when attempting to implement diversity initiatives.
barriers
the law of effect states that
behavior with favorable consequences tends to be repeated
In a ___________ to job design, employees proactively change or redesign their own jobs, thereby boosting their own motivation and engagement.
bottom-up approach
Stereotyping is a four-step process that begins by
categorizing people into groups according to various criteria.
Person perception is influenced by three key components:
characteristics of the perceiver, characteristics of the target, and characteristics of the situation
Dr. Davis, an accounting professor, was concerned that his classes were not engaging his students as much as he would like. He asked his boss, the department chair, and two of his colleagues to sit in on one of his classes this term, to give him comments and suggestions for improvement. He also passed out forms to his students at the end of the term, asking the same. He was __________.
conducting 360 degree feedback process
To make attributions, we gather information along three behavioral dimensions:
consensus, distinctiveness, and consistency
Camilla, a manager, notes that while Wilhelm's written reports are very thorough and accurate, his oral presentations are not effective. Camilla is looking at
consistency
There are two broad categories of reinforcement schedules:
continuous and intermittent.
A ________________ reinforces every instance of the target behavior.
continuous reinforcement schedule
Which of the following is not included in the monitoring step of performance management
deciding how to measure performance
Professor Jones learns that faculty members in another college with the same degree, years of teaching experience, and publication record are making significantly more money than he is. He considers this unfair. He is reacting to _________ justice.
distributive
The millennial generation is described as
entitled, civic-minded, closely involved with parents.
The key elements in __________ are inputs, outputs, and comparison.
equity theory
The need for prestige and reputation is part of the need for
esteem
Rachel gets her midterm grades and finds that she has a 2.4 in OB. She expected a better grade point average to date. Rachel is ___ her performance.
evaluating
Which of the following is not a process theory of motivation?
expectancy
Marion will receive a promotion and a raise if she completes a difficult assignment. This is an example of
extrinsic motivation
There are two types of motivation:
extrinsic motivation and intrinsic motivation
Pat and Chris are both computer programmers, but Pat earns more money than Chris. However, Chris perceives an equitable relationship because Pat
has more education and experience
John, a mid-level manager, noticed that all his subordinates were filling out their monthly reports incorrectly. He concluded that the report forms were too complicated and needed to be revised. On which type of attributional information is John's decision based?
high consensus
Key managerial considerations of person perception are for
hiring, performance appraisal, and leadership
With the third approach to job design,____________ , employees and individual managers jointly negotiate the types of tasks employees complete at work.
idiosyncratic deals (i-deals)
An interviewer's perceptions of how well an applicant fits the perceived requirements of a job may be made on the basis of
implicit cognition
Carrie goes out to lunch and orders a diet soda. If we consider _________, she is likely to prefer a salad for lunch.
implicit cognition
The goal of the Job Characteristics Model is to
increase intrinsic motivation in jobs.
If Otto views a situation as having low consensus, low distinctiveness, and high consistency, he is likely to make an attribution of
internal causes
Feedback serves two functions:
it is instructional, and it is motivational.
Thorndike formulated the ____________ which says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.
law of effect
CRF schedules are particularly useful when an employee is
learning a new skill
Tamara has been putting in a lot of overtime. Her supervisor keeps telling her that she will be rewarded. To that, Tamara has seen no charge in her status or pay. This reflects a
low instrumentality
Herzberg's _______________ proposes separate and distinct clusters of factors associated with job satisfaction (i.e., motivators) and dissatisfaction (i.e., hygiene factors).
motivator-hygiene theory
In his_____________ , Maslow proposed that motivation is a function of five basic needs arranged in a prepotent hierarchy: physiological, safety, love, esteem, and self-actualization.
need hierarchy theory
Wayne is on the production line for Medical Services Inc. He has been there for five years and has won Employee of the Month more than anyone else. Zander, his coworker, who has only been at Medical Services three years and hasn't even been nominated for Employee of the Month, just received a promotion. Wayne perceives a
negative inequity
Of the following, which is the most closely aligned with employees' perceptions of distributive justice?
organizational commitment
Equity theory has been expanded to include the concept of ______________ and its three components: distributive justice, procedural justice, and interactional justice.
organizational justice
Common sources of feedback include:
others, task, and self.
Alana looks at the clouds and sees flowers. Her brother, Sammy, looks at the same clouds and sees jellyfish. Alana and Sammy have different
perceptions
Common ________________ include halo, leniency, central tendency, recency effects, and contrast effects.
perceptual errors
The two basic types of goals are
performance and learning
There are two types of goals:
performance goals (target a specific end-result) and learning goals (strive to enhance knowledge or skill).
Step 2 in the PM process is
performance monitoring and evaluation.
Diversity may be divided into four layers:
personality, internal, external, and organizational dimensions.
Bettina will experience __________ if her outcome to input ratio is greater than that of a relevant comparison person.
positive inequity
Barney is late to work one morning, so he drives over the speed limit through a school zone. As a result, he gets pulled over by a police office and receives a ticket. The scenario is an instance of
punishment
Which of the following is not an example of a hygiene factor?
recognition
Skinner drew an important distinction between two types of behavior:
respondent and operant
Unlearned reflexes or stimulus-response (S-R) connections are called
respondent behavior
Step 3 in the performance management process is:
reviewing performance through feedback and coaching.
Melissa walks into her morning status meeting. She didn't have time for breakfast or even coffee. During the meeting, she is most likely to focus on
snacks and drinks because she is hungry and thirsty
Managers should set SMART goals—goals that are:
specific, measurable, attainable, results oriented, and time bound
Joyce finds that the members of the project team to which she has been assigned in her management class are all athletes on the college's football and basketball teams. She immediately considers dropping the class because she thinks her experience with that team will be negative. Joyce is likely to be reacting to a
stereotype
The self-serving bias states that we tend to
take more responsibility for success than failure
Nita is the office manager at a service station. Two applicants, Max and Tim, arrive to interview for the open mechanic's position. Max's clothes are dirty, his hair is unwashed, and he doesn't make eye contact when he gives Nita his name. Tim dresses in clean jeans and a nice shirt, is shaved, and shake Nita's hand when he introduces himself. After the interview, Keith the head mechanic, asks Nita what she thought. Both men have the skill set needed for the position. Nita recommends Tim. She is responding to her perception of
the target
Implicit cognition is
thoughts or beliefs that are automatically activated from memory without our conscious awareness.
Step 1 in the PM process is
to define performance expectations and set goals.
Step 4 in the performance management process is
to provide consequences by administering rewards and punishment.
With __________ to job design, managers change employees' tasks with the intent of increasing motivation and productivity.
top-down approaches
There are three approaches to job design:
top-down approaches, bottom-up approaches, and idiosyncratic deals (i-deals).
In step three of stereotyping,
we form expectations of others and interpret their behavior according to our stereotypes.
In step two of stereotyping,
we infer that all people within a particular group possess the same traits or characteristics.
In McClelland's acquired needs theory,
we learn needs as we live our lives.