Management300_FinalExam

A compensation plan of an organization that bases pay on performance is called a merit pay plan.

true

According to McClelland, the need for affiliation is the extent to which an individual is concerned about having the people around him or her get along with each other.

true

According to the expectancy theory, employees are motivated to perform at a high level only if they think high performance will lead to outcomes such as pay, job security, interesting job assignments, bonuses, or a feeling of accomplishment.

true

According to the expectancy theory, members of an organization are motivated to put forth a high level of effort only if they think that doing so leads to high performance.

true

Both easy and moderate goals have less motivational power than difficult goals.

true

By linking positive reinforcers to the performance of functional behaviors, managers motivate people to perform the desired behaviors.

true

Deviance signals that a group is not controlling one of its member's behaviors.

true

Elmer has the ability to give Jordan an annual raise. Elmer has reward power.

true

Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the number of units each employee produces.

true

When group members strive to agree with each other instead of trying to make an accurate assessment of the situation, it is called groupthink

true

According to the expectancy theory, the term _____ refers to how desirable each of the outcomes available from a job or organization is to a person.

valence

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them.

referent

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them?

relationship-oriented leaders

When managers see the need to modify the roles of members within an existing group, members of the group are encouraged to take on additional responsibilities. This is called _____.

role making

An assembly line is an arrangement of workers, machines, and equipment in which the product being assembled passes consecutively from one process to another in a particular order until completed. From this definition of an assembly line, it can be inferred that an assembly line group exemplifies _____.

sequential task interdependence

Which of the following forms the pinnacle of Maslow's hierarchy of needs?

Self-actualization needs

_____ is a person's belief about his or her ability to perform a behavior successfully.

Self-efficacy

_____ propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.

Contingency models

According to _____ employees will be motivated to perform at a high level and attain their work goals to the extent that high performance and goal attainment allow them to obtain outcomes they desire.

B.F. Skinner's operant condition theory

Which of the following managers displays prosocially motivated behavior?

Brett, who works hard because he knows that what he does improves the welfare of many people

According to the expectancy theory, in what way can a manager boost the expectancy levels and motivation of employees?

By expressing confidence in their competence and capability

______ leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates.

Charismatic

Which of the following statements is true of social loafing?

Clearly communicating to group members why each person's contributions are valuable to the group is an effective means by which managers and group members can reduce social loafing.

Which of the following is true of extrinsic motivation?

The source of motivation is the consequences of the behavior, not the behavior itself.

Which of the following is true of the trait model of leadership?

The traits it identified had no consistent relationship with leadership effectiveness.

Which of the following is true of transformational managers' subordinates?

They are aware of their own needs for growth, development, and accomplishment.

According to Herzberg's motivator-hygiene theory, which of the following outcomes helps to satisfy motivator needs?

a sense of accomplishment

Coercive power:

can have negative effects and should be used sparingly.

When Mark brought in a large client for the bank, Dan gave Mark a significant bonus. What type of power was Dan using?

reward

What type of leaders share power with followers and strive to ensure that followers' most important needs are met?

servant leaders

Which of the following theories proposes that motivation results not only from direct experience of rewards and punishments but also from a person's thoughts and beliefs?

social learning theory

The tendency of group members to exert less effort when they work in groups than they would exert if they were acting alone is known as

social loafing

The tendency of group members to exert less effort when they work in groups than they would exert if they were acting alone is known as:

social loafing

When developing groups, it is highly unlikely that the members of a group will come to common understandings immediately. There will almost always be disagreements and a conflict of ideas. This stage of group development is called _____.

storming

According to the path-goal theory, _____ are similar to consideration and include expressing concern for subordinates and looking out for their best interests.

supportive behaviors

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment?

task-oriented leaders

Which of the following is a characteristic of transformational managers?

charisma

To further promote innovation among team members, the manager should avoid:

closely directing or supervising the group

Stacy fired Jan for unethical behavior, exercising _____ power.

coercive

A group of telephone operators in a telecommunications company who report to the same supervisor are part of a(n) _____.

command group

When the CEO of an organization re-designs the organizational chart to define different reporting relationships among the organization's managers, she is essentially creating _____.

command groups

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they trust, respect, and care about them.

consideration

The goal-setting theory:

considers how managers can align the input of employees with organizational goals.

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

directive behaviors

Which of the following factors increase(s) group cohesiveness?

effectively managed diversity

A high level of _____ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.

emotional intelligence

The serving staff of Applebee's Applepies can give customers free dessert if they are dissatisfied with their dine-in experience without having to check with their supervisor first. This is an example of _____.

employee empowerment

_____ is a theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs.

equity theory

Which type of power is based on the specialized knowledge and skills of a leader?

expert power

A person who is extrinsically motivated cannot be prosocially motivated at the same time.

false

According to Fiedler's contingency model, relationship-oriented leaders prioritize organizational goals over employee-welfare and focus on task accomplishment.

false

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

false

As group cohesiveness increases, the extent of group members' participation within the group decreases.

false

Asynchronous technologies allow virtual team members to interact with one another in real time simultaneously.

false

Directive behaviors are beneficial when used on independent-thinking subordinates who work best when left alone.

false

Drew works by the company's code of conduct only because he knows that not doing so will get him fired. Drew's motivation is intrinsic.

false

Effective leadership styles are identical across countries and cultures.

false

Empowerment is incompatible with effective leadership

false

Empowerment is incompatible with effective leadership.

false

Extrinsically motivated behavior is that which is performed out of a desire to work for the welfare of society.

false

Friendship groups and interest groups are examples of formal groups formed in an organization.

false

Managers who derive a sense of accomplishment and achievement from helping the organization achieve its goals and gain competitive advantages are extrinsically motivated

false

The authority that a manager has based on his position in the organization's hierarchy is known as expert power.

false

The vision of transactional managers usually entails dramatic improvements in group and organizational performance as a result of changes in the organization's structure, culture, strategy, decision making, and other critical processes and factors.

false

Under profit sharing, managers receive a share of their employees' profits.

false

Using equity pay, another individual-based merit pay plan, managers base pay on a percentage of sales.

false

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

false

Women are well represented in top leadership posts.

false

Women tend to be less participative as leaders than men, making decisions on their own without input from subordinates.

false

Groups established by managers to attain organizational goals are called:

formal groups

When Ken, the manager of Transporters Inc., put together a new marketing team, he assigned clear roles and responsibilities to all the members of the team and appointed Kyle to lead the team. Kyle is a(n):

formal leader

The degree to which the members of the group are attracted to membership in the group is known as:

group cohesiveness

Shared guidelines or rules of behavior that most group members follow are called

group norms

Shared guidelines or rules of behavior that most group members follow are called:

group norms

At the weekly managers meetings, Jamie, the advertising manager, is expected to update the members on the company's future advertising efforts and strategies. In this case, Jamie is expected to conform to his _____.

group role

Carrow is a manager who believes that maintaining control over his employees is more important than maintaining cordial relationships with them. According to McClelland's three-needs theory, Carrow has a:

high need for power and low need for affiliation.

According to the expectancy theory, _____ is a person's perception about the extent to which performance at a certain level results in the attainment of outcome.

instrumentality

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through _____.

intellectual stimulation

_____ by transformational managers leads subordinates to view problems as challenges that they can and will meet and conquer.

intellectual stimulation

According to McClelland, the need for affiliation is the extent to which an individual:

is concerned about maintaining good interpersonal relations

According to Herzberg's motivator-hygiene theory, which of the following outcomes satisfy hygiene needs?

job security

A person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a _____.

leader

According to Fiedler, the extent to which subordinates trust and are loyal to their superior is known as _____.

leader-member relations

Harry has a strong desire to perform challenging tasks well and to meet personal standards for excellence, even at the expense of maintaining good interpersonal relationships with his employees. According to McClelland's three-needs theory, Harry has a:

low need for affiliation and high need for achievement.

In order to make the most effective contribution to an organization's competitive advantage, managers should strive to achieve a(n) _____ level of cohesiveness in the organization's groups.

moderate

Managers need to empower self-managed teams and provide sufficient autonomy to them and ensure that all groups are effective and its members motivated in the _____ stage of group development.

performing

When an organization bases employees' pay on the number of units each employee produces, it is using a(n) _____.

piece-rate plan

Members of research and development teams are required to come up with better or innovative products for their organization. In order to do so, the members in a team need to constantly interact and share information with each other and need to be highly coordinated in order to be most effective. From these observations, it can be concluded that _____ exists within a research and development team.

reciprocal task interdependence

The power of a leader that comes from the respect, admiration, and loyalty of subordinates is known as:

referent power

_____ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.

Abraham Maslow's hierarchy of needs theory

Which of the following is true of Alderfer's ERG theory?

It states that when people experience need frustration, they focus upon a lower-level need.

Which of the following is true of House's path-goal theory?

It suggests that subordinates need to be motivated depending on their nature and that of their work.

Which of the following managers has high emotional intelligence?

Judy, who admits to mistakes when she makes them

Which of the following statements is true about groups that are smaller in size?

Managers of small work groups obtain a smaller advantage from division of labor.

Which of the following managers is driven by intrinsic motivation?

Manuela, who works hard because of the sense of satisfaction that doing so gives her

Which of the following is true of leadership styles?

Effective leadership styles vary with individual, culture, and country.

Which of the following is true of empowerment?

Empowerment gives managers more time to concentrate on their pressing concerns.

The _____ plan motivates employees to propose and implement cost-cutting strategies because a percentage of the cost savings achieved during the specified time is distributed to the employees.

Scanlon

In what way do the theories of Maslow and Alderfer differ?

Unlike Maslow, Alderfer believed that a person can be motivated by needs from multiple levels at a time.

Which of the following would an effective manager do?

Use reward power to show appreciation for subordinates' work

Informal groups composed of employees who enjoy one another's company and socialize with one another are called:

friendship groups

The idea creation team for Universal-Smile Cards includes an artist whose job is to create and draw the illustrations that will accompany new cards. The artist's job of creating and drawing illustrations for her development team is called _____.

group role

A team whose members have the expertise and experience needed to develop new products is called a research and development team.

true

According to Alderfer's ERG theory, as lower-level needs become satisfied, a person seeks to satisfy higher-level needs.

true

According to Fiedler, positional power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her rank in an organization.

true

According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

true

Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.

true

Which of the following is true of managers with high emotional intelligence?

they easily encourage their employees to be creative

Servant leaders share power with followers and strive to ensure that followers' most important needs are met.

true

Shared rules of conduct that most group members follow are known as group norms.

true

A manager provides outcomes to his subordinates for good performance in the form of rewards that they value. According to the expectancy theory, the manager is working on:

valence

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power.

Referent power

If the membership of a member of a standing committee expires, the standing committee itself will cease to exist

false

If the membership of a member of a standing committee expires, the standing committee itself will cease to exist.

false

In groups with sequential task interdependence, motivation is highest when managers reward a member based on his individual performance rather than the group's performance.

false

Norming is the first stage of group development in which members try to get to know one another.

false

Which of the following explains why female managers are more participative than their male counterparts?

They face more resistance to influence than men

According to the path-goal theory, which of the following is true of achievement-oriented behaviors?

They increase motivation levels of highly capable subordinates.

Which of the following is true of male and female managers?

Female managers tend to hand out more lenient punishments than male managers.

Which of the following statements is true of group tasks?

For groups with pooled interdependence, managers should determine the appropriate group size primarily from the amount of work to be accomplished.

_____ considers how managers can ensure that organizational members focus their inputs in the direction of high performance and the achievement of organizational targets.

Goal-setting theory

Sandy announces at the morning staff meeting that any employee who increases sales by 15% will receive a 15% commission. According to the expectancy theory, Sandy is promoting _____.

INSTRUMENTALITY

Which of the following is true of referent power?

It is a function of the personal characteristics of a leader.

Which of the following is true of prosocially motivated behavior?

It is behavior that seeks to improve the well-being of other people.

Which of the following statements is true of task forces?

Task forces comprise of a committee of managers or non managerial employees from various departments or divisions who meet to solve a specific, mutual problem.

Which of the following statements is true with respect to groups and teams?

The intensity with which members work together is always higher in a team than in a group.

According to Maslow's hierarchy of needs, by providing adequate medical benefits and safe working conditions, managers satisfy their employees' _____.

need for safety

When _____ reinforcement is used, people are motivated to perform behaviors because they want to stop receiving or avoid undesired outcomes.

negative

Which of the following is true of reward power?

Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce.

Which of the following managers is effective?

Dorothy, who uses coercive power sparingly because it rob employees of their dignity

Which of the following managers is extrinsically motivated?

Jolie, who works hard because of the promotion she knows that doing so will bring her

Which of the following is a consequence of group cohesiveness?

Level of conformity to group norms

Which of the following forms the base of Maslow's hierarchy of needs?

Physiological needs

_____ exists when group members make separate, independent contributions to group performance.

Pooled task interdependence

Which of the following statements is true of a command group?

Subordinates who report to the same supervisor compose a command group.

_____ makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization.

Transformational leadership

Which of the following statements is true of group cohesiveness?

When group cohesiveness is low, group members do not find their group particularly appealing and have little desire to retain their group membership.

A group of machinists in a manufacturing plant who report to the same shop foreman is an example of:

a command group

The members of a cross-functional team have an informal agreement that whenever a team member goes out of town on business, that team member will leave a phone number where he can be reached by the other members of the team. This arrangement is known as:

a group norm

A group of managers who are responsible for designing the long-range strategic plan for an organization are collectively known as:

a top management team

A small group of marketers from different departments of an organization get together every Friday and go to lunch where they discuss various topics. This is an example of:

an informal group

Which of the following should managers ensure in order to take advantage of the potential for synergy?

appoint members with complimentary skills and knowledge

According to the expectancy theory, motivation is high when people:

believe that high levels of effort lead to high performance and ultimately, to the attainment of the desired goals.

According to Maslow's hierarchy of needs, which of the following needs does a company satisfy when it organizes a picnic or holiday party for its employees?

belongingness needs

According to Herzberg, satisfying hygiene needs is a more efficient way to ensure high levels of job satisfaction than satisfying motivator needs.

false

According to Maslow's hierarchy of needs theory, the highest level of unmet needs in the hierarchy is the prime motivator of behavior.

false

Diversity is discouraged in top-management teams as it aids groupthinking.

false

Formal groups are formed when members feel that creating such a group will help them achieve their own goals or meet their own needs.

false

From a motivation standpoint, stock options are used not so much to motivate employees to work in the future for the good of the company but to reward them for past performance.

false

Goal-setting theory suggests that to stimulate high motivation and performance, goals must be generic and easy.

false

In pooled task interdependence, the work performed by a group member is highly dependent on the work performed by other group members.

false

Interest groups are informal groups composed of employees who enjoy one another's company and share similar recreational interests.

false

Overpayment inequity exists when a person perceives that his or her own outcome-input ratio is less than that of a referent.

false

Quiet and earnest managers cannot be charismatic.

false

Self-managed work teams are characterized by higher costs

false

Steve is a broker of a large financial company and is motivated by his sales commission. Steve is therefore intrinsically motivated.

false

The members of a particular group are getting to know one another and attempting to reach an understanding of how each of them should act within the group. This stage of group development is called _____

forming

Team members within a group are generally more fixated on coming to a common, agreeable solution over accurately assessing the problems that the group is facing. This type of faulty group decision making is called _____.

groupthink

A group will perform poorly due to its failure in changing its dysfunctional norms when the members of the group have _____.

high conformity

Michelle has a strong desire to perform challenging tasks well and to meet personal standards for excellence. However, she does not wish do to so at the expense of maintaining good interpersonal relationships with her employees. According to McClelland's three-needs theory, Michelle has a:

high need for affiliation and high need for achievement

Fletcher met all the goals his manager set him, despite being faced with several obstacles. He won the Employee of the Year award for his diligence. Fletcher is:

high on persistence.

Environment conscious members of an organization have taken up an initiative to reduce the number of styrofoam cups and paper used by the company. They organize meetings by themselves on weekly basis where they discuss methods of making their company more eco-friendly. The members, in this case, constitute a(n) _____.

interest group

The source of _____ motivation lies with actually performing the behavior, and motivation comes from doing the work itself.

intrinsic

Fiedler's contingency model suggests that:

leadership styles are enduring characteristics; they cannot be changed or adjusted.

What type of power does a manager use when he or she hires new employees, assigns them work and monitors their performance?

legitimate

The higher the cohesiveness of a group, the higher the _____ in the group.

level of participation

During which stage of group development does group camaraderie begin to emerge?

norming

Which of the following is true according to Maslow's hierarchy of needs?

once a need is satisfied, it ceases to be a source of motivation

The manager of a sales group has presented the weekly target on the number of sales her group must achieve. For this particular target to be achieved, she decides to reward the members of her group solely based on the number of sales each member makes. The type of task dependency that will exist in this case is _____.

pooled task interdependence

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

position power

According to McClelland, the need for _____ is the extent to which an individual desires to control or influence others.

power

For a self-managed team to be most effective a manager must:

provide training in the required fields to all the team members.

According Maslow's hierarchy of needs, as countries become wealthier and have higher standards of living, _____ needs are likely to be the prime motivators of behavior.

self-actualization

As a reward for completing his assignment two weeks ahead of schedule, Scott rewarded himself with a long vacation. The reward is a(n) _____.

self-reinforcer

A member of a task force does not work as much as the others in the team as he is confident that the others will account for his slacking. This group member is exhibiting _____.

social loafing

Task forces that are relatively permanent are referred to as:

standing committees

Women tend to be stereotyped as being ______.

supportive

According to Fiedler, the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as:

task structure

Which model of leadership is based on the premise that effective leaders possess personal qualities that set them apart from ineffective leaders?

trait model

____ managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit.

tranformational

Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in _____ leadership.

transactional

_____ managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit.

transformational

_____ makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work

transformational leadership

According to the operant conditioning theory, by linking the performance of specific behaviors to the attainment of specific outcomes, managers can motivate organizational members to perform in ways that help an organization achieve its goals.

true

Employees of a multinational organization will mostly likely opt for asynchronous technologies when large differences in time zones make it impossible for them to communicate on a real time basis.

true

Equity exists when a person perceives his or her own outcome-input ratio to be equal to a referent's outcome-input ratio

true

Equity exists when a person perceives his or her own outcome-input ratio to be equal to a referent's outcome-input ratio.

true

Formal work groups are cross-functional teams composed of members from different departments

true

Formal work groups are cross-functional teams composed of members from different departments.

true

Groups established by managers to achieve organizational goals are known as formal groups.

true

Informal groups of workers who socialize with one another on the job are known as friendship groups.

true

Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.

true

Jobs which are interesting and challenging are more likely to lead to intrinsic motivation than jobs which are boring or do not use a person's skills and abilities.

true

Josh demonstrates consideration to his subordinates when he shows them respect.

true

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

true

Leadership is the process by which a person exerts influence over other people and directs their activities to help achieve group goals.

true

Male and female managers do not differ significantly in their propensities to perform different leader behaviors.

true

Members of small groups are better able to see the importance of their personal contributions for their group's success when compared to members of large groups.

true

People can be both intrinsically and extrinsically motivated at the same time.

true

Performance gains that result when individuals and departments coordinate their actions is called synergy.

true

Pooled, sequential, and reciprocal are different types of task interdependencies.

true

Providing employees with highly valent outcomes has the potential to reduce turnover.

true

Task forces are occasionally referred to as ad hoc committees.

true

Teams that are empowered and have the autonomy to complete an identifiable piece of work are known as self-managed teams.

true

The appropriate size of a high-performing group is affected by the kind of tasks the group is to perform.

true

The degree to which members of a group are attracted to or loyal to the group is called group cohesiveness.

true

The final stage in group development is adjourning, which applies only to groups that eventually are disbanded.

true

The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.

true

To take advantage of the potential for synergy in groups, managers need to make sure that groups are composed of members who have complementary skills.

true

_____ exists when a person's own outcome-input ratio is perceived to be less than that of a referent.

underpayment inequity