MGMT 310 Final Exam

ERG Theory Mapped to Maslow's Hierarchy

- *Existence:* incorporates Maslow's physiological and safety needs - *Relatedness:* incorporates Maslow's need for belongingness - *Growth:* incorporates Maslow's needs for esteem and self-actualization

Herzberg's Two-Factor Theory

- Conditions that simultaneously act as drivers of satisfaction and dissatisfaction are: o *Hygiene Factors:* comprise the makeup of the work environment and are a potential source of dissatisfaction --- Physiological Needs --- Safety Needs --- Belongingness Needs o *Motivators:* direct consequences of doing the job and the primary cause of satisfaction on the job

Equity Theory

- Motivation derives from efforts to seek fairness in - Equity theory consists of a comparison of one's inputs (e.g., work) and outputs (e.g., salary) to the inputs and outputs of others

Brokerage

Act of leveraging network position to connect people who are not otherwise connected to one another to generate and control information

Reinforcement Theory: Punishment

Act of presenting an aversive stimulus in response to an undesired behavior

Reinforcement Theory: Negative Reinforcement

Act of removing an aversive condition in response to a desired behavior

Reinforcement Theory: Positive Reinforcement

Act of rewarding a desired behavior

Intrinsic Rewards

Associated with "doing the job," include interesting and challenging work, self-direction and responsibility, variety, opportunities to use one's skills and abilities, and sufficient feedback regarding one's efforts

Nonredundant Contacts

Contacts in a network who do not lead to the same people or provide the same information

Redundant Contacts

Contacts in a network who know and communicate with each other and who therefore tend to provide similar information

Structural Holes

Existence of a gap between two individuals that provides access to nonredundant contacts

Reinforcement Theory

Explains that both positive and negative reinforcements can induce certain behaviors

Extrinsic Rewards

Facilitate or motivate task performance that include pay, promotions, fringe benefits, and job security

Measuring Centrality: Closeness (Efficiency)

How close a person is to all other people in his or her network through his or her direct and indirect ties

Reinforcement Theory: Extinction

Idea that a behavior stops because it has ceased to be rewarded or punished

Maslow's Hierarchy of Needs Theory

Individuals have multiple needs that must be fulfilled in a specific hierarchical order to ensure the greatest level of satisfaction - *Physiological Needs* o Required for survival - food, water, shelter, and oxygen - *Safety Needs* o Secure and protected physical and emotional environment - *Belongingness Needs* o Affiliation such as family, friendships, and intimacy - *Esteem Needs* o Self-image, self-confidence, achievement, and respect - *Self-Actualization* o Desire to grow and develop into the best person he or she can be

Boundary Spanners

Individuals who connect their immediate work group with other parts of the company or with groups in other organizations

Interpersonal Networks: Advice Network

Made up of ties between individuals in an organization who seek and provide advice on how to solve problems and obtain information

Expectancy Theory Model

Motivation = Effort x Performance x Reward --> Satisfaction - X1 = Ability (E -> P) - X2 = Result (P -> O) - -->= Valence (Perceived Value)

Acquired Needs Theory: Need for Affiliation

Need to interact, socialize, and develop friendships

Acquired Needs Theory: Need for Power

Need to seek opportunities for personal aggrandizement (personalized power) or to make an impact on and influence others (socialized power)

Acquired Needs Theory: Need for Achievement

Need to set, meet, and exceed goals

Interpersonal Networks: Trust Network

Pattern of linkages among people in an organization who trust one another, share sensitive information, and support one another in a crisis

Interpersonal Networks

Relationships between people who work together, who have done business together, or who have engaged in some other joint activity together

Interpersonal Networks: Communication Network

Reveal the pattern of linkages between employees who talk about work-related matters on a regular basis

Goal-Setting Theory

Setting goals that are difficult, but achievable, is a significant motivator of performance o 1. Goals direct attention and effort toward goal-relevant activities and away from goal-irrelevant activities o 2. Difficult goals make employees want to work harder whether the goals are set by management or the employee o 3. Tight deadlines for a goal completion lead to a more rapid work pace o 4. People use the knowledge and skills they have attained from other activities and apply them to meet new goals

Measuring Centrality: Betweenness (Control)

The extent to which people fall between pairs of other people in the control over information and over others

Measuring Centrality: Degree (Position)

The number of adjacent links to or from someone when he or she needs information

Which of the following statements is true of Douglas McGregor's Theory X and Theory Y? a. Managers who conform to Theory X believe that employees are principally motivated by extrinsic rewards. b. Managers who conform to Theory Y use fear, intimidation, and threats of punishment to drive motivation. c. Managers who conform to Theory X try to create an open atmosphere where employees are free to experiment. d. Managers who conform to Theory Y believe that employees inherently dislike work and need to be constantly monitored.

a. Managers who conform to Theory X believe that employees are principally motivated by extrinsic rewards.

_____ refer(s) to the value that an individual can derive from his or her contacts. a. Social capital b. Value chain c. Networking d. Valence

a. Social capital

_____ refers to connections between people close to one another, due to having an office nearby or sharing work or private space. a. Spatial proximity b. Self-similarity c. A boundary spanner d. A networking club

a. Spatial proximity

Which of the following does not describe the theory of operant conditioning? a. Successful organizations build employee excitement by focusing on negative reinforcement. b. Successful organizations build employee engagement by focusing on positive reinforcement. c. Rewards are important for encouraging employees to repeat desired behaviors and discontinue undesirable ones. d. If not designed appropriately, reward systems can create undesirable and unintended results.

a. Successful organizations build employee excitement by focusing on negative reinforcement.

Ryan is a technical expert from whom the employees in an organization often seek suggestions when they face any technical issues at work. The network thus formed is an example of a(n) _____ network. a. advice b. communication c. trust d. social

a. advice

Kim, Jake, and Maria are team leaders who work for an organization's HR department. Their teams coordinate during the recruitment and selection process. Kim's team selects candidates' profiles from job portals. Jake's team talks to the selected candidates for initial screening. Maria's team conducts the interviews. Finally, James, the HR manager, decides whether the candidate can be given the offer or not. This scenario is an example of a(n) _____ network in an organization. a. communication b. interpersonal c. trust d. advice

a. communication

According to David Krackhardt, the components of strong ties include all except: a. different networks. b. interaction. c. time. d. affection.

a. different networks.

According to Mark Granovetter, individuals obtain their most valuable information, such as job leads, through their: a. weak ties. b. closed networks. c. redundant contacts. d. strong ties

a. weak ties.

___________ accounts for how easily a person can reach all other people in the network through his or her direct and indirect ties. a. Centrality b. Closeness centrality c. Betweenness d. Degree of centrality

b. Closeness centrality

______ is the act of rewarding a desired behavior. a. Punishment b. Positive reinforcement c. Negative reinforcement d. Extinction

b. Positive reinforcement

Which of the following is an example of an extrinsic reward? a. Challenging work b. Recognition c. Responsibility d. Self-direction

b. Recognition

All of the following are dimensions of brokerage except: a. having information in a timely manner to influence outcomes. b. decreasing the broker's or connector's visibility throughout the organization. c. having control over how information gets disseminated. d. connecting people who are not otherwise connected.

b. decreasing the broker's or connector's visibility throughout the organization.

The _____ theory holds that people will compare their circumstances with those of similar others and that this behavior motivates them to seek fairness in the way they are rewarded for performance. a. expectancy b. equity c. content d. reinforcement

b. equity

_______ refer(s) to the desire, stimulus, or incentive to pursue a particular course of action. a. Intrinsic rewards b. Extrinsic rewards c. Motivation d. Content theories

c. Motivation

_____ provide individuals with opportunities to learn and develop professional relationships outside work. a. Advice networks b. Redundant contacts c. Networking clubs d. Strong ties

c. Networking clubs

_______ refer(s) to the existence of a gap between two individuals that provides access to nonredundant contacts. a. Strength of ties b. Nonredundant contacts c. Structural holes d. Redundant contacts

c. Structural holes

Kevin, a top manager in an organization, often socializes and maintains warm relationships with his employees. He tends to be more concerned about his team members rather than their performance. He tries to avoid confrontations and negative feedback in an attempt to be liked by everyone. Based on David McClelland's acquired needs theory, it can be inferred that Kevin is an example of a(n) _____ manager. a. achievement-oriented b. task-oriented c. affiliation-oriented d. power-oriented

c. affiliation-oriented

Which of the following describes goal-setting theory? a. Employees expect that high effort should lead to acknowledged good performance. b. Individuals have a drive to acquire, bond, comprehend, and defend c. Hygiene factors relate to physiological, safety, and belongingness needs. d. Difficult, not easy, goals make employees want to work harder.

d. Difficult, not easy, goals make employees want to work harder.

Which of the following statements best describes David McClelland's acquired needs theory? a. Individuals are motivated by three primary needs: existence, relatedness, and growth. b. Individuals have multiple needs that must be fulfilled in a specific order to ensure the greatest level of satisfaction. c. Two conditions, hygiene factors and motivators, simultaneously act as drivers of satisfaction and dissatisfaction. d. Individuals are driven or motivated by three needs: the need for affiliation, the need for power, and the need for achievement.

d. Individuals are driven or motivated by three needs: the need for affiliation, the need for power, and the need for achievement.

All of the following describe Maslow's hierarchy of needs theory except: a. Lower-order needs must be satisfied before higher-order needs can be addressed. b. Recognition and opportunities for advancement fulfill esteem needs. c. An organization that supports open, inclusive teamwork and information sharing fulfills a person's need for belongingness. d. Individuals are motivated by existence, relatedness, and growth needs.

d. Individuals are motivated by existence, relatedness, and growth needs.

To fulfill employees' drive to acquire, managers should: a. value collaboration and teamwork. b. design jobs that have distinct roles in the organization. c. increase transparency of all processes. d. provide competitive salary and benefits.

d. provide competitive salary and benefits.