MGT 110 Exam 3
According to Bernard Bass, which of the following is an effective transactional leader behavior? A. Contingent reward B. Coaching C. Telling D. Inspirational appeal E. Coercion
A
Artie gave each of his employees a holiday bonus. The amounts ranged from $100 to $100,000, based on the percentage of contribution of that employee to corporate base revenue. This action is an example of the ________ rule of reward allocation. A. equity B. equality C. need D. respect E. divisive
A
Employees with high equity sensitivity place a great deal of importance on: A. fringe benefits. B. personal worth. C. using one's abilities. D. personal accomplishment. E. benefiting their organization.
A
Equity theory rests on the perception of: A. fairness. B. affiliation. C. equality. D. promotion. E. comparison.
A
Equity, equality, and need are potential frames for: A. allocating rewards. B. defining processes. C. sharing responsibilities. D. demonstrating respect. E. disparate treatment.
A
In the bucket analogy of motivation, key sources of motivation are: A. person, manager, and job. B. person, rewards, and affiliation. C. affiliation, power, and achievement. D. safety, rewards, and esteem. E. manager, power, and achievement.
A
Larry thrives on challenge. He sets challenging goals, and when he meets those goals, he sets new ones. Larry is motivated by McClelland's ______________ need. A. achievement B. affiliation C. power D. security E. relationship
A
Much of your first business impression will be based on: A. clothing and handshake. B. background and references. C. expertise and language skills. D. writing skills and sense of humor. E. your protégé and your age.
A
Ross, a mid-level manager, resents the time it takes to manage subordinates' performance. He comes up with a great technique. He notes how often an employee arrives late for work in the morning or returns late from lunch or breaks. He judges all aspects of employee behavior based on promptness (good) or tardiness (bad). What kind of performance observation error has Ross made? A. Halo effect B. Leniency C. Central tendency D. Recency E. Primacy
A
The first step of the performance management cycle is to: A. choose the right person for the right job. B. assess performance. C. recognize and reward achievement. D. make reassignment decisions. E. provide feedback on performance.
A
Use expert coaching when: A. the employee is a novice and needs structure provided. B. work output can wait. C. past attempts to solve the problem have failed. D. many factors are involved. E. one solution will not fix everything.
A
What is the best way to build reward power? A. Actually reward people B. Maintain budget control C. Obtain advanced information D. Reveal specialized information E. Get promoted.
A
When subordinates approach their managers, the best communication strategy starts with: A. knowing and expressing the strategic importance of the issue. B. engaging their manager in light, casual banter. C. addressing any cost or benefits involved. D. asking for the manager's input to any suggestions made. E. suggesting a problem solution to the manager.
A
Which of the following JCM interventions would enhance the greatest number of specifically task-related core characteristics? A. Combine tasks B. Group tasks into natural work units C. Establish client relationships D. Vertically load jobs E. Open feedback channels
A
Which of the following is the most difficult operant conditioning strategy to transfer from the laboratory to the work environment? A. Extinction B. Punishment C. Positive reinforcement D. Negative reinforcement E. generalized reinforcement
A
Which of the following statements best defines the goal of managing employees for growth and development? A. Help people solve their own problems more effectively. B. Build capacity for failure in subordinates. C. Reduce pressure on employees. D. Eliminate dilemmas from work life. E. Remove stress from the work equation.
A
Which of the following theories proposes that whenever free choice is limited, the need to retain our freedom makes us want it more than before? A. Psychological reactance theory B. Regulatory focus theory C. Self-determination theory D. Behavioral constraint theory E. Rational-emotive theory
A
Workers attempt to restore equity on the job through _________________, such as taking longer lunch breaks or requesting a pay raise. A. behavioral actions B. perceptual actions C. peer comparisons D. social comparisons E. equity sensitivity
A
________________ of employees is generally considered to be "the bottom line" for most managers. A. Task performance B. Citizenship behavior C. Behavioral performance D. Organizational behavior E. Contextual performance
A
A hospital administrator tells a nurse who talks on the phone too much that he will quit paging her every 15 minutes if she quits the phone calls. This action is an example of: A. positive reinforcement. B. negative reinforcement. C. generalized reinforcement. D. extinction. E. punishment.
B
A lack of inspired leadership has probably contributed to: A. sustained competitive advantage. B. failed careers. C. lower employee turnover. D. moderate production rates. E. hierarchical disintegration.
B
AJ missed 20 free throws in last week's basketball game and his team lost by three points. This week he has practiced free throws for two hours a day. Expectancy theory explains this action as: A. autonomy. B. instrumentality. C. valence. D. power. E. affiliation.
B
According to research, three kinds of symbols are most dangerous in creating artificial authority: They are: A. coercion, reward, and reference. B. titles, clothing, and automobiles. C. scarcity, reciprocity, pressure. D. hair, height, and age. E. money, name, and fame.
B
Compliance is the most common outcome of this influence tactic. A. Pressure B. Legitimizing C. Consultation D. Personal appeal E. Inspirational appeal
B
George stacked some old tires at the end of his driveway with a red sign, "Free tires. Some good tread left." The tires remained there for months, without anyone buying them. He replaced the red sign with a black sign, "Last set of original Model QZ tires - Available for only $100 through month end. Knock on first green door on the right for details or leave your telephone number." The next morning, the tires had been stolen. George had inadvertently used the social influence weapon of: A. liking. B. scarcity. C. anonymity. D. reciprocity. E. appeals to authority.
B
Jessica trains people in a consumer awareness workshop titled, "Lowballing, foot-in-the-door, and bait-and-switch." She prepares her students to guard against the social influence weapon of: A. friendship/liking. B. commitment and consistency. C. scarcity. D. social proof. E. appeals to authority.
B
Once hired, an employee should be retained for a long period of time even if performance remains below standard. Is this statement correct? A. Yes. Co-workers appreciate the job security evident for all employees in the retention of a poor performer. B. No. The problem employee may lose out on an authentic opportunity to succeed somewhere else. C. Yes. Managers have more resources to devote to other projects. D. No. Poor performers should be terminated quickly, especially if the person was transferred from a different job inside the organization. E. Yes. Work culture is reinforced with this type of acknowledgement of reality.
B
Research findings show that _____ are the most common target of influence attempts. A. superiors B. subordinates C. peers D. customers E. rivals
B
Should managers try to build their coercive power base? A. Yes. That is the best way to build commitment. B. No. That activity can significantly decrease referent power. C. Yes. That base is the easiest to reinforce and foundational for the acquisition of other types of power. D. No. That activity can significantly decrease legitimate power. E. Yes. All power bases should be aggressively cultivated.
B
Should peers evaluate each other as part of a performance management system? A. No. They do not really know what the other is thinking. B. No. They may "play" the system, depending on how much they like or dislike co-workers. C. Yes. They have the best strategic sense of the organization's goals and plans. D. Yes. It creates a morale boost if a competent but unpopular co-worker faces disciplinary action. E. No. That is never part of a realistic job function.
B
Solomon Asch's work demonstrates the important role of _____ as a powerful source of influence. A. norms B. conformity C. coercion D. adaptation E. illusion
B
Transactional leadership: A. damages the trust relationship in an organization. B. provides a solid foundation for the employee-manager relationship. C. is only appropriate for seasoned, professional employees. D. grows on the foundation of transformational leadership. E. engages the full person of the leader and the follower.
B
Which of the following actions induces the best performance and commitment from star performers? A. Use a hands-off approach B. Hire selectively C. Provide a comfortable, stable work environment D. Give sporadic performance feedback E. Assign team projects with less competent workers
B
Which of the following is a myth of performance management? A. Most people are miserable at accurately judging others' behavior. B. Performance management is mostly common sense. C. Poorly administered feedback can lead to decreased performance. D. Performance management is beneficial to all. E. The primary responsibility for managing others' performance lies with managers.
B
Which of the following is the final step in a performance improvement discussion? A. Agree on the problem B. Reinforce improvement C. Mutually discuss problem solutions D. Identify resources needed for improvement E. Create a timeline
B
Which of the following statements is true of building a good social network? A. Needing help is a sign of weakness. B. Proactively seek reasons to contact the people in your network. C. Having a lot of Facebook friends implies having a large social network. D. In general, all people like to feel needed, but involving them in your personal network is likely to be an unwanted imposition. E. Building a social network to enhance your power and influence is a complex undertaking.
B
With respect to leadership practices, R. Seshasayee of Ashok Leyland uses pink notes: A. to terminate employees. B. as recognition tools. C. for group assignments. D. to emphasize quality problems. E. to announce quarterly earnings.
B
Workers make personal equity judgments based on: A. past experiences. B. social comparison. C. family expectations. D. perceptual actions. E. managerial advice.
B
__________________ is the process of linking consequences with voluntary behaviors. A. Need for achievement B. Operant conditioning C. Organizational behavior modification D. Self-esteem E. Managerial modeling
B
A common mistake in performance management occurs when managers pay attention to ___________ exclusively. A. attitudes B. behaviors C. results D. skills E. abilities
C
A hospital administrator assigns the worst shift to a nurse who talks too much on the phone during the day. This action is an example of: A. positive reinforcement. B. extinction. C. punishment. D. negative reinforcement. E. generalized reinforcement.
C
Bettie comments to George, "Of course Don makes a lot more than we do! He's a movie star. We are short order cooks." Which of the following is an accurate equity theory observation? A. Bettie has high equity sensitivity. B. George has low perceptual ability. C. Don is not part of Bettie's comparison group. D. Don's ratio is lower than George's outcomes. E. Bettie is intrinsically motivated.
C
Chad watched as his friend, Ned, learned the hard way that some influence tactics generate resistance. The employees pay little or no attention to what Ned has requested of them. Chad has a major project for his team. It needs to be completed on time, on budget. Ned suggests using pressure tactics, but which influence tactic do you think Chad should use? A. Pressure B. Exchange C. Inspirational appeal D. Coalition E. Ingratiation
C
James, Daniel, and Frank own an electronics shop, one-third each. James likes merchandise with snob appeal. Daniel wants to stock old, traditional items. Frank orders anything that is new. Which of the following weapons of social influence are the three trying to use? A. Pressure B. Reciprocity C. Appeals to authority D. Social proof E. Scarcity
C
Madge, who reports to Yvonne, questions the overtime schedule for the weekend. At the end of the discussion, Madge says, "Sorry I bothered you. Of course I'll do it. I was just asking about the schedule. Please don't write me up for insubordination." Which part of Yvonne's power base did Madge acknowledge? A. Expert B. Reward C. Coercive D. Legitimate E. Referent
C
Maxine and Morton shared office space and performed the same job for the eight years they worked at ABSee Graphics. One Friday, Maxine opened her pay envelope to find an amount twice as much as her usual pay. She was happily puzzled until she noticed Morton's name on the check. She exclaimed, "That's not fair! We do the same work. We should get the same pay!" Maxine's response illustrates: A. social pressure. B. input identity. C. social comparison. D. perceptual action. E. behavioral action.
C
Perhaps the two most universally recognized and evidence-based theories that support the notion of the manager as a source of motivation are: A. needs hierarchy and emergent needs. B. job characteristics and process control. C. goal setting and behavior modification. D. feedback and performance reward. E. career focus and emotional intelligence.
C
R. Seshasayee of Ashok Leyland suggests that good leadership requires three essentials: A. time, personality, and energy. B. attention to detail, energy, and good subordinates. C. setting goals that seem impossible, communication, and example setting. D. communication, adequate resources, and good training. E. having a genetic predisposition, good emotional intelligence, and luck.
C
Roger's sales suggestion box usually contains at least three requests to move staff meetings from Monday morning to any other time. Monday afternoon is the usual preference. Roger told his sales staff, "If we exceed quota this month by 10 percent, we will move staff meetings from Monday morning to Monday afternoons." What behavior modification strategy did Roger use? A. Punishment B. Positive reinforcement C. Negative reinforcement D. Extinction E. Alternate affirmation
C
Ronald, a mid-level manager, resents the time it takes to manage subordinates' performance. He comes up with a great technique. He notes how often an employee arrives late for work in the morning or returns late from lunch or breaks. He judges all aspects of employee behavior based on promptness (good) or tardiness (bad). What technique should be employed to correct the kind of performance observation error Ronald has made? A. Use a ranking technique. B. Use a forced distribution technique. C. Get other raters involved in the process. D. Require Ronald to maintain the time logs over the entire rating period. E. Train Ronald to time more effectively.
C
What do scientific reviews of the Great Man theory of leadership indicate? A. Charisma remains the most important contributor to effective leadership. B. Personal traits are not relevant to leadership. C. Traits alone will not guarantee effective leadership. D. There is a strong association between traits and leadership effectiveness. E. Traits are good predictors of leadership effectiveness, rather than leadership emergence.
C
When workers experience inequity, they: A. revert to lower-order needs. B. rely on their peer group for support. C. take action to restore balance. D. adjust work attitudes. E. advance to higher-order needs.
C
Which of the following JCM interventions would enhance the greatest number of core characteristics? A. Combine tasks B. Group tasks into natural work units C. Establish client relationships D. Vertically load jobs E. Open feedback channels
C
Which of the following statements about mentoring and coaching is true? A. Coaching is focused on long-term development. B. Both coaching and mentoring are focused exclusively on day-to-day performance. C. Mentors are typically not the employee's direct supervisor. D. The relationship between mentor and protégée is the same as the relationship between employee and supervisor. E. Mentoring is focused directly on job performance.
C
Which of the following statements best compares leadership and management? A. Management can be considered as leadership in crisis. B. Effective managers influence people. Leaders only placate people. C. Leaders may not be in a managerial role, but effective managers are almost always effective leaders. D. Leadership is required for organizational success. Management is obsolete in modern organizations. E. Effective leaders work with large groups. Managers work with individuals.
C
Which of the following statements is the best comparison between absolute and relative assessment standards? A. Absolute is subjective. Relative is objective. B. Relative is subjective. Absolute is objective. C. Absolute compares an employee's performance to a "model." Relative compares an employee's performance with another employee's. D. Relative must be used in conjunction with other measures. Absolute should be used alone. E. Absolute standards are simpler than relative.
C
_____ is a social influence weapon. A. Collusion B. Coercion C. Scarcity D. Pressure E. Rational persuasion
C
An employee who likes to control the behavior of others, who volunteers for leadership positions, and is willing to be assertive when decisions need to be made expresses McClelland's ___________ motivational need. A. achievement B. affiliation C. association D. power E. relationship
D
Anna, who reports to Cynthia, questions the overtime schedule for the weekend. At the end of the discussion, Anna says, "OK. I'll do it. You are the boss." Which part of Cynthia's power base did Anna acknowledge? A. Expert B. Reward C. Coercive D. Legitimate E. Referent
D
Bong Hi thinks the social environment of work is more important than the work to be done. He is motivated by McClelland's ____________ need. A. association B. social C. power D. affiliation E. community
D
Dr. Ruben gave feedback to MBA presentation teams in his course. Which of the following statements provided feedback most effectively? A. "You guys are great! That was an awesome presentation." B. "That was so confusing. Where did you get your undergraduate degrees?" C. "You need to handle questions more professionally." D. "Your presentation looked disorganized. Use the same slide format throughout." E. "I especially liked your esprit de corps."
D
In equity theory, _________ include(s) hours worked, work quality, education, and experience. A. ratios B. perceptual action C. objective action D. inputs E. outputs
D
In laboratory experiments, Scott Allison and Dafna Eylon presented study participants with a written description of a man named Erik Sullivan. After providing a list of impressive accomplishments relating to Erik's role in building a successful company, the researchers manipulated one important piece of information and had half of the people respond to each story. What did the researchers change in the Erik Sullivan case to improve people's impressions of Sullivan? A. They reported Sullivan's age as 20 years younger. B. They reported on Erica, not Erik. C. They reported Sullivan as significantly overweight. D. They reported that Sullivan was deceased. E. They said Sullivan was more honest.
D
Jacob, while hiring a college placement counselor for his son, asked himself, "Is this authority truly an expert?" How did this question provide a defense against the social influence weapon of appeals to authority? A. It directed Jacob's attention to the symbols of authority. B. It helped his son challenge Jacob's authority. C. It defended Jacob's authority in this matter. D. It drew Jacob's attention to the reality of the authority status. E. It gave Jacob time to think about alternatives.
D
Lucy receives a call from a cell phone marketer. The marketer starts with, "Don't you want to switch to Smart Networks? Your friends Tracy and Cindy did. They both said you would be interested in our options." Which social influence weapon was the marketer attempting to use on Lucy? A. Pressure B. Reciprocity C. Appeal to authority D. Social proof E. Scarcity
D
McClelland's needs framework includes: A. fairness, ratios, and input. B. love, security, and safety. C. extraversion, introversion, and sensing. D. achievement, affiliation, and power. E. realistic, social, and conventional.
D
Mindy, a tenured college professor, tells her friend, "I really like this job. I get to set my own hours, work on books from start to finish. I do almost everything I really like to do - talk, think, and write. I know I make a difference in some of the students' lives. At any rate, I think I do. I haven't had an evaluation in nearly five years." Does Mindy's job have a high motivation potential score (MPS)? A. Yes. Skill variety is excellent. B. No. Task significance is low. C. Yes. Task identity is clear. D. No. Feedback is low. E. Yes. Autonomy is contained.
D
Psychological reactance theory, in the context of social influence weapons, proposes that: A. if a manager lies to a subordinate, the subordinate feels free to lie to the manager. B. if a subordinate is not respectful toward a manager, the manager will not assign good tasks to that subordinate. C. if all of your friends like a movie, you will like it as well. D. whenever there is a threat of scarcity of gadgets, we want more variety than before. E. men choose to marry "the girl next door" because of the comfort and trust of shared backgrounds.
D
The foundation of great leadership is built on: A. emotional intelligence and attention to detail. B. integrity and determination. C. charisma and intelligence. D. task and relationship behaviors. E. supportive and encouraging behaviors.
D
The most effective influence outcome is: A. compliance. B. sanctions. C. dependence. D. commitment. E. resistance.
D
Use consultative coaching when: A. federal regulations dictate the solution to the problem. B. there are "right" answers to the problem. C. time pressure is critical. D. the problem continues to reappear. E. the employee is a novice and needs to be given a lot of structure.
D
Which of the following is a common leadership myth? A. Leadership can be taught. B. Leadership can be learned. C. Leadership failure is due to exhibiting toxic behaviors. D. Leadership exists only at the top. E. Not all leaders are charismatic.
D
Which of the following statements best describes the difference between strong ties and weak ties? A. Strong ties are based on shared values. Weak ties are based on business opportunity. B. Strong ties are evident between spouses. Weak ties are evident between golf partners. C. Strong ties are between people who are friends of a friend. Weak ties are between strangers. D. Strong ties are found in direct relationships. Weak ties are found in indirect relationships. E. Strong ties grow in business opportunity. Weak ties grow in school board membership.
D
Which of the following statements should be part of a problem employee termination meeting? A. "I know this is probably hard for you. It is hard for me too." B. "Are the kids doing well in school?" C. "Did you receive that shipment from the overseas supplier yesterday? Not having that part holds up the whole production process. We will have a really hard time making our number this quarter if it has not arrived." D. "After we finish our meeting here, you may use the outplacement center in Building B for the next three months to make phone calls, prepare résumés, whatever you need." E. "Hey, how about that basketball game?"
D
____________ commitment represents an emotional attachment to the organization. A. Contextual B. Normative C. Behavioral D. Affective E. Continuance
D
A regional air carrier had high employee turnover in a variety of customer service jobs. Exit interviews revealed that employees left because they were bored. Job 1 employees sold tickets at the counter. Job 2 employees tagged and handled baggage. Job 3 employees announced departing flights. Job 4 employees announced arriving flights. Job 5 employees took boarding passes for departing passengers. Job 6 employees addressed the needs and concerns of passengers. Which of the following JCM interventions would make boring work more fulfilling? A. Making Job 2 functions part of the rest of the jobs would enhance feedback, autonomy, variety, and identity. B. Making Job 3 functions part of the rest of the jobs would enhance feedback, autonomy, variety, and identity. C. Making Job 4 functions part of the rest of the jobs would enhance feedback, autonomy, variety, and identity. D. Making Job 5 functions part of the rest of the jobs would enhance feedback, autonomy, variety, and identity. E. Making Job 6 functions part of the rest of the jobs would enhance feedback, autonomy, variety, and identity.
E
Frieda, who reports to Shauna, questions the overtime schedule for the weekend. At the end of the discussion, Frieda says, "OK. I'll do it. Thanks for the opportunity to meet the head office representative that recommended you for promotion. You know, I want to be just like you! If I can follow in your career steps here, I'll be happy to work every weekend." Which part of Shauna's power base did Frieda acknowledge? A. Expert B. Influence C. Coercive D. Legitimate E. Referent
E
Gloria said, "The best thing about my job is I can choose my own hours and pick my own clients." She appreciated the high ___________ of the job, according to the Job Characteristics Model (JCM). A. freedom B. task significance C. feedback D. responsibility E. autonomy
E
Greg wants his mechanics and material handlers to work double shifts for two weeks without extra pay to fulfill contract requirements. If Greg's firm does not make the deadline, Greg anticipates a major layoff and possible plant closing. Greg prepares a 100-page report full of charts, data, deadlines, etc. He has all the information needed to explain the situation to his employees. Irwin, a consultant, advises Greg to combine an inspirational appeal with the solid rational persuasion he has prepared. Was Irwin right? A. Yes. The appeal will take the pressure off Irwin's charts and graphs. B. No. Workers are confused by the use of multiple influence tactics. C. Yes. The emotional appeal will help isolate the mechanics and the material handlers from the rest of the workforce. D. No. This combination of tactics runs counter to what is known about persuasion. E. Yes. Impacting emotions often brings rational elements into line.
E
In their book, First, Break All the Rules, based on research by the Gallup Corporation, authors Marcus Buckingham and Curt Coffman argue about the reasons for the inefficiency in organizations. Based on their assumptions, what is the message to managers? A. People can learn competence in any area they choose. B. People's greatest area for growth lies in their personal weakness. C. Problem employees should be retrained. D. Problem employees should be reassigned to new managers in the same division. E. Problem employees should be divested.
E
Jenna learned that Brady wanted to go to an out-of-town ball game in three weeks when he was scheduled to work. Jenna offered to work for him that weekend if he would work her shifts next weekend. Jenna used the influence tactic of: A. pressure. B. ingratiation. C. legitimizing. D. coalition. E. exchange.
E
Keenan, a day shift supervisor for a paper products manufacturer, checks the weekly production sheets, noting quality and quantity figures for each employee. This action demonstrates Bruce Tulgan's management basic: A. make clear performance statements. B. set measurable goals and hold people accountable for those goals. C. distribute rewards and punishments fairly. D. provide clear feedback about performance and improvement. E. accurately monitor and evaluate work performance.
E
Marty has a very high need for achievement and very low needs for affiliation and power. Which of the following would be the best job choice for him? A. Sales B. Corporate management C. Politics D. Support staff E. Information systems
E
McClelland's learned needs theory: A. has limited application in a global environment. B. acknowledges that managers are primary motivators. C. replaces expectancy and equity theories. D. is the central theory from an applied perspective. E. addresses the person as the source of motivation.
E
Michael, a college registrar, has scheduled a meeting with Patricia, his supervisor, to talk about low-course enrollments for the next semester. Which of the following is the best opener for that meeting? A. "Hey, I saw you and your husband at the Club last weekend. Did you try the new ostrich special?" B. "What are we going to do about the lack of students for next semester? Recruiters are not trained and knowledgeable about our campus." C. "I think we should cancel 75 sections of courses for next semester. Most of the courses are not interesting to the students today. Required courses have steady enrollments." D. "Did you hear that Coach M had another heart attack? The team will probably be shaken up for the rest of the season." E. "I know we need to maintain an enrollment minimum of 12 students per section, and I have a preliminary schedule to address the enrollment shortage for next semester."
E
One of the principles of good performance management feedback is: A. be general. B. focus on the person rather than the problem. C. maximize comparison to others. D. focus on the past. E. avoid absolutes.
E
Sandra trains consumers at a consumer awareness workshop titled, "Door-in-the-face." She prepares her students to guard against the social influence weapon of: A. friendship/liking. B. commitment and consistency. C. scarcity. D. social proof. E. reciprocity.
E
Susanne, a secretary, has come in late to work every day for the past month. Ed, her boss, has covered the phones, made his own coffee, and been trapped with unexpected early morning visitors. Susanne gets more late every week. He said nothing until last week's sarcastic comment, "Alarm clock broken again?" Susanne had laughed and patted him on the cheek as she sauntered in. Ed went to HR and learned the "red hot stove" discipline technique. Next time Susanne walks in late, he plans to fire her. Do you approve of Ed's plan? A. Yes. It is consistent with the rules of the company. B. No. If he has done nothing so far, this is not expected. C. No. Firing is not a powerful action. D. Yes. Extinction works well in this type of situation. E. Yes. This negative reinforcement should solve the problem.
E
Tina cornered Darryl in the breakroom. She said in an undertone, "Look, I know you said you would not switch scheduled work weekends with me next month. If you don't, I'll tell the manager what really happened in Denver. Understand?" Tina used the influence tactic of: A. rational persuasion. B. ingratiation. C. personal appeal. D. coalition. E. pressure.
E
Tony's Turkey Products makes holiday turkeys. Tony grows the turkeys; Daniel kills the turkeys; Rachel plucks and cooks them; Sara arranges the turkeys on a platter; Lisa decorates with candied fruits, greens, and other seasonal toppings; Chris delivers the turkeys; Bobby cleans the food preparation area; and Gloria takes the orders and does the billing. None of these employees especially like the work, but they like each other. No one has quit in 20 years and no one calls in sick. Do you have advice, according to the JCM? A. Bobby should go out into the community more to increase his task significance. B. Combining the jobs of Sara and Lisa will enhance their autonomy. C. Tony should kill the turkeys. That change would vertically load the rest of the operation. D. Chris and Daniel should switch jobs each week, increasing feedback. E. Changing the work does not affect employees with low growth need strength.
E
Topgrading is most likely effective in: A. group-oriented cultures. B. team-based performance groups. C. oil producing and management companies. D. organizations that attract average workers, not superstars. E. highly competitive cultures.
E
Whenever George meets someone new at an investor's meeting, he immediately introduces (or tries to introduce) that person to three others. Which of Levy's name principles does George use? A. Repetition B. Focus C. Address D. Conversation E. Employ
E
Which of the following is a motivational myth? A. Money is a motivator. B. Employees are motivated by a variety of things. C. Punishment can be an effective motivator. D. Low performance may be due to low motivation or ability to perform the task. E. Lack of motivation stems largely from apathetic and lazy people.
E
Which of the following statements is a myth of power and influence? A. Power can be used for good or evil. B. Title alone is only one form of power. C. Sharing power usually increases your ability to influence. D. First impressions are important in your ability to influence others. E. Rationality is the best form of influence.
E
Why do managers use multiple sources of data for performance evaluation? A. To save time. B. To satisfy legal requirements. C. To save money. D. To cross-train employees. E. To confirm or disconfirm their observations.
E
_____, a transactional leadership behavior, consistently results in positive consequences in employee attitudes, such as job satisfaction, and employee behaviors, such as job performance. A. Coaching B. Listening C. Punishment D. Management-by-exception E. Contingent reward
E
____________ commitment is a desire to stay with the organization because the costs of leaving outweigh the benefits. A. Contextual B. Normative C. Behavioral D. Affective E. Continuance
E
_____________ refers to the amount of resources that an employee dedicates to attain the results he/she achieves. A. Topgrading B. Conscientiousness C. Effectiveness D. Expertise E. Efficiency
E
Describe a few of the common motivational myths.
• Money is the only effective motivator. • Everyone is motivated by the same things. • Punishment does not motivate. • Low performance is always attributable to low motivation. • Lack of motivation stems largely from lazy and apathetic people. • Smart people do not need to be motivated.
Identify a few myths of power and influence.
• Power and influence are inherently "corrupt." • Rationality is the best form of influence. • Power stems solely from one's position. • Involving others and sharing power weakens your own position. • First impressions and good manners are old fashioned.
