Ch 9 Motivating Employees SmartBook

The personal satisfaction you feel when you perform well and complete goals is an example of a(n) reward.

Blank 1: intrinsic

Moving a worker from one job to another to increase variety and motivation is .

Blank 1: job Blank 2: rotation

An assumption about people by a Theory Y manager would be that workers work.

Blank 1: like or enjoy

Globalization has created a need for managers to understand cultural differences in order to employees around the world.

Blank 1: motivate, manage, or reward

According to Maslow, needs that have already been satisfied no longer provide .

Blank 1: motivation

Herzberg studied job-related factors as they relate to .

Blank 1: motivation

Taylor's goal was to increase worker efficiency and in order to benefit both the firm and workers.

Blank 1: productivity

Taylor's scientific management became the dominant strategy for improving in the early Twentieth century.

Blank 1: productivity or efficiency

Employee involvement and group membership were two of the reasons employees gave as the reason for increased during the Hawthorne studies.

Blank 1: productivity, performance, motivation, or output

Job involves moving workers from one task to the next to make work more interesting and motivating.

Blank 1: rotation

Taylor's method of studying workers to find the most efficient ways of doing things and then teaching people those techniques is called .

Blank 1: scientific Blank 2: management

A culture that focuses on the and views relationship building as a waste of time is a low-context culture.

Blank 1: task or work

Studies of the tasks performed in a job and the needed for each is time-motion study.

Blank 1: time

A culture that focuses on building personal relationships and before focusing on tasks is a high-context culture.

Blank 1: trust

Which of the following theories of motivation is the basis for Management by Objectives?

Drucker's Goal-setting theory

Vroom's expectancy theory states that the:

amount of effort an employee exerts on a specific task depends on expectations of the outcome

Findings during the Hawthorne Studies that still affect management today include:

consulting employees during the decision making process and using their ideas

Workers in a high context culture find it important to

develop relationships before starting tasks

Free-flowing communication and information throughout an organization are the key to successful:

empowerment

Gen X managers understand that:

flexibility and consensus building work well there is more to life than work results are more important than hours spent in the workplace

While workers in the United States are more task oriented and require information to do their jobs, workers from Korea are more motivated by strong relationships and developing trust to do the same job. That is because Korea is a ______ context culture and the U.S. is a ______ context culture.

high, low

A Theory X manager is likely to think that the primary motivators are and .

Blank 1: fear or threats Blank 2: punishment or money

Gen X managers are very able to provide employees with because they want more of it themselves.

Blank 1: feedback

Managers should try to avoid problems about by ensuring that rewards are distributed on the basis of performance and that all employees clearly understand the basis for their pay and benefits.

Blank 1: equity, inequity, equality, or fairness

The key to successful employee empowerment is free-flowing and information throughout the organization.

Blank 1: communication

Vroom's motivation theory states that the amount of effort that employees exert on a specific task is based on their of the outcome.

Blank 1: expectation or expectations

According to Ouchi's research about the effect of national culture on organizations, Type management relies on individual decision making and achievement.

Blank 1: A

theory states that an individual will not put forth effort without first evaluating their ability to perform the task and the value they place on the reward.

Blank 1: Expectancy or Vroom's

- theory, the basis for Management by Objectives developed by Peter Drucker in the 1960s, proposes that setting ambitious, but attainable goals can motivate workers and improve performance.

Blank 1: Goal Blank 2: Setting

theory, the basis for Management by Objectives developed by Peter Drucker in the 1960s, proposes that setting ambitious, but attainable goals can motivate workers and improve performance.

Blank 1: Goal Blank 2: Setting

According to a survey of recent college graduates, opportunities for are important in attracting and retaining employees.

Blank 1: advancement, promotion, or growth

McGregor's theory states that managers motivate workers based on their about workers' attitudes toward work.

Blank 1: assumptions

Self-managed teams improve productivity because the members appreciate having the to control their own work.

Blank 1: autonomy, authority, or freedom

Companies like Ford are using self-managed teams to improve productivity by allowing teams enough to solve problems and meet objectives.

Blank 1: autonomy, freedom, control, or authority

True or false: Frederick Gilbreth was the "Father of Scientific Management".

False

Frederick Taylor was called the of scientific management.

Father

The "Principles of Scientific Management" was written by:

Frederick Taylor

The generational group of managers that expect to give and get more feedback on their work are:

Gen X

Taylor's Scientific Method became the dominant strategy for improving productivity in the early 1900s. Other researchers who worked with him, included:

Henry L. Gantt Frank and Lillian Gilbreth

What was the goal of Taylor's scientific management?

Increase worker productivity Benefit the worker Benefit the firm

Feeling personal satisfaction because you perform well is which type of reward?

Intrinsic reward

Which of the following is about a manager's attitudes and assumptions about workers?

McGregor's Theory Y McGregor's Theory X

Select assumptions made by Theory X managers about people.

People must be controlled and forced to work. People are motivated to avoid punishment. People prefer to avoid work.

Select assumptions made by a Theory Y manager about people.

People seek responsibility. People like to work.

According to Ouchi's Theory, which of these elements are included in Type A management?

Rapid promotion Individual decision making

Which type of management became the dominant strategy for improving productivity in the early 1900s?

Scientific

Which management theory uses time-motion studies to find the one best method for workers to perform each task and then teaches them that method?

Taylor's Scientific Management

Frederick Taylor wrote:

The Principles of Scientific Management

If one manager views most employees as motivated to do work while a second manager views most employees as lazy, they are operating under which of the following management theories respectively?

Theory Y and Theory X

Moving workers from one task to the next to make work more interesting and motivating is called:

job rotation

When asked in a survey their reason for changing jobs:

more participants listed lack of appreciation

Herzberg studied the relationship between:

motivation and job-related factors

An assumption about people made by a Theory Y manager is that people:

naturally like to work

Maslow's theory states that once needs are met they:

no longer motivate

More people leave their jobs for:

opportunities to advance their careers

To use self-managed teams to improve productivity, management must reinvent work by:

respecting workers developing workers' skills allowing autonomy

The elements of scientific management include:

rules of work method time

An assumption made by a Theory X manager about people is:

the primary motivator is fear

Which of these are basic elements of Taylor's Scientific Method?

time rules of work method

Studies about which tasks must be performed to complete a job and the time needed to do each task are referred to as ______ studies.

time-motion

Companies can minimize the perception of unfairness in the workplace by having clear and frequent communication:

with all employees