Exam 2

Pensions are an example of __________. a. an award b. indirect compensation c. perquisites d. a profit-sharing plan

. indirect compensation

Which of the following are "growth needs" in Maslow's hierarchy of needs? a. self-actualization and esteem b. esteem and security c. physiological and security d. security and belonging

. self-actualization and esteem

Changing the shape of a team is known as __________. a. managerial intervention b. adaptation c. structural intervention d. social facilitation

. structural intervention

Conditions of Job Performance

1) Having Materials & Information to Finish Job 2) Being Able to Do Job 3) Wanting to Do Job

Motivation can Start Out...... and Lead to .........

Extrinsic ; Intrinsic

What is Extrinsic Contigent on

Improved Performance or Performance that is superior to others

Which of the following is NOT one of the steps in forming equity perceptions? a. Satisfy physiological needs before growth needs. b. Form a perception of how a comparison-other is being treated. c. Compare one's own circumstances with those of a comparison-other. d. Evaluate how one is being treated by an organization.

Satisfy physiological needs before growth needs

Why does the work teams approach tend to be more effective in countries such as Japan and Sweden? a. They offer an extended work schedule. b. They are more effective at empowerment. c. Their work and rewards are team centered. d. They emphasize individual responsibility.

Their work and rewards are team centered.

(T,F) People can be intrinsically and extrinsically motivated at the same time.

True

What term refers to the degree to which employees have the authority to set their own work goals, make decisions, and solve problems? a. empowerment b. participation c. expectancy d. collaboration

a. empowerment

When might a company best choose to use an extended work schedule? a. It allows for a larger and more diversified workforce. b. There's a high cost of transitioning between employees. c. The employees are strongly committed to the firm. d. The employees need the time to master difficult tasks.

b. There's a high cost of transitioning between employees.

Informational diversity has a __________ impact on team performance; demographic diversity often has a __________ impact. a. negative, positive b. positive, negative c. positive, positive d. negative, negative

b.positive, negative

Nonprogrammed decisions require managers to use good judgment and __________. a. decision rules b. procedures c. creativity d. clear and specific goals

c. creativity

According to prospect theory, people are more strongly motivated by __________ than by __________. a. ethics, personal gains b. potential gains, potential losses c. personal gains, ethics d. potential losses, potential gains

d. potential losses, potential gains

Which of the following is an early perspective on motivation that suggested fostering a false sense of employees' inclusion in decision making would boost job performance? a. Frederick Taylor's approach b. human resource approach c. scientific management d. human relations approach

human relations approach

According to goal-setting theory, which of the following strategies is NOT likely to result in improved performance? a. holding employees accountable for goals they were involved in setting b. setting goals that are challenging and require effort c. setting unspecified goals so that workers can establish their own measures d. establishing goals that will encourage worker acceptance

setting unspecified goals so that workers can establish their own measures

You manage a work group of ten secretaries who take turns answering phones, sorting mail, and typing and filing correspondence. Using the job characteristics theory, how can you assure that this team is happy and productive? a. Give them autonomy in deciding how to organize the workload. b. Promote the best workers into lower-level management positions. c. Break the job down into small component tasks and standardize them. d. Provide bonuses for low absenteeism and for staying with the company.

Give them autonomy in deciding how to organize the workload

Efforts Toward attaining a goal

Intensity Direction Persistence

According to Equity Theory, a person who feels equitably treated is motivated to.......

Keep Things The Same

Extrinsic

Motives are externally generated and are tangible and visible to others: Pay Benefits and Promotions

Intrinsic

Motives are internally generated and job specific. Feelings of responsibility, achievement, accomplishment

To Get Steve to Stop Telling Inappropriate Jokes in the Workplace, Use

Negative Reinforcement

What is Not considered motivation

Performance & Ability

Motivation

Process that starts with a physiologival or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive

Reinforcement Theory

Suggests Behavior that results in pleasant consequences is more likely to be repeated.... Less Likely if unpleasant consequences

Some experts believe that groupthink contributed to the failure of NASA's Challenger mission. If this is correct, then which of the following statements is NOT likely true about the Challenger team members? a. They ignored the ethical implications of their decisions. b. They fought constantly and couldn't agree on anything. c. They believed they were invulnerable against failure. d. They were insulated against opposing outside information

They fought constantly and couldn't agree on anything.

Characteristic of individuals who have high need for achievement, according to the acquired needs framework a. They are able to delegate in order to make the best use of their own time. b. They want immediate, specific feedback on their performance. c. They are able to work hard and then set work aside to play hard. d. They set overly challenging goals and like to take on high risk levels

They set overly challenging goals and like to take on high risk levels

Which of the following is NOT true regarding the difference between decision making and problem solving? a. When solving a problem, you must choose from among various alternatives. b. When solving a problem, you must find the answer to a question. c. When making a decision, you must evaluate various outcomes in terms of a goal. d. When making a decision, you must choose from among various alternatives.

a. When solving a problem, you must choose from among various alternatives.

Which of the following factors is associated with a high level of group cohesiveness? a. external threats b. individualism c. recent composition d. large size

a. external threats

According to Victor Vroom, the belief that performance will result in obtaining a particular reward is known as __________. a. instrumentality b. expectancy c. outcome d. valence

a. instrumentality

A contingency plan specifies what will be done if __________. a. the primary plan is disrupted b. it is necessary to satisfice c. the primary plan is successful d. there is post-decision dissonance

a. the primary plan is disrupted

Implementation of teams is a five-phase process. At one phase in the process, there is a danger that a team will become so internally focused that it may stop communicating with other teams or even develop rivalries with other teams. At which step is this likely to occur? a. tightly formed b. leader-centered c. reality and unrest d. start-up

a. tightly formed

What distinguishes a command group from an affinity group? a. A command group is permanent and has a formal reporting relationship. An affinity group is impermanent and meets whenever members choose to. b. A command group is permanent and has a formal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure. c. A command group is impermanent and isn't required to report until its work is done. An affinity group is permanent and each of its members has a special role. d. A command group is impermanent and has an informal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure.

b. A command group is permanent and has a formal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure.

Angelina is trying to decide how large a group she should put together to address a fairly complex problem her company faces. Which of her following assumptions is correct? a. A culturally similar group will get off to a smoother start and require less management attention. b. A large group will be the most efficient because members will set agendas and follow them. c. Complex problems are solved more effectively with homogenous groups due to lack of conflict. d. If Angelina chooses a larger group size, there's likely to be less social loafing and more productivity.

b. A large group will be the most efficient because members will set agendas and follow them.

You are worried about some of the costs associated with shifting to a team approach. Which of the following factors is a legitimate concern? a. Managers may take their desirable new skills as coaches to a competitor. b. Some employees may feel concerned that their jobs are in jeopardy. c. It can be hard to attract younger workers, who tend to prefer workplaces with traditional manager-based systems. d. Teams take a fair amount of work but have a relatively short lifespan.

b. Some employees may feel concerned that their jobs are in jeopardy.

Which term refers to the ability of an individual to generate new ideas? a. empowerment b. creativity c. decision making d. contingent thinking

b. creativity

What is the second step in the performance appraisal process? a. compensation b. documentation c. evaluation d. communication

b. documentation

Which of the following identifies post-decision dissonance? a. an innate belief about something without conscious consideration b. doubt about a choice that has been made c. more extreme post-discussion attitudes d. staying with a decision even when it appears wrong

b. doubt about a choice that has been made

Elliot finds himself in a discussion about politics and current events in a group meeting. Everyone else joins in because they want to understand more about each other and share opinions. In which stage of group development is this most likely to occur? a. communication and decision making b. mutual acceptance c. control and organization d. motivation and productivity

b. mutual acceptance

What term refers to the performance improvements that occur because people work together rather than independently? a. process loss b. process gain c. cohesiveness d. team efficacy

b. process gain

Carla and John disagree about production goals for their office furniture manufacturing company. Carla, the marketing manager, believes the company will be most profitable with a wide variety of desk and chair models that are produced in short runs. John, the production floor supervisor, argues that the production of one model at a time makes the most sense and is, therefore, most profitable. They end up agreeing to do longer runs of fewer models, while still maintaining a modest variety of models to offer their customers. What type of behavioral approach does this decision represent? a. satisficing b. suboptimizing c. administrative modeling d. bounded rationality

b. suboptimizing

Brett and Lina work in different departments, but both receive 3% raises. Most of Brett's coworkers receive a 5% raise. Most of Lina's coworkers receive a 1% raise. Brett is unhappy with his raise, but Lina is happy with hers. Brett and Lina have different reactions to their raises because their raises have different _________. a. objective worth b. symbolic value c. surface value d. financial implications

b. symbolic value

Which approach to performance management identifies financial and nonfinancial performance measures and organizes them into a single model? a. the human relations approach b. the two-factor theory c. balanced scorecard d. 360-degree feedback

balanced scorecard

Which of the following is NOT a condition of job performance? a. being able to provide self-direction b. having the materials and information to do the job c. being able to do the job d. wanting to do the job

being able to provide self-direction

Which of the following statements is true about escalation of commitment? a. It describes how people are quick to change incorrect decisions. b. It describes the tendency for a group's average post-discussion attitudes to be more extreme than its average pre-discussion attitudes. c. It is also known as the sunk cost fallacy. d. It outlines how a group escalates into a cycle of generate, discuss, and vote

c. It is also known as the sunk cost fallacy.

A team of Americans and Koreans are working on resolving problems at Korean Air. Tim, an American and a team leader from Houston, understands in advance that there will be cultural challenges in this arrangement. What should he be sensitive to in dealing with his Korean counterparts? a. The Koreans are more likely to bypass senior managers and freely express their ideas. b. The Koreans will want to get closure each day and move on to the next agenda item. c. The Koreans may not openly disagree with Tim because of his position of authority. d. The Koreans will be willing to directly answer questions about their preferences.

c. The Koreans may not openly disagree with Tim because of his position of authority.

Which of the following is a core strength of problem-solving teams? a. Employees can bond from long-standing relationships. b. They can come up with creative products and solutions by operating semi-autonomously. c. They take advantage of employees' expertise by grouping employees who do the actual work. d. They save the company money by communicating using the Internet and other information technologies.

c. They take advantage of employees' expertise by grouping employees who do the actual work.

The Green River Furniture Company has a group comprised of the managers of the sales, warehousing, manufacturing, and shipping departments. It has a group manager and is not included in the company's organization chart. This type of group is known as a __________. a. command group b. functional group c. affinity group d. common interest group

c. affinity group

Albert works as a salesperson making $18 an hour plus 5% of every sale he makes. He receives two weeks of paid vacation a year, as well as 50% matching in a 401K retirement fund. In this scenario, $18 an hour represents Albert's __________. a. perquisites b. compensation package c. base pay d. commissions

c. base pay

Stephen needs to decide about whether or not to promote his firm's new sportswear line. He knows that his sportswear company's ad campaign will result in the firm earning profits of $575,000. He also knows that if he doesn't run the ad campaign, his company will earn only $100,000. What type of condition is he operating under? a. condition of risk b. condition of uncertainty c. condition of certainty d. condition of suboptimizing

c. condition of certainty

The third step in the rational decision-making approach is to __________. a. state the situational goal b. generate alternatives c. determine the decision type d. identify the problem

c. determine the decision type`

What makes job specialization difficult to implement, even though it seems as if it would be highly effective? a. increased demands placed on each worker b. high level of expertise required to fulfill each task c. monotony associated with each task d. high cost of dividing labor among tasks

c. monotony associated with each task

What is the goal of brainstorming? a. gather judgments from noted experts to help develop forecasts b. provide the resolution to a problem or a decision c. produce new ideas and solutions by stimulating group members' creativity d. identify "mindguards" who can protect the group from adverse information

c. produce new ideas and solutions by stimulating group members' creativity

The Delphi technique is a method that allows people to __________. a. see differences among situations, phenomena, or events b. analyze the benefits of situations, phenomena, or events c. systematically gather the judgments of experts to develop forecasts d. generate ideas and then discuss them and vote until reaching consensus

c. systematically gather the judgments of experts to develop forecasts

After management at Cascade Geotechnical decided to adopt a teams approach to problem solving, the firm benefitted in many ways. Which of the following items was an organizational benefit? a. Absenteeism and turnover both declined significantly. b. There was less use of employee assistance programs. c. Employees had the opportunity to be self-determining. d. It eliminated redundant layers of bureaucracy.

d. It eliminated redundant layers of bureaucracy.

What is a reason why management by objectives (MBO) efforts can sometimes fail? a. MBO allows individual goals to determine policy. b. MBO stimulates organization-wide communication. c. The firm tries too hard to clarify rewards. d. Top management's goals aren't represented.

d. Top management's goals aren't represented.

Which of the following is NOT one of the five basic group performance factors? a. informal leadership b. composition c. cohesiveness d. cooperation

d. cooperation

Divergent thinking is a skill that allows people to see __________ situations, phenomena, or events. a. similarities among b. a meaningful subset of information about c. the limits and benefits of d. differences amon

d. differences among

The extent to which goals are challenging, attainable, and require effort is known as goal ___________. a. acceptance b. specificity c. commitment d. difficulty

d. difficulty

If you decide to take a break and go for a hike in order to focus less consciously on the creative process, which stage in the creative process are you experiencing? a. insight b. verification c. preparation d. incubation

d. incubation

According to the cognitive view, which of the following is NOT a behavior a person would adopt in order to become a conscious, active participant in their own learning? a. make choices about behavior based on assessing alternatives b. use past learning as a way to decide their present behavior c. let future choices be based on prior learning and consequences d. look at consequences and ignore them if necessary to be happy

d. look at consequences and ignore them if necessary to be happy

At what phase of team implementation is performance usually above prior levels? a. phase 1 b. phase 2 c. phase 3 d. phase 4

d. phase 4

Which of the following is NOT a method companies use to improve job design? a. introducing a wider variety of tasks b. giving employees more control over tasks c. shifting employees from one job to another d. raising pay for most standardized jobs

d. raising pay for most standardized jobs

Which dimension of task-specific self-efficacy refers to beliefs about how confident the person is that the task can be accomplished? a. strength b. performance c. magnitude d. generality

strength

What is the central feature of a 360-degree feedback system? a. wide-ranging feedback, as well as subjective measures of performance b. objective and easily measurable performance standards c. a one-on-one meeting between the employee and the supervisor d. both constructive feedback and destructive criticism

wide-ranging feedback, as well as subjective measures of performance

Herzberg's two-factor theory identifies motivating factors for business organizations. Which of the following is a hygiene factor that management could control so that employees aren't dissatisfied with their jobs? a. advancement b. working conditions c. responsibility d. recognition

working conditions