Management 3600 CH 4-6

Finally, stereotypes are maintained by

(a) overestimating the frequency of stereotypic behaviors exhibited by others, (b) incorrectly explaining expected and unexpected behaviors, and (c) differentiating minority individuals from oneself

The five content theories described in the chapter are:

1. McGregor's Theory X and Y 2. Maslow's need hierarchy theory 3. acquired needs theory 4. self-determination theory 5. Herzberg's motivator-hygiene theory.

R. Roosevelt Thomas Jr. identified eight generic action options that can be used to address diversity issues:

1. exclusion 2. denial 3. assimilation 4. suppression 5. isolation .......toleration are among the least preferred options while........ 6. inclusion 7. building relationships 8. mutual adaptation .........are the preferred strategies.

The four types of intermittent reinforcement schedules:

1. fixed ratio 2. variable ratio 3. fixed interval 4. variable interval

The most common barriers to successful implementation of diversity programs are:

1. inaccurate stereotypes and prejudice 2. ethnocentrism 3. poor career planning 4. a negative diversity climate 5. an unsupportive and hostile working environment 6. lack of political savvy 7. difficulty balancing career and family issues 8. fears of reverse discrimination 9. diversity not being seen as an organizational priority 10. the need to revamp the organization's performance appraisal and reward system 11. resistance to change.

PM processes can be used to:

1. make and justify employee-related decisions 2. to guide employee development 3. to send signals to employees.

There are five principal top-down approaches to job design:

1. scientific management 2. job enlargement 3. job rotation 4. job enrichment 5. the job characteristics model

The four steps in implementing a goal-setting program are:

1. setting goals 2. promoting goal commitment 3. providing support and feedback 4. creating action plans

___ is a process that involves an individual comparing perceptions of his or her of performances with those of managers, subordinates, and peers

360- Degree feedback

is an individual's set of beliefs about the characteristics or attributes of a group.

A stereotype

_________ is a content theory of motivation.

Acquired needs theory

is an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past.

Affirmative action

Which one of the following in not a difference between affirmative action and diversity management?

Affirmative action has created tremendous opportunities for women and minorities.

Helen uses a wheelchair to get around. Her company, Cue Furniture, makes sure her desk is wheelchair accessible. The ________ requires the company to provide this.

Americans with Disabilities Act

prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities.

Americans with Disabilities Act

holds that people attempt to infer causes for their own and others' observed behavior

Attribution theory

a customized process between two or more people with the intent of enhancing learning and motivating change, can translate feedback into change.

Coaching

involves a comparison of an individual's behavior with that of his or her peers.

Consensus

is decided by judging if the individual's performance on a given task is consistent over time.

Consistency

focus on identifying internal factors such as needs and satisfaction that energize employee motivation.

Content theories of motivation

____ is the idea that a manager should do what the situation requires

Contingency Approach

Dr. Hogan carefully chose the final exams written by her best students to read first. They all received excellent grades. After these, she read the rest of the exams and graded most of them average or worse. This is an example of ___ perceptual error

Contrast effects

is determined by comparing a person's behavior on one task with his or her behavior on other tasks.

Distinctiveness

represents the multitude of individual differences and similarities that exist among people.

Diversity

refers to employees' aggregate perceptions about an organization's diversity-related formal structure characteristics and informal values.

Diversity climate

Otto wants to develop a program to increase employee productivity. He suggests doubling each employee's production quota and providing a 2 percent bonus for meeting these expectations. According to expectancy theory, what result can Otto expect?

Employee efforts will probably decrease.

exists when an individual's ratio of perceived outputs to inputs is equal to the ratio of a relevant other.

Equity

involves comparing performance measures to expectations or goals.

Evaluating

are personal characteristics that can be changed, such as religion, income, and marital status

External dimensions

Allen makes suggestions to his boss about how the departments' performance can improve. Although his boss always compliments his ideas, he never acts on them. Allen then stops making suggestions. This is an example of

Extinction

is the weakening of a behavior by ignoring it or making sure it is not reinforced.

Extinction

results from the potential or actual receipt of external rewards such as recognition, money, or a promotion.

Extrinsic motivation

are financial, material, and social rewards that come from the environment.

Extrinsic rewards

In the four general steps in the goal-setting process, deficiencies in each step can be made up for with strength in others (T or F)

False

Justine, a manager, has decided that Harrison is performing poorly because he is lazy. This is an example of a negativity bias.

False

While perception is part of the organizing framework for understanding and applying Organizational Behavior, it is a relatively unimportant process.

False

is information about individual or collective performance shared with those in a position to improve the situation.

Feedback

motivates by focusing one's attention, regulating one's effort, motivating one to persist, and encouraging the development of task strategies and action plans.

Goal setting

Which of the following statements about goals and goal setting is not true?

Goals should be set at a level just beyond reachable "stretch" goals

reinforce some but not all instances of the target behavior.

Intermittent reinforcement schedules

include age, race, ethnicity, gender, physical ability, and sexual orientation.

Internal dimensions

_________ results when an individual gains satisfaction and self-praise from an assignment.

Intrinsic Motivation

occurs when an individual is inspired by one's work because of the positive internal feelings that are generated by doing well.

Intrinsic motivation

or psychic rewards, are self-granted.

Intrinsic rewards

What is the business rationale for managing diversity?

It gives the organization the ability to grow and maintain a business in an increasingly competitive marketplace.

Jill is a sales representative for a large pharmaceutical corporation. According to the current compensation system, if Jill meets her target for the quarterly sales projections, she will receive a bonus equivalent to 7% of her annual salary. Jill is working hard to meet the sales goal so that she can use the bonus money as a down payment on a new car for herself. Which of the following is true regarding Jill's motivation?

It is extrinsically motivated

is employees' attempts to proactively shape their work characteristics.

Job crafting

refers to any set of activities that involve the alteration of jobs with the intent of improving the quality of employees' job experiences and their on-the-job productivity.

Job design

is based on the premise that behavior can be attributed to either internal factors within a person (e.g., ability) or to external factors within the environment (e.g., task difficulty).

Kelley's model of attribution

employees often experience a lack of inclusion, which can affect their engagement, performance, and retention

LGBTQ

Which of the following is not one of the recommendations to managers about reducing stereotypes?

Managers should actively ignore stereotypes

enables people to perform up to their maximum potential.

Managing diversity

Marcy left a large Fortune 500 company to go to a small start-up technology firm. Earlier in her career, Marcy wanted a high salary and corporate position, but now she wants something different. She wants to be part of something that will grow and she enjoys the flexibility a small firm offers. In addition, she is involved in decision making, so she almost feels like it's her own company. These differing needs represent steps in

Maslow's need hierarchy

involves measuring, tracking, or otherwise verifying progress and ultimate performance.

Monitoring performance

What are several demographic trends creating an increasingly diverse workforce?

More women are breaking through the glass ceiling, but must now navigate a labyrinth on their path to career success. Racial groups are encountering a glass ceiling and perceived discrimination.

represents psychological processes that underlie the direction, intensity, and persistence of behavior or thought.

Motivation

Josh runs into heavy traffic every day while driving to work. Yesterday, he left home earlier than usual and did not run into heavy traffic. Again, today, he left earlier and avoided heavy traffic. His behavior of leaving earlier enabled him to avoid heavy traffic and reach the office on time. In which of the following processes did Josh engage?

Negative reinforcement

also strengthens behavior, but by contingently withdrawing something displeasing.

Negative reinforcement

Sales quotas and piecework are being measured using ___ goals

Objective

is learned when one "operates on" the environment to produce desired consequences.

Operant behavior

include such factors as seniority, job title, and work location.

Organizational dimensions

____ is the popular term for linking monetary incentives with results or accomplishments

Pay for performance

link at least some portion of one's pay directly to results or accomplishments.

Pay-for-performance incentives

is a cognitive process that allows us to interpret and understand our surroundings

Perception

refers to a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

Performance management

represents a stable set of characteristics that is responsible for a person's identity.

Personality

is the process of strengthening a behavior by contingently presenting something desirable.

Positive reinforcement

focus on explaining the process by which internal factors and situational characteristics influence employee motivation.

Process theories of motivation

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences.

Psychological safety

is the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something desirable.

Punishment

can be distributed based on results, behavior and actions, or nonperformance considerations.

Rewards

proposes that three innate needs must be satisfied for people to flourish: the need for competence, the need for autonomy, and the need for relatedness.

Self-determination theory

is based on recognition that the firm's markets and constituencies are culturally diverse.

The access-and-legitimacy perspective

reflects one's tendency to attribute another person's behavior to his or her personal characteristics rather than to situational factors.

The fundamental attribution bias

represents one's tendency to take greater personal responsibility for success than for failure.

The self-serving bias

In __________ , assumptions are negative and represent the traditional perceptions of employees.

Theory X

challenges managers to adopt a more positive, developmental approach to employees.

Theory Y

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance.

Total rewards

A successful performance management system produces the desired outcomes and is mindful of potential undesirable side-effects of rewarding the wrong behaviors.

True

According to Kelley, people attribute behavior to external causes when they perceive high consensus, high distinctiveness, and low consistency.

True

According to the self-determination theory, a manager should provide tangible resources, time, contacts, and coaching to improve employee competence.

True

Affirmative action programs are perceived negatively by some and may negatively affect the very people they are trying to help.

True

Behavior modification and reinforcement techniques can be applied to provide appropriate consequences

True

Brenda has two exams and a research paper scheduled within the next 10 days. She creates a study plan in which she studies an hour a day for each exam and devotes an additional 90 minutes to her research paper. On Tues and Wed, Brenda is invited to go out with her friends. Instead, she stays at home and sticks with her study plan because she knows it will help her learn more efficiently. (T or F)

True

Common stereotypes involve gender, race, and age.

True

Companies have used a variety of actions to respond to emerging challenges of managing diversity related to sexual orientation, changing customer demographics, women, Hispanics, educational attainment, an aging workforce and generational differences.

True

Despite the potential advantages of effective PM, the majority of managers and organizations do a poor job of managing employee performance.

True

Diversity climate is positive when employees view the organization as being fair to all types of employees.

True

Effective coaching is developmental, has specific performance goals, and typically involves considerable self-reflection, self-assessment, and feedback.

True

Employees' evaluations of leader effectiveness are influenced by their categorical knowledge of what constitutes good and poor leaders.

True

External influences are individual differences that we have the ability to influence.

True

Faulty perceptions about performance can lead to inaccurate performance appraisals.

True

Georgia, one of your employees, appears to be motivated by a high need for achievement. Therefore, as her manager, you should put her in charge of projects.

True

I-deals represent employment terms individuals negotiate for themselves, and they can take a myriad of forms from flexible schedules to career development.

True

Involving employees in the design, selection, and assessment of rewards programs increases the chance that the rewards provided will be perceived as fair and valuable.

True

It is important to monitor and evaluate both progress toward the final goal and the ultimate level of goal achievement.

True

Negative feedback can have a positive motivational effect (T or F)

True

Negative feedback can have a positive motivational effect, but it can also damage self-efficacy.

True

People tend to perceive and recall positive feedback more accurately than they do negative feedback.

True

Performance evaluation can be hindered by perceptual errors that influence how information is evaluated.

True

Research does not support the two-factor aspect of Herzberg's motivator-hygiene theory.

True

Spot rewards, variable rewards/bonuses, and celebrations are techniques managers can use to provide appropriate consequences.

True

The function of performance management processes include guiding employee development and making employee-related decisions (True or False)

True

The majority of work organizations rely on fixed intervals of reinforcement.

True

The negativity bias tends to make us notice bad things more than good things.

True

There are generational differences in the workforce, and the workforce is getting older.

True

Using multiple raters with a 360-degree feedback system can help to improve the accuracy of performance evaluation.

True

in order to fit a situation, a manager should consider creating behavioral, objective, or task/project goals as appropriate (T or F)

True

schedules produce the strongest behavior that is most resistant to extinction

Variable ratio and variable interval

According to ____________ , the strength of a tendency to act in a certain way depends on the strength of an expectancy that the act will be followed by a given consequence and on the value or attractiveness of that consequence to the individual.

Vroom's expectancy theory

In his _______________ , David McClelland contends that people differ in the extent to which they possess needs for achievement, affiliation, and power.

acquired needs theory

_______ is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.

affirmative action

We build stereotypes through a four-step process. Which of the following is not part of the process?

appraisal

ABC Airlines hires flight attendants from diverse backgrounds and puts them through an extensive training and orientation program before they are approved to fly. In addition to learning about responding to medical issues and FAA guidelines, they also must learn the company's many rules and processes as contained in an extensive procedures and policies manual. ABC Airlines is adopting a(n) __________ option for managing diversity.

assimilate

Organizations encounter a variety of _______ when attempting to implement diversity initiatives.

barriers

the law of effect states that

behavior with favorable consequences tends to be repeated

In a ___________ to job design, employees proactively change or redesign their own jobs, thereby boosting their own motivation and engagement.

bottom-up approach

Stereotyping is a four-step process that begins by

categorizing people into groups according to various criteria.

Person perception is influenced by three key components:

characteristics of the perceiver, characteristics of the target, and characteristics of the situation

Dr. Davis, an accounting professor, was concerned that his classes were not engaging his students as much as he would like. He asked his boss, the department chair, and two of his colleagues to sit in on one of his classes this term, to give him comments and suggestions for improvement. He also passed out forms to his students at the end of the term, asking the same. He was __________.

conducting 360 degree feedback process

To make attributions, we gather information along three behavioral dimensions:

consensus, distinctiveness, and consistency

Camilla, a manager, notes that while Wilhelm's written reports are very thorough and accurate, his oral presentations are not effective. Camilla is looking at

consistency

There are two broad categories of reinforcement schedules:

continuous and intermittent.

A ________________ reinforces every instance of the target behavior.

continuous reinforcement schedule

Which of the following is not included in the monitoring step of performance management

deciding how to measure performance

Professor Jones learns that faculty members in another college with the same degree, years of teaching experience, and publication record are making significantly more money than he is. He considers this unfair. He is reacting to _________ justice.

distributive

The millennial generation is described as

entitled, civic-minded, closely involved with parents.

The key elements in __________ are inputs, outputs, and comparison.

equity theory

The need for prestige and reputation is part of the need for

esteem

Rachel gets her midterm grades and finds that she has a 2.4 in OB. She expected a better grade point average to date. Rachel is ___ her performance.

evaluating

Which of the following is not a process theory of motivation?

expectancy

Marion will receive a promotion and a raise if she completes a difficult assignment. This is an example of

extrinsic motivation

There are two types of motivation:

extrinsic motivation and intrinsic motivation

Pat and Chris are both computer programmers, but Pat earns more money than Chris. However, Chris perceives an equitable relationship because Pat

has more education and experience

John, a mid-level manager, noticed that all his subordinates were filling out their monthly reports incorrectly. He concluded that the report forms were too complicated and needed to be revised. On which type of attributional information is John's decision based?

high consensus

Key managerial considerations of person perception are for

hiring, performance appraisal, and leadership

With the third approach to job design,____________ , employees and individual managers jointly negotiate the types of tasks employees complete at work.

idiosyncratic deals (i-deals)

An interviewer's perceptions of how well an applicant fits the perceived requirements of a job may be made on the basis of

implicit cognition

Carrie goes out to lunch and orders a diet soda. If we consider _________, she is likely to prefer a salad for lunch.

implicit cognition

The goal of the Job Characteristics Model is to

increase intrinsic motivation in jobs.

If Otto views a situation as having low consensus, low distinctiveness, and high consistency, he is likely to make an attribution of

internal causes

Feedback serves two functions:

it is instructional, and it is motivational.

Thorndike formulated the ____________ which says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.

law of effect

CRF schedules are particularly useful when an employee is

learning a new skill

Tamara has been putting in a lot of overtime. Her supervisor keeps telling her that she will be rewarded. To that, Tamara has seen no charge in her status or pay. This reflects a

low instrumentality

Herzberg's _______________ proposes separate and distinct clusters of factors associated with job satisfaction (i.e., motivators) and dissatisfaction (i.e., hygiene factors).

motivator-hygiene theory

In his_____________ , Maslow proposed that motivation is a function of five basic needs arranged in a prepotent hierarchy: physiological, safety, love, esteem, and self-actualization.

need hierarchy theory

Wayne is on the production line for Medical Services Inc. He has been there for five years and has won Employee of the Month more than anyone else. Zander, his coworker, who has only been at Medical Services three years and hasn't even been nominated for Employee of the Month, just received a promotion. Wayne perceives a

negative inequity

Of the following, which is the most closely aligned with employees' perceptions of distributive justice?

organizational commitment

Equity theory has been expanded to include the concept of ______________ and its three components: distributive justice, procedural justice, and interactional justice.

organizational justice

Common sources of feedback include:

others, task, and self.

Alana looks at the clouds and sees flowers. Her brother, Sammy, looks at the same clouds and sees jellyfish. Alana and Sammy have different

perceptions

Common ________________ include halo, leniency, central tendency, recency effects, and contrast effects.

perceptual errors

The two basic types of goals are

performance and learning

There are two types of goals:

performance goals (target a specific end-result) and learning goals (strive to enhance knowledge or skill).

Step 2 in the PM process is

performance monitoring and evaluation.

Diversity may be divided into four layers:

personality, internal, external, and organizational dimensions.

Bettina will experience __________ if her outcome to input ratio is greater than that of a relevant comparison person.

positive inequity

Barney is late to work one morning, so he drives over the speed limit through a school zone. As a result, he gets pulled over by a police office and receives a ticket. The scenario is an instance of

punishment

Which of the following is not an example of a hygiene factor?

recognition

Skinner drew an important distinction between two types of behavior:

respondent and operant

Unlearned reflexes or stimulus-response (S-R) connections are called

respondent behavior

Step 3 in the performance management process is:

reviewing performance through feedback and coaching.

Melissa walks into her morning status meeting. She didn't have time for breakfast or even coffee. During the meeting, she is most likely to focus on

snacks and drinks because she is hungry and thirsty

Managers should set SMART goals—goals that are:

specific, measurable, attainable, results oriented, and time bound

Joyce finds that the members of the project team to which she has been assigned in her management class are all athletes on the college's football and basketball teams. She immediately considers dropping the class because she thinks her experience with that team will be negative. Joyce is likely to be reacting to a

stereotype

The self-serving bias states that we tend to

take more responsibility for success than failure

Nita is the office manager at a service station. Two applicants, Max and Tim, arrive to interview for the open mechanic's position. Max's clothes are dirty, his hair is unwashed, and he doesn't make eye contact when he gives Nita his name. Tim dresses in clean jeans and a nice shirt, is shaved, and shake Nita's hand when he introduces himself. After the interview, Keith the head mechanic, asks Nita what she thought. Both men have the skill set needed for the position. Nita recommends Tim. She is responding to her perception of

the target

Implicit cognition is

thoughts or beliefs that are automatically activated from memory without our conscious awareness.

Step 1 in the PM process is

to define performance expectations and set goals.

Step 4 in the performance management process is

to provide consequences by administering rewards and punishment.

With __________ to job design, managers change employees' tasks with the intent of increasing motivation and productivity.

top-down approaches

There are three approaches to job design:

top-down approaches, bottom-up approaches, and idiosyncratic deals (i-deals).

In step three of stereotyping,

we form expectations of others and interpret their behavior according to our stereotypes.

In step two of stereotyping,

we infer that all people within a particular group possess the same traits or characteristics.

In McClelland's acquired needs theory,

we learn needs as we live our lives.