MGT248 Final Exam

Prescriptive Approach to Leadership

(Leader-Member Exchange Theory) emphasizes that a leader should develop high-quality exchanges with all of her or his subordinates, rather than just a few stranger --> acquaintance --> mature partnership

Process-Based Theories of Motivation

1. Equity Theory 2. Expectancy Theory 3. Goal Setting Theory

The Expectancy Theory Implications for Managers

1. Expectancy 2. Instrumentality 3. Valence

Need-Based Theories of Motivation

1. Maslow's Hierarchy of Needs 2. McGregor's Theory X and Y 3. Herzberg's Two-Factor Theory 4. McClelland's Three-Needs Theory

Goal-Setting Theory Implications for Managers

1. Training to enhance ability 2. Interventions to enhance employee self efficacy 3. Interventions to promote a learning orientation

Bart knew he needed to get started on his project if he was going to meet the deadline. He knew what had to be done. He knew once he​ began, he would likely be able to finish. It was the starting part he struggled with. The element of motivation Bart lacked was​ _____________. A. direction B. energy C. persistence D. quality of effort E. self-discipline

Bart knew he needed to get started on his project if he was going to meet the deadline. He knew what had to be done. He knew once he​ began, he would likely be able to finish. It was the starting part he struggled with. The element of motivation Bart lacked was​ _____________. A. direction *B. energy* C. persistence D. quality of effort E. self-discipline

Ben is like the Energizer® bunnylong dash—​he's always doing something but hops from one task to another without really accomplishing​ anything, leaving a wake of unfinished tasks behind him. Ben could benefit from more​ ____________. A. persistence B. energy C. self-discipline D. direction E. quality of effort

Ben is like the Energizer® bunnylong dash—​he's always doing something but hops from one task to another without really accomplishing​ anything, leaving a wake of unfinished tasks behind him. Ben could benefit from more​ ____________. *A. persistence* B. energy C. self-discipline D. direction E. quality of effort

Cathy spends a lot of time each day on her work computerlong dash—an expected condition considering she works in accounting.​ However, an audit of her computer revealed she spends an average of five hours each day surfing the​ Web, shopping, and visiting with friends on social media sites. Cathy would be more productive if her motivation included more​ ____________. A. direction B. energy C. quality of effort D. self-discipline E. persistence

Cathy spends a lot of time each day on her work computerlong dash—an expected condition considering she works in accounting.​ However, an audit of her computer revealed she spends an average of five hours each day surfing the​ Web, shopping, and visiting with friends on social media sites. Cathy would be more productive if her motivation included more​ ____________. *A. direction* B. energy C. quality of effort D. self-discipline E. persistence

In determining whether to accept a special​ project, Oxana considered whether successful completion of the project would result in a reward. Oxana was considering the​ _________ of expectancy theory. A. distributive justice B. valence C. expectancy *D. instrumentality* E. equity

In determining whether to accept a special​ project, Oxana considered whether successful completion of the project would result in a reward. Oxana was considering the​ _________ of expectancy theory. A. distributive justice B. valence C. expectancy D. instrumentality E. equity

In his office Chris had posted his top three sales goals for this quarter. Every​ day, he would come in and be reminded of his goals. Each morning he would compare his current performance with his goals and get to​ work! Chris is displaying what element of​ motivation? A. Performance B. Persistence C. Action D. Direction E. Energy

In his office Chris had posted his top three sales goals for this quarter. Every​ day, he would come in and be reminded of his goals. Each morning he would compare his current performance with his goals and get to​ work! Chris is displaying what element of​ motivation? A. Performance B. Persistence C. Action *D. Direction* E. Energy

In the sales department Hal is constantly trying to bring in the highest revenue each quarter. Hal fully believes he is able to do​ this, no matter the hurdles. He continues to stay focused on the goal and puts in all his effort. Which of the following​ goal-performance contingencies is Hal​ leveraging? *A. Self-efficacy* B. Goal commitment C. Leadership D. Feedback E. National culture

In the sales department Hal is constantly trying to bring in the highest revenue each quarter. Hal fully believes he is able to do​ this, no matter the hurdles. He continues to stay focused on the goal and puts in all his effort. Which of the following​ goal-performance contingencies is Hal​ leveraging? A. Self-efficacy B. Goal commitment C. Leadership D. Feedback E. National culture

Individuals with a high need for​ ___________ tend to become the experts at their work. A. affiliation B. power C. equity *D. achievement* E. control

Individuals with a high need for​ ___________ tend to become the experts at their work. A. affiliation B. power C. equity D. achievement E. control

Jim never could trust his team. He knew that every time he was out of the office they would be loafing off and not getting their work done. He also knew that unless he watched them very​ carefully, the work they did do would be inadequate to reach the​ team's goals. Which of the following motivation theories best represents the way Jim might lead his​ team? A. Theory X B. Motivation factors C. Theory Y D. Hygiene factors E. Maslow's hierarchy

Jim never could trust his team. He knew that every time he was out of the office they would be loafing off and not getting their work done. He also knew that unless he watched them very​ carefully, the work they did do would be inadequate to reach the​ team's goals. Which of the following motivation theories best represents the way Jim might lead his​ team? *A. Theory X* B. Motivation factors C. Theory Y D. Hygiene factors E. Maslow's hierarchy

Michael has been out of school for three years now and is being promoted for the fourth time. He has put in lots of time and energy to meet each of his goals on his career path. His friends refer to him as the​ over-achiever! Which of the following needs would best describe​ Michael? A. Need for Rel B. Need for Achievement C. Need for Leadership D. Need for Power E. Need for Affiliation

Michael has been out of school for three years now and is being promoted for the fourth time. He has put in lots of time and energy to meet each of his goals on his career path. His friends refer to him as the​ over-achiever! Which of the following needs would best describe​ Michael? A. Need for Rel *B. Need for Achievement* C. Need for Leadership D. Need for Power E. Need for Affiliation

Nance is an hourly employee who just discovered a similarly situated​ co-worker is earning considerably more per hour. According to equity​ theory, Nance is likely to​ _____________. A. request that he be put on piece rate B. pay closer attention to the quality of his work C. complain to the supervisor that the​ co-worker is overpaid D. reduce his work effort to bring his​ inputs/outputs ratio more in line with his​ co-worker E. increase his effort so he can earn a raise

Nance is an hourly employee who just discovered a similarly situated​ co-worker is earning considerably more per hour. According to equity​ theory, Nance is likely to​ _____________. A. request that he be put on piece rate B. pay closer attention to the quality of his work C. complain to the supervisor that the​ co-worker is overpaid *D. reduce his work effort to bring his​ inputs/outputs ratio more in line with his​ co-worker* E. increase his effort so he can earn a raise

Pam loves her job. She starts her day every morning deciding on what the​ day's priorities will be and how she can get them done. There are very few constraints that Pam has to deal with in her job. Which of the following job characteristics is most motivating to​ Pam? A. Task significance B. Task identity C. Feedback *D. Autonomy* E. Skill variety

Pam loves her job. She starts her day every morning deciding on what the​ day's priorities will be and how she can get them done. There are very few constraints that Pam has to deal with in her job. Which of the following job characteristics is most motivating to​ Pam? A. Task significance B. Task identity C. Feedback D. Autonomy E. Skill variety

Rose knows the names of her​ employees' significant others and children and often asks about them. She makes sure all her employees have what they need to work safely and solicits their ideas about process improvements. According to the Ohio State​ study, we could say Rose is​ _________________. *A. high in consideration* B. low in concern for production C. low in consideration D. high in initiating structure E. low in initiating structure

Rose knows the names of her​ employees' significant others and children and often asks about them. She makes sure all her employees have what they need to work safely and solicits their ideas about process improvements. According to the Ohio State​ study, we could say Rose is​ _________________. A. high in consideration B. low in concern for production C. low in consideration D. high in initiating structure E. low in initiating structure

The definition of a leader is someone who can​ __________ others and who has authority. *A. influence* B. relate to C. guide D. inspire E. manage

The definition of a leader is someone who can​ __________ others and who has authority. A. influence B. relate to C. guide D. inspire E. manage

The early research into leader behaviors led to the conclusion that​ ______________. A. leadership is an innate​ quality; we're all born with the ability to lead B. leadership should be taught as part of a management degree C. leadership skills can be taught D. what leaders did was​ irrelevant; it's the followers who create organizational success *E. looking for a set of traits or behaviors common to all leaders was insufficient*

The early research into leader behaviors led to the conclusion that​ ______________. A. leadership is an innate​ quality; we're all born with the ability to lead B. leadership should be taught as part of a management degree C. leadership skills can be taught D. what leaders did was​ irrelevant; it's the followers who create organizational success E. looking for a set of traits or behaviors common to all leaders was insufficient

The major contribution of​ Herzberg's motivation-hygiene theory is​ ___________. A. the notion that dissatisfaction is the opposite of satisfaction was proven empirically B. motivation is the opposite of hygiene C. personal hygiene is more important to managers than to employees D. job context leads to greater satisfaction than job content *E. satisfaction and dissatisfaction are two different scales*

The major contribution of​ Herzberg's motivation-hygiene theory is​ ___________. A. the notion that dissatisfaction is the opposite of satisfaction was proven empirically B. motivation is the opposite of hygiene C. personal hygiene is more important to managers than to employees D. job context leads to greater satisfaction than job content E. satisfaction and dissatisfaction are two different scales

The one glaring flaw with the hierarchy of needs theory is​ _______________. A. it​ doesn't work B. it works only in collectivist cultures *C. there is no empirical evidence to support it* D. later research disproved this​ theory, making it obsolete E. once the employees find out about​ it, a manager cannot use it to motivate employees

The one glaring flaw with the hierarchy of needs theory is​ _______________. A. it​ doesn't work B. it works only in collectivist cultures C. there is no empirical evidence to support it D. later research disproved this​ theory, making it obsolete E. once the employees find out about​ it, a manager cannot use it to motivate employees

The​ self-efficacy of the​ goal-setting theory relates most closely to​ ___________ *A. the​ effort-performance linkage of the expectancy theory* B. persistence of motivation C. self-actualization of the hierarchy of needs D. a high need for affiliation E. distributive justice of the equity theory

The​ self-efficacy of the​ goal-setting theory relates most closely to​ ___________ A. the​ effort-performance linkage of the expectancy theory B. persistence of motivation C. self-actualization of the hierarchy of needs D. a high need for affiliation E. distributive justice of the equity theory

Thinking in terms of the job characteristics​ model, which one of the following situations would an individual find most​ motivating? A. Martin adds components to a computer motherboard that is then passed on to the next work station. The computer is tested after it is completely assembled much farther down the production line. B. Mildred performs one task about​ 3,000 times in an eight hour day for a phenomenal amount of money. C. No one has explained to Manuel why he has to tie red​ twist-ties on the bread bags on Thursdays and white ones on Friday. D. Mary's supervisor gives her very detailed instructions about how she wants the work to be​ done, leaving no latitude for Mary to deviate from those instructions. *E. Matt works independently with adults with developmental​ delays, sometimes working on activities of daily living and other times working on socialization skills.*

Thinking in terms of the job characteristics​ model, which one of the following situations would an individual find most​ motivating? A. Martin adds components to a computer motherboard that is then passed on to the next work station. The computer is tested after it is completely assembled much farther down the production line. B. Mildred performs one task about​ 3,000 times in an eight hour day for a phenomenal amount of money. C. No one has explained to Manuel why he has to tie red​ twist-ties on the bread bags on Thursdays and white ones on Friday. D. Mary's supervisor gives her very detailed instructions about how she wants the work to be​ done, leaving no latitude for Mary to deviate from those instructions. E. Matt works independently with adults with developmental​ delays, sometimes working on activities of daily living and other times working on socialization skills.

What the researchers in the Michigan study called​ employee-centered behavior, the researchers in the Ohio State study called​ _____________. A. management style *B. consideration* C. initiating structure D. concern for people E. employee-oriented

What the researchers in the Michigan study called​ employee-centered behavior, the researchers in the Ohio State study called​ _____________. A. management style B. consideration C. initiating structure D. concern for people E. employee-oriented

Which one of the following would satisfy the safety​ need? A. Irene keeps in touch with friends from former employment so she can use them as references if necessary. B. Dana continues to study piano even after winning the prestigious Van Cliburn competition. C. Alfred delivered a technical paper at a national conference of his professional group and was applauded for his efforts. D. John's supervisor tells​ him, "As long as your performance remains at this​ level, you'll have a job​ here." E. Gerardo bought a larger house so each child could have a room.

Which one of the following would satisfy the safety​ need? A. Irene keeps in touch with friends from former employment so she can use them as references if necessary. B. Dana continues to study piano even after winning the prestigious Van Cliburn competition. C. Alfred delivered a technical paper at a national conference of his professional group and was applauded for his efforts. *D. John's supervisor tells​ him, "As long as your performance remains at this​ level, you'll have a job​ here."* E. Gerardo bought a larger house so each child could have a room.

Why should managers be concerned with employee​ motivation? A. Gen Y employees have no work ethic. B. Research indicates the majority of workers are disengaged from their work. C. The Theory X people were​ right: employees​ won't work unless they are​ micro-managed. D. Research shows motivated managers are more popular than unmotivated ones. E. The​ managers' bonuses depend on it.

Why should managers be concerned with employee​ motivation? A. Gen Y employees have no work ethic. *B. Research indicates the majority of workers are disengaged from their work.* C. The Theory X people were​ right: employees​ won't work unless they are​ micro-managed. D. Research shows motivated managers are more popular than unmotivated ones. E. The​ managers' bonuses depend on it.

Yohnna had been told no several times and by several people as she was working to accomplish her goal. But no matter how many​ no's she​ heard, she would not give up until the goal was accomplished. Yohnna is displaying what element of​ motivation? A. Direction B. Action C. Energy D. Performance E. Persistence

Yohnna had been told no several times and by several people as she was working to accomplish her goal. But no matter how many​ no's she​ heard, she would not give up until the goal was accomplished. Yohnna is displaying what element of​ motivation? A. Direction B. Action C. Energy D. Performance *E. Persistence*

Job Characteristics Model

a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes

A Leader with an Autocratic Style

a leader that dictates work methods, makes unilateral decisions, and limits employee participation

A Leader with a Democratic Style

a leader that involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees.

Situational Leadership Theory

a leadership contingency theory that focuses on followers' readiness

Leader-Member Exchange Theory

a leadership theory focusing on the quality of the relationships between leaders and subordinates (in-groups and out-groups)

Open-Book Management

a motivational approach in which an organization's financial statements (the "books") are shared with all employees

McGregor's Theory X

a negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively

Social Needs

a person's needs for affection, belongingness, acceptance, and friendship

Physiological Needs

a person's needs for food, drink, shelter, sexual satisfaction, and other physical needs

Esteem Needs

a person's needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention

Safety Needs

a person's needs for security and protection from physical and emotional harm

McGregor's Theory Y

a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction

Leadership

a process of influencing a group to achieve goals

Pay-for-Performance Program

a variable compensation plan that pays employees on the basis of some performance measure

Job Enlargement

combining several simple jobs into one larger job

Charismatic Leaders

enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways

Motivators

factors that increase job satisfaction and motivation

Integrity

honesty and truthfulness

Self-Actualization Needs

include a person's need to become what he or she is capable of becoming

Employee Recognition Programs

include personal attention and expressing interest, approval, and appreciation for a job well done

Transactional Leaders

leaders who lead primarily by using social exchanges

Transformational Leaders

leaders who stimulate and inspire followers to achieve extraordinary outcomes

Position Power

one of Fiedler's situational contingencies; describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases

Task Structure

one of Fiedler's situational contingencies; describes the degree to which job assignments are formalized and structured

Expectancy Theory

proposes that employees act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual; one of the most comprehensive explanation on why and how employees are motivated

Equity Theory

proposes that employees compare what they receive from a job (outcomes) in relation to what they put into it (inputs), and then compare this input-outcome ratio with the input-outcome ratios of others

Herzberg's Two-Factor Theory (Motivation-Hygiene Theory)

states that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction

McClelland's Three-Needs Theory

states that three acquired needs (achievement, power, and affiliation) are major motives in work

Competence

technical and interpersonal knowledge and skills

Visionary Leadership

the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation

Empowerment

the act of increasing the decision-making discretion of workers

Trust

the belief in the integrity, character, and ability of a leader

Leader-Member Relations

the degree of confidence, trust, and respect employees have for their leader (

Skill Variety

the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents

Credibility

the degree to which followers perceive someone as honest, competent, and able to inspire

Autonomy (Job Characteristics Model)

the degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

Need for Affiliation

the desire for friendly and close interpersonal relationships

Need for Achievement

the drive to succeed and excel in relation to a set of standards

Consideration

the extent to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings

Need for Power

the need to make others behave in ways that they would not have behaved otherwise

Distributive Justice

the perceived fairness of the amount and allocation of rewards among individuals and which has a greater influence on employees' job satisfaction

Procedural Justice

the perceived fairness of the process used to determine the distribution of rewards, and tends to affect an employee's organizational commitment, trust in his or her boss, and intention to quit

Motivation

the process by which a person's efforts are energized, directed, and sustained toward attaining a goal

Goal-Setting Theory

the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals

Job Enrichment

the vertical expansion of a job by adding planning and evaluating responsibilities

Loyalty

the willingness to protect a person, both physically and emotionally

Openness

the willingness to share ideas and information freely

The Pygmalion Effect

where individuals can shape a person's attitudes and behavior to expectations, much like Pygmalion shaped the statue to become his idea of a perfect woman