MGMT 321 Quiz Study Set II

During an economic downturn when businesses must cut​ expenses, managers must be creative in motivating employees. Which one of the following would most likely motivate surviving employees to sustain their effort following a layoff of their fellow​ employees? A. Asking employees for their input on important issues. B. Cutting the salaries of the senior managers. C. Monitoring employee behaviors closely to reduce social loafing. D. Offering survivors a bonus if they remain with the company until the economic downturn ends. E. Increasing the budget for the annual Christmas party so survivors get more expensive gifts.

A. Asking employees for their input on important issues

​____________ is a strong motivator for contingent workers. A. The prospect of permanent employment B. Greater interaction with permanent employees C. The opportunity to present at national conferences D. Respect from permanent workers E. Increased decision making authority

A. The prospect of permanent employment

Jared eagerly agreed to edit the employee handbook but procrastinated until the evening before he was to submit his work. Then he skimmed the​ handbook, overlooking many errors and failing to evaluate each policy as he was instructed. Jared lacked​ ___________. A. energy B. direction C. attitude D. rewards E. persistence

A. energy

In the job characteristics​ model, task significance is the degree to which the​ ___________. A. job affects the lives or work of other people B. employee is committed to the job C. employee participated in determining the tasks D. execution of the tasks is effective E. job requires a variety of activities

A. job affects the lives or work of other people

The Michigan studies found that​ ____________. A. job satisfaction is higher when the leader developed relationship with employees and took care of their needs B. leadership style​ didn't matter so long as the leader kept the workers focused on their tasks C. while employees preferred an​ employee-centered leader, their output declined under such a leader D. democratic leadership was preferred by the majority of workers E. leaders who emphasized production were more likely to be respected by their followers

A. job satisfaction is higher when the leader developed relationship with employees and took care of their needs

The Iowa State studies focused on the​ _____________. A. leadership styles of​ democratic, autocratic, and​ laissez-faire B. amount of concern the leader had for​ his/her followers C. emphasis placed on getting work done D. amount of latitude the leader had when determining how work was done E. amount of instruction and explanation given to followers

A. leadership styles of​ democratic, autocratic, and​ laissez-faire

Motivation is​ a(n) ____________. A. process B. theory C. attitude D. model E. paradigm

A. process

Solomon uplifts the spirits of his​ employees, making them believe they can accomplish anythinglong dash—and some have reached levels of performance they thought impossible. He has the lowest turnover of any department in his company. Solomon is a​ ___________ leader. A. transformational B. supportive C. transactional D. delegative E. participative

A. transformational

According to​ Herzberg, __________ factors are related to job​ satisfaction, while​ ___________ factors are related with job dissatisfaction. A. ​motivators; hygiene B. ​achievement; affiliation C. ​self-actualization; safety D. Theory​ Y; Theory X E. ​esteem; physiological

A. ​motivators; hygiene

Star workers and star athletes share a high need for​ ______________. A. esteem B. achievement C. affiliation D. safety E. power

B. achievement

His followers have a real issue with Charles. He will say one thing to his crew but tell a different story to his supervisor. Later he will deny having said what his followers heard. He rarely keeps his promises but must rely heavily on his followers to cover his mistakes. Charles lacks​ __________ as a leader. A. a need for affiliation B. credibility C. emotional intelligence D. a need for achievement E. openness to new experiences

B. credibility

The way work tasks are combined into jobs is known as​ __________. A. job specification B. job design C. job analysis D. job enrichment E. job enlargement

B. job design

According to the managerial​ grid, _____________. A. leaders who showed a greater concern for production than for people were promoted at a greater speed than those showed a greater concern for people B. leaders performed best with a high concern for people and a high concern for production C. followers would not support a leader who showed a balanced concern for both production and people D. a​ middle-of-the-road leadership style was least effective E. most successful leaders exercised a concern for production more than a concern for people

B. leaders performed best with a high concern for people and a high concern for production

Martha, the office​ gossip, would like to be promoted. She is technically skilled but has not earned the trust of her peers. Your advice to her would be to​ _______________. A. tell the truth B. maintain confidences C. be open to new experiences D. learn new skills E. speak your feelings

B. maintain confidences

Before the Ohio and Michigan​ studies, researchers​ believed___________. A. leaders shared a set of traits​ non-leaders did not possess B. there was one right way to​ lead; all other ways were wrong C. leadership was​ unnecessary; managers were hired to​ manage, not to lead D. leaders were​ born, not made E. the attention placed on leadership was​ misplaced; the power rested with the followers

B. there was one right way to​ lead; all other ways were wrong

​"Come with me on a journey into the future. We will change the way people interact with each other and with their environment. The world will be a better place because of the products we will​ produce." These are statements likely made by​ a(n) _______________ leader. A. transformational B. visionary C. situational D. charismatic E. transactional

B. visionary

The key elements of motivation are​ ________________. A. ​attitude, behavior, and direction B. ​energy, direction, and persistence C. ​cognition, learning, and persistence D. ​energy, attitude, and behavior E. ​sustainability, cooperation, and rewards

B. ​energy, direction, and persistence

Situational leadership theory focuses on the​ ______________ because​ ________________. A. ​organization; the culture of the organization determines what is and is not acceptable behavior B. ​followers; they are the ones who accept or reject the leader C. ​position; acceptable behavior is defined by the level of the leader in the organization D. ​situation; that is what determines the effectiveness of the leader E. ​leaders; they control the situation

B. ​followers; they are the ones who accept or reject the leader

Carlos is looking for someone to replace​ Ted, who has​ retired, as supervisor of the sidewall department. He has a few good internal candidates so the choice is not an easy one. He asks your​ advice, so you tell him to look for the candidate with a​ _______ need for​ _______________. A. ​low; self-actualization B. ​high; power C. ​low; satisfaction D. ​high; esteem E. ​low; safety

B. ​high; power

​___________ studied in the Ohio State research is similar to the​ ___________ studied in the Michigan research. A. Concern for​ people; concern for production B. ​Laissez-faire style; employee orientation C. Initiating​ structure; production orientation D. Employee​ orientation; consideration E. Team​ style; country club style

C. Initiating​ structure; production orientation

Betsy is a social butterfly at work. She frequently leaves her work station to visit friends in other areas. She has befriended most of her coworkers on social media and volunteers to help with every social event the company offers. According to​ McClelland, Betsy is high in need for​ ____________. A. esteem B. power C. affiliation D. achievement E. recognition

C. affiliation

One important premise of​ Fiedler's contingency model is​ ____________. A. leaders who focus on production more than relationships need not worry about the situation factors B. followers will naturally prefer leaders who are​ employee-oriented C. a​ person's leadership style does not change D. leaders are able to adjust their leadership style to fit the situation E. two contingency variables exist along with three leadership​ styles, resulting in six total combinations

C. a​ person's leadership style does not change

Tanya was disappointed when she realized she would have to earn a​ Master's degree if she wanted to move up in the company. As a busy single mother of three​ school-aged children, there was simply no room for more college in her life. So Tanya decided to ignore the goal. In this​ instance, there is no​ _________. A. feedback from the supervisor B. internal locus of control C. commitment to the goal D. supportive national culture E. ​self-esteem

C. commitment to the goal

Janet believes she is a highly motivated employee. She stays busy but​ doesn't seem to accomplish much. Her supervisor tells her she has trouble prioritizing her work. Janet may lack​ ____________. A. sustainability B. energy C. direction D. attitude E. cognition

C. direction

For​ open-book management to be​ effective, ___________. A. the employer must be a publicly traded corporation B. employees must have​ post-secondary education C. employees must be able to understand the​ company's financial statements D. the organization must not use contingent workers E. all other rewards systems must be perceived as equitable

C. employees must be able to understand the​ company's financial statements

The results of job redesign to incorporate​ Hackman's and​ Oldham's model are more strongly positive when the person in the job has a high need for​ ___________. A. power B. feedback from the supervisor C. growth D. affiliation E. new experiences

C. growth

Frank​ wasn't concerned when he missed another day of work because he knew others had missed more time and were allowed to appeal the disciplinary action of the supervisor. Imagine his surprise when he was dismissed for excessive​ absenteeism! Frank was not allowed to appeal the decision. Frank believed his situation lacked​ ________________. A. administrative precedent B. equity C. procedural justice D. expectancy E. distributive justice

C. procedural justice

McD's Corp. encourages its employees to participate on one of the many internal athletic teams it sponsors​ because, among other​ reasons, it discovered that participants were less likely to resign. Abraham Maslow would suggest these participants were fulfilling their​ ___________ needs. A. ​self-actualization B. safety C. social D. esteem E. physiological

C. social

Dr. Weiss is a research scientist with a major pharmaceutical company. In his position he has great flexibility in determining his research projects but he is expected to work toward certain organizational goals. He has presented five technical papers to his national professional group and received high praise for his work. According to the​ path-goal theory, Dr. Weiss would respond best to​ a(n) ________ leadership style. A. directive B. ​laissez-faire C. ​achievement-oriented D. participative E. supportive

C. ​achievement-oriented

In which one of the following situations is​ goal-setting theory likely to be most​ effective? A. When Bill and his boss set his goals for the coming​ year, Bill was elated that they were not going to be difficult to achieve. B. Marci​ hasn't heard a peep from her supervisor since she agreed on her goals for the​ year, despite submitting progress reports. C. ​Melinda's boss congratulated her on a job well done during the past year and encouraged her to keep up the good work. D. Boyd keeps track of his progress toward the goals he set with his manager. E. ​Margaret's supervisor told her what her goals would be for the coming year. Margaret believes the goals are a bit challenging

D. Boyd keeps track of his progress toward the goals he set with his manager.

According to​ Robbins' definition, which one of the following would he consider a​ leader? A. Ruby is the secretary in a small insurance office. B. Emerald is an independent real estate broker who maintains her own office. C. Opal is the only person in the quality department. D. Jewel is a respected group leader in the plumbing department. E. Garnet is the production worker the other people in her department turn to for advice.

D. Jewel is a respected group leader in the plumbing department

​"If you​ don't watch them like a​ hawk, they'll stop​ working, go sit in the air​ conditioning, send texts on their phoneslong dash—do anything but​ work!" according to​ Stan, a supervisor of molders in an iron foundry. Stan agrees with​ _______________. A. Theory Z B. the theory of learning C. the​ two-factor theory D. Theory X E. Theory Y

D. Theory X

In some instances the actions of leaders​ don't matter because​ _________. A. in a team​ environment, leaders are superfluous B. in a global​ organization, leaders​ can't be everywhere and have little influence C. the effects of the marketplace neutralize the actions of leaders D. characteristics of the work or the worker may substitute for formal leadership E. workers will do what they want regardless

D. characteristics of the work or the worker may substitute for formal leadership

People feel drawn to Collette as if by a magnet. She makes those around her feel indispensable to her​ "cause": a department that is the highest performing in the company. Her followers work hard to achieve their​ goals, knowing she will support them when they take calculated risks. Collette fits the description of​ a(n) _________ leader. A. ​achievement-oriented B. supportive C. directive D. charismatic E. transactional

D. charismatic

Attempts to identify a set of traits that distinguished leaders from​ non-leaders failed because​ __________. A. traits associated with leadership are distributed equally throughout the population B. leaders are​ made, not born C. traits associated with leadership are​ culture-specific D. these attempts ignored the interactions between leaders and their group members E. parental guidance and​ early-life experiences were more likely to determine whether a person later became a leader

D. these attempts ignored the interactions between leaders and their group members

​Jay's subordinates would follow him​ anywhere, do anything for him because they know he would protect them and their interests. They know he would not ask them to do anything he​ wouldn't do himself. Jay is deserving of his​ subordinates' ______________. A. honesty B. contempt C. obedience D. trust E. derision

D. trust

Caron turned down the extra project her boss offered because the pay for completing it was ten lottery tickets. Caron expected all the lottery tickets would be losers and she would have done the additional work for nothing. For​ Caron, the lottery tickets lacked​ ______________. A. expectancy B. distributive justice C. instrumentality D. valence E. equity

D. valence

Whether an employee is considered to be a​ leader, for the purposes of most research​ studies, depends on​ ____________. A. the degree of community involvement of the employee B. whether the employee is respected by​ his/her peers C. the​ employee's level on the organization chart D. whether the employee has managerial authority E. the​ employee's official title

D. whether the employee has managerial authority

Skill​ variety, task​ identity, and task significance contribute to the perception that the​ _________. A. job should be redesigned B. employee is in an unstable psychological state C. employee is underpaid D. work is meaningful E. employee is responsible for​ his/her own success

D. work is meaningful

In the Michigan​ studies, the behaviors of interest were​ __________ and​ _____________. A. ​structure; consideration B. ​quality-centered; quantity centered C. ​nurturing; commanding D. ​job-centered; employee-centered E. task​ completion; employee development

D. ​job-centered; employee-centered

A leader with strong position power who is​ relationship-oriented will be most effective when​ leader-member relations are​ _____________ and task structure is​ ___________. A. ​good; high B. ​poor; low C. ​weak; strong D. ​poor; high E. ​good; low

D. ​poor; high

The​ Army's motto of​ "Be All That You Can​ Be" is an example of​ ___________. A. physiological B. social C. safety D. ​self-actualization E. esteem

D. ​self-actualization

Reuben runs the fry station at a fast food joint. His manager asked him to mop the floors but Reuben​ doesn't want to despite knowing how and having performed this task before. According to Hersey and​ Blanchard, the manager should​ ___________. A. delegate the task to another worker B. sympathize with Reuben but make him do it anyway C. discipline Reuben for refusing to follow instructions D. tell Reuben he has no choice E. allow Reuben to share in the decision making

E. allow Reuben to share in the decision making

The common theme of the contingency theories is​ _________. A. each was trying to identify the best situation for a leader B. as long as the relationship with followers is​ positive, the situation is irrelevant C. each looked at leadership from the perspective of the follower D. they all assume that for a given​ situation, there is one best behavior the leader should display E. each seeks to define the best leadership style for different kinds of situations

E. each seeks to define the best leadership style for different kinds of situations

​"Intelligence will get you into the game of leadership but you need​ ____________ to stay in the game and advance in the​ organization," according to some leadership experts. In​ fact, without​ it, promotions are decidedly less likely. A. a​ strong, clear vision B. a mentor C. to be part of the​ in-group D. charisma E. emotional intelligence

E. emotional intelligence

Milton has written a technical paper that he will present at the national conference of his professional association. He expects to receive accolades for his work. Milton is working to satisfy his​ _________ needs. A. social B. affiliation C. safety D. physiological E. esteem

E. esteem

Marlin​ can't understand why​ Jacob, a recent college graduate in his early​ twenties, isn't performing up to​ Marlin's expectations. Marlin made sure the job was well structured with clear task definition. If Jacob is typical of his​ generation, he would prefer​ ____________. A. good interpersonal relations B. an annual bonus C. support from upper management D. more educational opportunities E. independence and a variety of experiences

E. independence and a variety of experiences

The main finding of the​ leader-member exchange theory is​ ____________. A. leaders and members engage in an exchange of favors B. leaders exchange some of their power for the cooperation from the members C. leaders determine in advance who will succeed and who will​ not, then invest their resources in those who will D. followers should seek to become like the leader if they wish to succeed E. leaders create​ in-groups and​ out-groups, with members of the​ in-group receiving greater rewards from the leader

E. leaders create​ in-groups and​ out-groups, with members of the​ in-group receiving greater rewards from the leader

Although personal traits may vary among​ leaders, _________ has consistently been associated with the process of leadership. A. high emotional intelligence B. ​problem-solving ability C. good communication skill D. charisma E. the desire to lead

E. the desire to lead

Americans expect that their pay and other rewards should reflect their efforts and performance. Employees in socialist countries believe their pay and rewards should also consider​ ___________. A. esteem needs B. task significance C. procedural justice D. their need for power E. their individual needs

E. their individual needs