Chapter 6 Motivating Others (Multiple-Choice)

The flashcards below were created by user juyuan on FreezingBlue Flashcards.

  1. After interviewing a candidate for a job, the interviewing manager decides that he likes the candidate. He finds his personality exceptional. When the manager refers to the candidate's personality, to what is he referring?
  2. Aptitude is (1) the native skills and abilities a person brings to the job, (2) the physical and mental capabilities of a person, and (3) the personality characteristics a person has for people-oriented jobs. Which statements are correct?
    All three statements are correct.
  3. You have observed Sally's performance for a few months. There is no doubt about her effort; it is evident she tries very hard. However, there doesn't appear to be any improvement in her performance since you have been watching. What should you conclude?
    This is an ability issue.
  4. When asking if an employee's poor performance is due to lack of ability or lack of motivation, a supervisor should consider (1) the difficulty of the task, (2) whether the employee is trying or not, and (3) how the employee's co-worker, who has similar ability and motivation, is doing on the job. Which statements are correct?
    Only statements 1 and 2 are correct.
  5. If you are trying to determine whether a person's performance is related to a lack of ability or motivation, what should you be concerned about?
    Be concerned with how much improvement the individual has made over time
  6. If you saw your manager retreat to his technical specialty and continually focus on how things were done in the past, what would this signal?
    The manager's ability has deteriorated.
  7. Having determined that June's poor work performance is related to a lack of ability, what is the first question you should ask?
    Does June have the resources to do the job?
  8. Once a manager has determined that the reason for the poor performance is due to a lack of ability, in what order should the manager explore options?
    Determine if the resources are adequate, (2) retrain the individual, and (3) redesign the job.
  9. When poor performance is due to an employee's lack of ability, what is the least threatening option?
  10. Assume George is a poor performer. You have already provided the necessary resources and training he needs to do the job, yet his performance continues to decline. What is the next step?
    Redesign the job
  11. Assume Carrie is a poor performer. You have already provided the necessary resources, redesigned her job, and provided her with training, yet her performance is lacking. What is the next step?
    Reassign Carrie to another position
  12. Your boss tells you, "People want to do a good job. Think about this. Do you know anyone who takes a career job and says, 'I think I'll just sit here and not do any work until they tell me what to do'? No, most people want to work and assume responsibility. So, why is it that people become unmotivated?"
    Your boss has a Theory Y outlook.
  13. Your boss remarks, "The key to an effective motivational program is that it must increase both job satisfaction and work productivity. How should you respond?
    "Yes, I agree."
  14. You have recently noticed that your employees seem to be either requesting or demanding favors from management. More importantly, performance has been flat during that same time. Potentially, which style of management has been employed?
  15. What is a management style that offers no direction or priorities for the employees?
  16. The book lays out a step-by-step program for an effective motivational program. If a manager has a Theory X outlook, would he/she buy into this program?
  17. Assumptions underlying the elements of an effective motivation program are (1) employees don't want to work hard or assume responsibility, (2) establish easy goals first, and (3) make sure the program discriminates between high performers and low or average performers. Which statements are correct?
    Only statement 3 is correct.
  18. Mary has decided to set the following goal: To do the best she can in her management class this semester and to keep up with the readings. Mary's goal satisfies which criteria?
    Being consistent
  19. Morgan has decided to set the following goals: To earn an A in her management course this semester, to make the dean's list, and to not only keep up with the readings but to contribute something to the class discussion each time. What criteria have Morgan's goals satisfied?
    All the answer choices are correct.
  20. You received your Ph.D. from a prestigious state university that had competitive admissions, where students graduated in the top 10 percent of their high school class, and where both students and teachers had high expectations for the student. You now teach at an open admissions school. Students here graduated anywhere from the bottom 10 percent to the top 10 percent. What expectations should you have for these students?
    The same as, the past is the pasthigh expectations generate high performance
  21. An effective goal program has goals that are specific, consistent, and appropriately challenging. What is missing?
  22. What is the management philosophy the textbook promotes?
    The manager is a facilitator, much like an offensive lineman who clears obstacles away that confront employees.
  23. You paint the eyes on Barbie dolls, a job you have performed for three years. The task is fairly easy and very structured (only three colors and there is only one place to paint them). What do you need from management?
    Very little advice and instruction
  24. According to the path-goal theory of leadership, the level of involvement by a manager is dependent on (1) the subordinate's desire for autonomy, (2) how structured the task is, and (3) how much help is already available from the organization. Which statements are correct?
    All three statements are correct.
  25. According to the path-goal theory of leadership, if the task structure is low, what should management involvement with employees be?
    High, because management involvement will be seen as both constructive and satisfying.
  26. The situation has high task structure, the employees have experience, and there are strong group norms. What would be the appropriate management involvement?
    Less involved high involvement is not necessary or expected.
  27. You are a sales manager. One of your salespeople is named Reggie. He has 10 years of experience and appears to be very capable. He rarely calls you, and sales in his district are always good. You know sales lacks routine and one could say the tasks change from day to day. What type of management involvement does Reggie need?
    Low involvementReggie's desire for autonomy, his experience, ability, and task mastery are all high.
  28. According to the path-goal theory of leadership, the level of involvement a manager utilizes should (1) be the same for all employees in the department, (2) be either low or high management involvement regardless of the circumstances, and (3) not be influenced by subordinates' expectations. Which statements are correct?
    None of the statements is correct.
  29. Three simple questions that a manager should ask his or her employees periodically are (1) What are you doing and why? (2) What do you enjoy the most/least? and (3) What can I do to help you do your job better? Which statements are correct?
    Questions 2 and 3 are correct.
  30. What should effective motivational programs do in terms of offering rewards?
    Make a distinction between workers based on performance regardless of effort
  31. LaTasha is a high performer. Recently, her organization has begun to provide recreational facilities, an on-site day care, and stock options for all employees. What is wrong with these new programs? Will they likely motivate LaTasha to a higher level of performance?
    No, they won't motivate her. They are group rewards not tied to her performance,
  32. All of the following are methods firms are using to establish closer connections between individual performance and pay except which of the following?
    Linking pay increases for all employees to a specified percentage increase in productivity
  33. What guideline should a firm follow to attain the greatest motivational impact from a new awards programs?
    Use awards infrequently
  34. The financial officer at Stocks R Us demands that his brokers take risk in their stock suggestions. Recently, he had to reduce the portfolio of a broker who missed the mark on a stock (the stock went down). "I must punish undesirable behaviors," he thought to himself. What will the financial officer's actions do?
    Reinforce undesirable behaviors in his brokers
  35. A manager who encourages initiative by reminding employees that their failure means organizational failure should do something different. What should he do?
    Imply his joint stake in the work failure
  36. What is a possible response of a manager to behaviors exhibited by employees?
  37. What does the rewarding approach to changing behavior involve?
    Linking desired behaviors with employee-valued outcomes
  38. An employee's performance is at a level that is not desirable. After reprimanding, what should you do next?
    Describe the behaviors you expect
  39. When a manager keeps expectations higher than his subordinates' best performance and continually informs them that with a little more effort they can do it, what will the subordinates likely do?
    Probably burn out because although they try, they never reach the shifting expectations
  40. When an employee does not perform at the level you had hoped, what steps (in order) should you take to extinguish the unacceptable behavior and replace it with an acceptable one?
    Reprimand, redirect, reward
  41. An employee is late to work. This is her first time. What should you do first?
    Talk to her about how tardiness is not a behavior you accept.
  42. In the process of trying to improve your employee's behavior, you say to her, "What I'd like to see you do is contact each of your clients personally before you begin to enforce a policy change. That way, no one is surprised. Will you do that next time?" Which of the guidelines for improving behavior have you just followed?
  43. When transforming acceptable into exceptional behavior, what should a manager do?
    Reward each level of improvement
  44. What is praise from a boss?
    Extrinsic outcome
  45. If you feel that you have an interesting and fulfilling job, you are experiencing what type of motivation?
    Intrinsic motivation
  46. A manager remarks, "No matter how many external rewards we give our employees, if they find the work to be uninteresting and unfulfilling, performance will suffer." Should you agree or disagree with your boss?
  47. You paint the eyes on Barbie dolls. This is all you do. What you do has little impact on other jobs in your work unit. In this job, what will you likely experience?
    A low level of meaningfulness of work and low internal motivation
  48. A college professor believes her teachings in her management course influence the lives of her students. Which core job dimension is demonstrated?
    Task significance
  49. Which of the following job changes results in increased autonomy, task identity, and feedback?
    Established client relationships
  50. The likelihood a reward will actually reinforce a specific performance-enhancing behavior depends on the extent to which the reward recipient (1) actually values the specific reward, (2) believes the reward allocation process was handled fairly, and (3) receives the reward in a timely manner. Which statements are correct?
    All the statements are correct.
  51. According to the hierarchical needs model, needs are organized into which hierarchy?
    Physiological, safety, belongingness, esteem, and self-actualization
  52. According to the manifest needs model, needs are organized into which hierarchy?
    Achievement, affiliation, and power
  53. Which of the following does not apply to individuals with high institutional power needs?
    They enjoy work and accomplishing tasks in a random manner.
  54. If you were designing a reward program for your employees, what assumptions could you make?
    That a cafeteria-style incentive program would probably be successful
  55. What did one research study on computer programmers suggest about what programmers wanted to be rewarded for and what managers thought programmers wanted to be rewarded for?
    Their views were differentprogrammers valued rewards that were controlled by their immediate supervisors, for example, praise.
  56. A manager at a local fast-food restaurant decides to motivate all his employees by allowing them to eat the food free of charge. Will this reward motivate employees?
    This might work for some employees, but it might not work for others.
  57. In equity theory, what is important?
    Social comparison of rewards and efforts
  58. Gambling uses which form of the reward reinforcement schedule?
    Partial reinforcement
  59. What is an overall conclusion related to motivation?
    If people do not work hard, it is because they do not believe rewards are related to hard work.
  60. What is an overall conclusion related to motivation?
    Both the employee's satisfaction and performance should be of equal importance to the manager.
Card Set
Chapter 6 Motivating Others (Multiple-Choice)
Developing Management Skills, 8e (Whetten/Cameron) Chapter 6 Motivating Others (Multiple-Choice)
Show Answers