Q&A Hero

Q: Which leadership style works best with an R1 type of follower?A) delegatingB) sellingC) tellingD) participating

Q: Which category of follower is considered to be able but unwilling to complete a task?A) R1B) R2C) R3D) R4

Q: Which category of follower is considered to be both unable and unwilling to complete a task?A) R1B) R2C) R3D) R4

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Q: Fiedler concluded that relationship-oriented leaders performed best when the situation was ________.A) highly favorableB) highly unfavorableC) either highly favorable or highly unfavorableD) moderately favorable or moderately unfavorable

Q: Fiedler concluded that task-oriented leaders performed best when the situation was ________.A) highly favorableB) highly unfavorableC) either highly favorable or highly unfavorableD) moderately favorable or moderately unfavorable

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Q: In a short essay, describe the University of Iowa leadership studies.

Q: In a short essay, identify and describe three traits associated with leadership.

Q: The big problem with the Managerial Grid is that it includes too many contingencies.

Q: A leader who ranks 9,9 in the Managerial Grid would have more concern for people than production.

Q: The University of Michigan studies suggested that the most successful leaders were production oriented.

Q: The Ohio State studies suggested that leaders who were high in structure and low in consideration were most successful.

Q: The behavioral theories of leadership became dominant around the early 1900s.

Q: The behavioral theories of leadership were developed in response to the failings of the trait theory to adequately explain and predict leadership.

Q: A major goal of behavioral leadership studies is to find ways to train people to be leaders.

Q: Trait research has given managers the ability to pick out the best leaders from a group.

Q: Having leadership traits alone is not useful for identifying who is likely to be a leader.

Q: Research has shown a distinct set of traits that distinguishes leaders from non-leaders.

Q: Trait theories of leadership focus on how leaders interact with their followers.

Q: What important determinant of leadership became the focus of leadership theories after the behavioral studies? A) Power B) Charisma C) The follower D) The situation

Q: The dual nature of leadership behaviors suggests that both ________ and ________ are important determinants of leadership. A) focus on work; focus on employees B) focus on traits; focus on behaviors C) situations; organizations D) followers; leaders

Q: Estban was rated a 5,8 on the managerial grid. A good way to describe Estban is ________. A) high in concern for both people and production B) high in concern for people, low in concern for production C) high in concern for people, moderate in concern for production D) low in concern for people, moderate in concern for production

Q: When it comes to using rewards to motivate employees, money is the only option that has been found to be effective.

Q: Open-book management programs motivate by giving employees a greater sense of ownership in the company.

Q: Professionals are best motivated by extra pay and promotion within the organization.

Q: Today's workplaces provide a wide range of scheduling options and benefits that allow employees more flexibility at work and allow them to better balance or integrate their work and personal lives.

Q: Telecommuting has been found to initially increase job satisfaction, but later satisfaction decreases and then levels off.

Q: Research shows that men and women value different levels of flexibility and autonomy in their jobs.

Q: During tough economic conditions, communicating and sharing more information with employees actually hurts motivation.

Q: Motivation theories do not work well in U.S. organizations because of the emphasis Americans place on individualism and achievement.

Q: During tough economic times, managers find that ________ work(s) best for motivating employees.A) de-emphasizing how employees work is tied to performanceB) fostering two-way communicationC) promotions in job status without increased payD) promises of future compensation

Q: Piece-rate pay plans, wage incentive plans, profit sharing, and lump-sum bonuses are examples of ________ programs.A) open-book managementB) employee recognitionC) pay-for-performanceD) rewards

Q: Compensation plans based on employee output or productivity are referred to as ________.A) pay-for-performance programsB) prize time programsC) equity plus methodsD) give-back programs

Q: Which of the following is NOT a common way that employee recognition programs recognize worker achievements?A) added worker responsibilitiesB) a partyC) a handwritten note of thanksD) a public announcement of achievement

Q: In employee recognition programs, employees accumulate points for things such as ________.A) recruiting new workersB) whistle-blowing on corruptionC) increased productivityD) not complaining about working conditions

Q: What is a recognized way for a manager to motivate low-skilled, minimum-wage employees?A) music in the workplaceB) employee recognition programsC) coercing low-performing employeesD) employee peer groups

Q: Open-book management encourages employees to ________.A) think like an ownerB) share their financial situations with managementC) make all top-level decisions for the organizationD) ignore the needs of the organization

Q: ________ can improve employee performance by sharing the financial circumstances of the organization with the employee.A) Pay-for-performanceB) Open-book managementC) Equity managementD) Contingency management

Q: Which of the following is NOT recognized as a way to motivate contingent workers?A) promise of permanent employment in the futureB) opportunity for trainingC) opportunity to develop marketable skillsD) opportunity to work alongside permanent employees

Q: Which of the following is thought to best motivate professionals?A) high payB) status and power within the organizationC) short hours and good working conditionsD) challenging problems and important work

Q: Which of the following describes the effect of flexible work arrangements on employees?A) increased job satisfactionB) a drastic decrease in job satisfactionC) a small decrease in job satisfactionD) a sharp increase in job satisfaction

Q: What is a potential disadvantage of telecommuting?A) lack of time for personal or family needsB) job satisfaction may decrease due to working hoursC) less time spent commutingD) casual dress

Q: ________ allow companies to accommodate the needs of workers with nonstandard family situations.A) Flextime and expanded workweeksB) Expanded workweeks and job sharingC) Flexible pay ratesD) Flextime, compressed workweeks, and job sharing

Q: In today's diverse workforce, which factor do managers need to focus on most to maximize motivation?A) controlB) well-organized workplaceC) flexibilityD) status and recognition

Q: In countries with high levels of uncertainty avoidance, which of the following would you expect?A) little acceptance of risk and high achievement needB) high acceptance of risk and high achievement needC) high acceptance of risk and low achievement needD) little acceptance of risk and low achievement need

Q: Across cultures, the need for achievement seems to correlate with which of the following?A) need for moneyB) acceptance of riskC) little acceptance of riskD) need for security

Q: One factor that seems to motivate workers across all cultures is seeking ________.A) high statusB) shorter working hoursC) interesting workD) easy work

Q: In which country is equity meant to closely link pay to performance?A) JapanB) United StatesC) GreeceD) Mexico

Q: Acme Corporation's management feels that employees could be more motivated by their jobs. The jobs were enriched earlier and some improvements were seen in motivation. Expectancy theory and goal-setting theory align well with American workers because American culture places a strong emphasis on ________. A) collectivism and achievement B) achievement and individualism C) individualism and high power distance D) low power distance and high uncertainty avoidance

Q: According to expectancy theory, managers should give all workers the same rewards.

Q: Vroom's expectancy theory would say that a worker with a higher expectation of performance will apply more effort to a job.

Q: Vroom's expectancy theory sees a link between effort and performance, performance and reward, and rewards and individual goals as the keys to motivation.

Q: Equity theory holds that employees who feel underpaid will decrease their level of effort and performance in response to feelings of inequity.

Q: Equity theory has three referent categories to which workers compare themselves: persons, systems, and self.

Q: In the JCM, autonomy and feedback are not core dimensions for a job.

Q: The job characteristics model, or JCM, holds that the three core job dimensionsskill variety, task identity, and task significancecombine to give work true meaning.

Q: Goal-setting theory shows that feedback from a superior provides better motivation than self-generated feedback.

Q: Goal-setting theory states that having specific goals improves performance.

Q: Acme Corporation's management feels that employees could be more motivated by their jobs. The jobs were enriched earlier and some improvements were seen in motivation. The Acme managers developed a program that allows the employees to have a large degree of freedom carrying out their jobs. Which core dimension are they providing? A) task significance B) autonomy C) task identity D) skill variety

Q: Acme Corporation's management feels that employees could be more motivated by their jobs. The jobs were enriched earlier and some improvements were seen in motivation. Acme managers explained how important their product was to the world economy. Which core dimension in the job characteristics model is this? A) skill variety B) task identity C) task significance D) autonomy

Q: Acme Corporation's management feels that employees could be more motivated by their jobs. The jobs were enriched earlier and some improvements were seen in motivation. Most jobs at Acme were redesigned to allow the employees to complete a whole and identifiable piece of work. This fits ________, a core dimension of the job characteristics model. A) skill variety B) task identity C) task significance D) autonomy

Q: Acme Corporation (Scenario)Acme Corporation's management feels that employees could be more motivated by their jobs. The jobs were enriched earlier and some improvements were seen in motivation.To increase the motivation through enrichment, Acme decides to increase the meaningfulness of the work. This might be done by ________.A) increasing skill varietyB) increasing autonomy of workersC) giving workers more feedbackD) giving workers less feedback

Q: The JCM is seen in the integrated model of motivation in that jobs that are designed around the five JCM dimensions ________.A) increase motivation because workers enjoy the work and autonomy they provideB) decrease motivation because the work is too easy to complete and the autonomy lacks structureC) increase motivation by applying pressure to employeesD) decrease motivation by giving employees too much autonomy

Q: In the integrated model for motivation as shown in the chapter reading, how do reinforcement theory and equity theory figure in?A) Appropriate rewards reinforce a high level of performance.B) Underrewarding results in "hungry" employees who will work harder.C) Overrewarding results in "satisfied" employees who will work harder.D) Reinforcement and equity theories do not influence motivation.

Q: In the integrated model for motivation as shown in the chapter reading, high achievers circumvent the entire sequence of steps for motivation because ________.A) they are motivated by the organization's assessment of their performanceB) they are internally motivated, not motivated by rewardsC) they are motivated by rewards only, not by internal factorsD) their only goal is domination

Q: The integrated model for motivation as shown in the chapter reading predicts strong motivation for an individual to perform when the reward is based on ________.A) seniority or years of service in the organizationB) personal favorites of top managersC) performance above all factorsD) likability of the worker