Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Business Development
Q:
Theory X assumes that people work hard when they ________.
A) are closely controlled
B) enjoy a sense of accomplishment
C) are not compensated
D) experience a sense of fairness
Q:
Theory Y assumes that people inherently ________.
A) are driven by fear
B) are unhappy
C) want to control their own destiny
D) don't trust one another
Q:
________ assumes that employees have little ambition, dislike work, and avoid responsibility.
A) Theory Y
B) Theory X
C) Self-actualization Need Theory
D) Belongingness Need Theory
Q:
Which of the following is a lower-order need in Maslow's hierarchy?
A) love
B) self-worth
C) independence
D) personal safety
Q:
The highest order need in Maslow's hierarchy is ________.
A) social esteem
B) social needs
C) self-monitoring
D) self-actualization
Q:
Maslow's hierarchical model ________.
A) has been validated by a number of studies
B) has never been validated by studies
C) has been validated by empirical studies
D) has been invalidated by intuitive means
Q:
The key to motivation, according to Maslow, is to identify ________.
A) higher-order needs first
B) a person's level in the needs hierarchy
C) lower-order needs last
D) a person's most important level in the needs hierarchy
Q:
Maslow believes that higher-order needs ________.
A) are satisfied externally
B) are satisfied first
C) are satisfied internally
D) are satisfied most often
Q:
Maslow argued that once a need is substantially satisfied, ________.
A) the next need becomes dominant
B) individuals no longer require that need
C) that need continues to be the primary motivation of an individual
D) it becomes a higher-order need
Q:
An individual who wants to buy a home in a neighborhood with a low crime rate is satisfying which need?
A) esteem
B) safety
C) physiological
D) self-actualization
Q:
According to Maslow, a person stranded on a desert island would ________ before he or she worried about making weapons.
A) look for other people
B) build a house
C) start a family
D) establish his or her status on the island
Q:
Maslow sees food as being on the same level of need as which of the following?
A) sex
B) companionship
C) self-esteem
D) personal safety
Q:
Maslow's theory is a hierarchy because ________.
A) all needs are equal
B) all needs are important
C) needs are satisfied sequentially
D) needs are never truly satisfied
Q:
About ________ of managers surveyed feel they do a good job of motivating their employees.
A) one-quarter
B) one-half
C) a little over half
D) three-quarters
Q:
Most U.S. employees are excited about their jobs.
Q:
A single individual can have high motivation in one situation and low motivation in another.
Q:
Persistence is the amount of drive and intensity a person applies to a task.
Q:
The three key elements in the definition of motivation are energy, direction, and achievement.
Q:
Motivation is a drive that some people have and others don't have.
Q:
Motivation is a process that leads to a goal.
Q:
The direction of an individual's motivation can be channeled to benefit ________.
A) only an organization
B) both individuals and/or organizations
C) only an individual
D) an individual's family only
Q:
Which element of motivation is a measure of intensity or drive?
A) direction
B) energy
C) persistence
D) achievement
Q:
Motivation is NOT ________.
A) a permanent personal trait
B) a process that leads to a goal
C) something that varies from situation to situation
D) something that requires a direction
Q:
In a short essay, describe how managers might motivate contingent workers
Q:
In a short essay, describe how managers might motivate professional workers.
Q:
Q:
In a short essay, describe and discuss the job characteristics model.
Q:
Q:
Q:
Q:
Q:
Q:
Members of an organization typically ________ the status of other organizational members.A) agree aboutB) disagree aboutC) cannot recognizeD) refuse to recognize
Q:
Asch could feel fairly confident that his results were legitimate because ________ pressured by the group.A) 35 percent of respondents gave wrong answers when they were notB) only 1 percent of respondents gave wrong answers when they were notC) only 1 percent of respondents gave wrong answers when they wereD) 90 percent of respondents gave wrong answers when they were
Q:
Asch's results are attributed to the tendency of people in groups to ________.A) try to distinguish themselvesB) go along with the packC) stand up for what they know is rightD) swim against the current
Q:
Asch's subjects were seen to give incorrect answers that they knew were incorrect in ________ of his studies.A) about halfB) more than halfC) about 35 percentD) about 90 percent
Q:
Asch was surprised most by finding that in some conditions, group members would provide information that they knew to be ________.A) slightly exaggeratedB) vagueC) wrongD) not fully substantiated
Q:
Solomon Asch carried out pioneering studies in understanding ________.A) group statusB) group rolesC) group sizeD) group conformity
Q:
Which of the following would be an example of a group norm?A) Company policies on absenteeismB) Acceptable ways of dressingC) Hiring policies prohibiting discriminationD) Rules against sexual harassment
Q:
Group norms typically are ________.A) grading systemsB) not very powerfulC) accepted standardsD) always set by leadership
Q:
Most workers learn what is expected as far as performance on the job from group ________.A) rolesB) sizeC) cohesivenessD) norms
Q:
Al is given two different "top priorities" from two different managers. Al is experiencing ________.A) role conflictB) role reversalC) efficiency conflictD) personal conflict
Q:
What term describes the behavior patterns of someone who occupies a given position in a group?A) StatusB) A roleC) A normD) Leadership
Q:
The group is likely to work on its primary task during the adjourning stage of group development.
Q:
In the norming stage of group development, the group becomes cohesive.
Q:
Managers should especially try to avoid conflict during the storming stage of group development.
Q:
The norming stage of group development ends when members consider themselves a part of the group.
Q:
Groups tend to go through five stages as they develop.
Q:
To be considered a group, a gathering must include at least five people.
Q:
Formal groups tend to form around friendships and common interests.
Q:
A group consists of individuals who share specific goals.
Q:
The first-line managers of ELH Inc. were sent on a retreat to Silver Falls for their inaugural strategic planning meeting. Few people knew each other, but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable.
The first day, little was accomplished except for the jockeying to see who would be the official leader. Finally, Jim seemed to wrangle control and helped provide the first real direction for the group.
By the second day, the group seemed to begin working well. They spent the morning determining group standards with respect to how they would make decisions within the group and how to manage the idea-generation process.
On the third and fourth days, the managers got down to work and moved amazingly quickly, with ideas flowing freely. By the end of the fourth day, they had a workable system developed, and they felt satisfied. That night they all signed off on a new document to be presented to the regional manager the next day. They all felt a twinge of regret at having to break up the group and return to normal work life. When the management team left Silver Falls to return to their own teams and departments, they had just completed the ________ stage of group development.
A) performing
B) storming
C) forming
D) adjourning
Q:
The first-line managers of ELH Inc. were sent on a retreat to Silver Falls for their inaugural strategic planning meeting. Few people knew each other, but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable.
The first day, little was accomplished except for the jockeying to see who would be the official leader. Finally, Jim seemed to wrangle control and helped provide the first real direction for the group.
By the second day, the group seemed to begin working well. They spent the morning determining group standards with respect to how they would make decisions within the group and how to manage the idea-generation process.
On the third and fourth days, the managers got down to work and moved amazingly quickly, with ideas flowing freely. By the end of the fourth day, they had a workable system developed, and they felt satisfied. That night they all signed off on a new document to be presented to the regional manager the next day. They all felt a twinge of regret at having to break up the group and return to normal work life. In the third and fourth days of the retreat, the managers were in the ________ stage of group development.
A) performing
B) storming
C) forming
D) adjourning
Q:
The first-line managers of ELH Inc. were sent on a retreat to Silver Falls for their inaugural strategic planning meeting. Few people knew each other, but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable.
The first day, little was accomplished except for the jockeying to see who would be the official leader. Finally, Jim seemed to wrangle control and helped provide the first real direction for the group.
By the second day, the group seemed to begin working well. They spent the morning determining group standards with respect to how they would make decisions within the group and how to manage the idea-generation process.
On the third and fourth days, the managers got down to work and moved amazingly quickly, with ideas flowing freely. By the end of the fourth day, they had a workable system developed, and they felt satisfied. That night they all signed off on a new document to be presented to the regional manager the next day. They all felt a twinge of regret at having to break up the group and return to normal work life. When the management group was determining standards and establishing how it would make decisions, it was in the ________ stage of group development.
A) norming
B) storming
C) forming
D) adjourning
Q:
The first-line managers of ELH Inc. were sent on a retreat to Silver Falls for their inaugural strategic planning meeting. Few people knew each other, but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable.
The first day, little was accomplished except for the jockeying to see who would be the official leader. Finally, Jim seemed to wrangle control and helped provide the first real direction for the group.
By the second day, the group seemed to begin working well. They spent the morning determining group standards with respect to how they would make decisions within the group and how to manage the idea-generation process.
On the third and fourth days, the managers got down to work and moved amazingly quickly, with ideas flowing freely. By the end of the fourth day, they had a workable system developed, and they felt satisfied. That night they all signed off on a new document to be presented to the regional manager the next day. They all felt a twinge of regret at having to break up the group and return to normal work life. The group was in the ________ stage when it was competing to see who would lead the group.
A) performing
B) storming
C) forming
D) adjourning
Q:
The Retreat (Scenario)The first-line managers of ELH Inc. were sent on a retreat to Silver Falls for their inaugural strategic planning meeting. Few people knew each other, but their task was clear: design a new performance appraisal system for subordinates that would be effective and usable.The first day, little was accomplished except for the jockeying to see who would be the official leader. Finally, Jim seemed to wrangle control and helped provide the first real direction for the group.By the second day, the group seemed to begin working well. They spent the morning determining group standards with respect to how they would make decisions within the group and how to manage the idea-generation process.On the third and fourth days, the managers got down to work and moved amazingly quickly, with ideas flowing freely. By the end of the fourth day, they had a workable system developed, and they felt satisfied. That night they all signed off on a new document to be presented to the regional manager the next day. They all felt a twinge of regret at having to break up the group and return to normal work life.The official forming stage of the group development process wasn't complete until group members ________.A) experienced conflictB) introduced one anotherC) felt themselves a part of the groupD) got acquainted with one another
Q:
A group that has gone through the norming stage of the group development process ________.
A) never returns to the storming stage
B) always returns to the storming stage
C) never returns to the forming stage
D) may return to the forming or storming stage
Q:
During the storming stage of group development, high levels of conflict ________.
A) are necessary for group cohesiveness
B) increase group cohesiveness
C) can contribute to group effectiveness
D) are never a factor in group effectiveness
Q:
During a recent meeting, a shouting match arose between a design manager and a marketing representative about a marketing plan for a new product. This team seems to be at the ________ stage of group development.
A) conflict
B) forming
C) norming
D) storming
Q:
Permanent work groups are not likely to go through this stage.
A) storming
B) adjourning
C) forming
D) norming
Q:
In which group development process is the group's energy directed to working on the group's task?
A) storming
B) forming
C) norming
D) performing
Q:
Norming is a stage of group development that occurs when ________.
A) the group struggles for leadership
B) the group defines its purpose
C) the group develops cohesiveness
D) the group defines its goals
Q:
This stage involves the most conflict during the entire group development process.
A) forming
B) storming
C) norming
D) performing
Q:
The ________ stage of the group development process is complete when members begin to think of themselves as part of a group.
A) forming
B) storming
C) norming
D) performing
Q:
This kind of work group brings individuals together from different work disciplines with different knowledge and skills.
A) formal group
B) cross-functional team
C) command group
D) self-managed team
Q:
This kind of work group is brought together to accomplish a specific job or single activity, such as the development of a new product.
A) command group
B) formal group
C) informal group
D) task group
Q:
Formal groups ________.
A) meet at a regular time and place
B) are defined by an organization's structure
C) include people who share a common interest
D) include people who eat lunch together each day
Q:
Of the following, which is the main advantage of teams within an organization?
A) increased organizational performance
B) increased organizational coherence
C) increased groupthink
D) decreased legal costs associated with diversity
Q:
Many managers in today's business world have restructured work ________.
A) around individuals rather than teams
B) around teams rather than individuals
C) around both individuals and teams
D) around groups rather than teams
Q:
Rewards for team members should be distributed based on collaboration not competition.
Q:
Selection is important in the success of a team.
Q:
The behaviors required for successful team performance cannot be gained through training.
Q:
There is no way to reduce social loafing within a team.
Q:
Effective teams should avoid conflict at all costs.
Q:
An effective team must have a whole and identifiable task.
Q:
The "two pizza" rule states that the best teams should be small enough so that they can be satisfied with no more than two pizzas.
Q:
A team's upholder-maintainer would likely submit the team's request for a large increase in resources to top management.
Q:
The team role of linker initiates creative ideas in a team.
Q:
Disruptive effects of diversity on team performance can decline over time.
Q:
On successful teams, individuals rarely play more than one role.