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Q:
Explain the difference between "Theory X" and "Theory Y" views of human behavior. Then, evaluate: do you believe one management theory is always more effective than the other? Why or why not.
Q:
Identify the four ways in which goals tend to motivate people. Provide evidence for how Michael Phelps' story exemplifies each goal-setting principle.
Q:
Outline a comparison of Maslow's Hierarchy of Needs Theory with Herzberg's Motivation-Maintenance Theory. Include examples.
Q:
Identify Maslow's five levels in the Hierarchy of Needs and briefly explain the ways to satisfy these needs in the workplace.
Q:
How would you define motivation and what are its characteristics?
Q:
Many people do not achieve their full potential because they are afraid to venture outside their ____________________.
Q:
Critics of ___________ theory say he doen"t recognize people who prefer routine jobs and a regular pay check.
Q:
The more individuals find their work meaningful and fulfilling, the less likely they are to require ____________________ motivation.
Q:
The specific premise within the Expectancy Theory that connects your expectations of yourself and your resulting behavior is called a(n) ____________________.
Q:
Organizations that trust their customer service personnel to do what it takes, within the reasonable scope of policies, to make and keep happy, loyal customers utilize the motivational strategy of ____________________.
Q:
Jim's company gives individual employees as much responsibility and autonomy on the job as possible. As people move "up the ladder," the size of their office increases and the quality of their office furniture improves. Pay levels are status symbols. Jim's company is focusing on the ____________________ level of Maslow's hierarchy of needs.
Q:
An individual that works hard and is strongly self-determined demonstrates the quality of ____________________.
Q:
Donna was once only responsible for grant research; she now has more responsibilities including researching, writing, and reporting on grants. This type of job design is an example of ____________________.
Q:
____________________ represent the basic things people consider essential to any job, such as salaries, supervision, and working conditions.
Q:
____________________ is the drive that encourages us to achieve a particular goal. It is the reason people do what they do.
Q:
Gritty people are more inclined to be motivated by instant gratification.
Q:
In general, money is a more effective motivational tool for Generation Y workers than Mature or Baby Boomer workers.
Q:
Members of the Baby Boomer generation often want to build a portable career and require frequent comments on how they are doing.
Q:
Theory Y managers are more likely than Theory X managers to use empowerment as a motivational technique.
Q:
Training and education constitute one of several contemporary employee motivation strategies noted in the text.
Q:
Bakers at Sugar Shack are allowed to occasionally experiment with the business kitchen's ingredients and come up with new baked treats to sell. This is an example of intrapreneurship.
Q:
Job enrichment is an attempt to give an employee more responsibilities or to encourage an employee to learn new skills.
Q:
A factory worker who attaches a wheel one week, and then inspects the wheel the next week is participating in job rotation.
Q:
A Theory X manager would seek worker involvement in decision making at all levels within an organization.
Q:
According to goal-setting theory, goals should be specific, difficult, and participatively set.
Q:
Employees that work for Theory X managers are more motivated and likely to exceed their expectations.
Q:
Social relationships, working conditions, organizational policies, and administration are all examples of Herzberg's motivational factors.
Q:
The expectancy theory supports that individuals with low self-efficacy are more likely to give up or underperform.
Q:
If a need is already satisfied, an individual cannot usually be motivated by that need.
Q:
An individual's need to have friends and family as well as good relations with coworkers parallels the social belongingness need level in Maslow's Hierarchy.
Q:
It is easy to identify a person's motives as they are clearly reflected in their behavior.
Q:
Motives are consistent throughout life, in that what motivates an individual at one point in life, will still motivate him or her later in life.
Q:
Curiosity, vengeance, romance, eating, and tranquility are all examples of the basic desires in the Reiss Profile.
Q:
Without motivated workers, most companies will not succeed.
Q:
Emotional, social, and physiological factors all contribute to an individual's sources of motivation.
Q:
Case 7.1
Antonio has a number of employees who report to him. He has been considering how to motivate these employees to higher levels of performance and productivity. Antonio believes that most people are motivated by the satisfaction they receive from doing their jobs. He thinks that workers have a personal need to do well on the job. Another manager, Dexter, argues that while Antonio may be right, it is important to offer financial incentives. Dexter believes that workers don't really want to come to work and that managers therefore have to provide a "carrot" to ensure quality and productivity. Part of his evidence is that employees keep complaining about pay, working conditions, and benefits even though the company pays well above average for the industry and the area. Several days after this conversation, both Dexter and Antonio attend a workshop on employee motivation that explains Herzberg's motivation-maintenance theory.
Refer to Case 7.1. Dexter's theory of motivation most closely matches which of the following theories?
a. Motivational factors in Herzberg's theory
b. Self-motivations controlling your expectations
c. Maslow's safety needs
d. McGregor's Theory X
Q:
Case 7.1
Antonio has a number of employees who report to him. He has been considering how to motivate these employees to higher levels of performance and productivity. Antonio believes that most people are motivated by the satisfaction they receive from doing their jobs. He thinks that workers have a personal need to do well on the job. Another manager, Dexter, argues that while Antonio may be right, it is important to offer financial incentives. Dexter believes that workers don't really want to come to work and that managers therefore have to provide a "carrot" to ensure quality and productivity. Part of his evidence is that employees keep complaining about pay, working conditions, and benefits even though the company pays well above average for the industry and the area. Several days after this conversation, both Dexter and Antonio attend a workshop on employee motivation that explains Herzberg's motivation-maintenance theory.
Refer to Case 7.1. During the workshop, Dexter learns that he has misunderstood why the employees are complaining about pay, working conditions, etc. The real reason, according to Herzberg's theory, is that they lack
a. maintenance factors.
b. satisfaction of basic security and safety needs.
c. the feeling of being part of a "corporate" family.
d. motivational factors.
Q:
Case 7.1
Antonio has a number of employees who report to him. He has been considering how to motivate these employees to higher levels of performance and productivity. Antonio believes that most people are motivated by the satisfaction they receive from doing their jobs. He thinks that workers have a personal need to do well on the job. Another manager, Dexter, argues that while Antonio may be right, it is important to offer financial incentives. Dexter believes that workers don't really want to come to work and that managers therefore have to provide a "carrot" to ensure quality and productivity. Part of his evidence is that employees keep complaining about pay, working conditions, and benefits even though the company pays well above average for the industry and the area. Several days after this conversation, both Dexter and Antonio attend a workshop on employee motivation that explains Herzberg's motivation-maintenance theory.
Refer to Case 7.1. Dexter's approach to motivation would fit into which category according to Herzberg's theory of motivation?
a. Motivational factors
b. Maintenance factors
c. Self-actualization factors
d. Motivation through incentives
Q:
Case 7.1
Antonio has a number of employees who report to him. He has been considering how to motivate these employees to higher levels of performance and productivity. Antonio believes that most people are motivated by the satisfaction they receive from doing their jobs. He thinks that workers have a personal need to do well on the job. Another manager, Dexter, argues that while Antonio may be right, it is important to offer financial incentives. Dexter believes that workers don't really want to come to work and that managers therefore have to provide a "carrot" to ensure quality and productivity. Part of his evidence is that employees keep complaining about pay, working conditions, and benefits even though the company pays well above average for the industry and the area. Several days after this conversation, both Dexter and Antonio attend a workshop on employee motivation that explains Herzberg's motivation-maintenance theory.
Refer to Case 7.1. Antonio's approach to motivation will probably lead him to emphasize which level of Maslow's hierarchy of needs?
a. Belonging needs
b. Esteem needs
c. Physiological needs
d. Security needs
Q:
Case 7.1
Antonio has a number of employees who report to him. He has been considering how to motivate these employees to higher levels of performance and productivity. Antonio believes that most people are motivated by the satisfaction they receive from doing their jobs. He thinks that workers have a personal need to do well on the job. Another manager, Dexter, argues that while Antonio may be right, it is important to offer financial incentives. Dexter believes that workers don't really want to come to work and that managers therefore have to provide a "carrot" to ensure quality and productivity. Part of his evidence is that employees keep complaining about pay, working conditions, and benefits even though the company pays well above average for the industry and the area. Several days after this conversation, both Dexter and Antonio attend a workshop on employee motivation that explains Herzberg's motivation-maintenance theory.
Refer to Case 7.1. Antonio's personal theory of motivation is
a. based on Theory X thinking.
b. built on external motivations.
c. focused on intrinsic rewards.
d. most closely related to a "hierarchy of needs approach."
Q:
Joshua can almost not make it out of bed in the morning. His job is terrible and makes the day go very long. Research shows that he can blame
a. himself for not quitting and looking for another job.
b. the lack of maintenance factors.
c. intrapreneurship.
d. his direct manager.
Q:
John is a customer service employee at a small bakery. He notices a customer deliberating the chocolate chip or sugar cookies. In his head, John hears his boss, "I trust your judgment; do what it takes to delight the customer." With that in mind, John offers the customer a sample of each cookie. John's boss uses ____ as a motivational tool.
a. incentives
b. job design
c. training and education
d. empowerment
Q:
Individuals that are strongly self-motivated most usually
a. stick with endeavors that feel comfortable.
b. neglect to nurture their personal lives.
c. take on challenges that require hard work and persistence.
d. patiently let dilemmas naturally resolve themselves.
Q:
Which of the following contemporary motivational strategies recognizes the power of intrinsic rewards?
a. Job enrichment
b. Entrepreneurial incentives
c. Financial incentives
d. Piecework
Q:
Robert works at a concert hall. To keep his job interesting, he alternates his time between the ticket counter, security, and the refreshments counter. This is an example of
a. job enrichment.
b. job rotation.
c. job expansion.
d. job enlargement.
Q:
The opening vignette in Chapter 6 highlighted two young people who accomplished very challenging tasks. Based on Daniel Pink's theory, which of the needs motivated them?
a. mastery
b. self-actualization
c. autonomy
d. purpose
Q:
The goals with the greatest capacity to motivate a worker are the goals that are
a. impossible to achieve and serve as an unattainable ideal.
b. simple to accomplish, and thus provide evidence of sustained success.
c. challenging but not impossible to achieve.
d. stated in general terms to provide flexibility.
Q:
Intrapreneurship is an example of motivation through
a. incentives.
b. personal growth.
c. job design.
d. goal-setting.
Q:
A self-fulfilling prophecy is an example of which motivational theory?
a. Herzberg's Motivation-Maintenance Theory
b. The Expectancy Theory
c. The Goal-Setting Theory
d. McGregor's Theory X/Theory Y
Q:
If a manager gives employees better working conditions and pay and opportunities for social networking, the manager is using ____ to motivate the workers.
a. social needs
b. motivational factors
c. security needs
d. maintenance factors
Q:
Herzberg's motivational factors parallel, to some degree, which of the needs in Maslow's theory?
a. Self-actualization needs only
b. Self-actualization and esteem needs only
c. Self-actualization, esteem, and social needs only
d. Herzberg's motivational factors parallel all needs in Maslow's hierarchy
Q:
Under Herzberg's theory of motivation, opportunities for recognition, advancement, or more responsibility are considered
a. ego boosters.
b. motivational factors.
c. maintenance factors.
d. unnecessary.
Q:
Evaluate: McGregor's Theory X/Theory Y is most
a. like the Expectancy Theory because workers often perform to their managers' pessimistic or optimistic expectations.
b. unlike the Expectancy Theory because workers are usually motivated to prove Theory X managers wrong by exceeding their pessimistic expectations.
c. like Herzberg's Motivation-Maintenance Theory because Theory X managers discover that maintenance factors such as pay incentives are most effective at motivating workers.
d. unlike the Goal-Setting Theory because workers and managers in a Theory Y environment do not implement goals.
Q:
Kyoko wants to consider the safety and security needs of her employees. Which of the following organizational conditions would help meet those needs?
a. A pension plan
b. A seniority system of job assignment
c. A company benefits plan
d. All of these
Q:
Maslow's hierarchy of needs has been doutbed by some researchers because
a. it doesn"t coordinate well with clinical tests.
b. self-actualization involves external motivations.
c. satisfied needs are still likely to motivate individuals.
d. his theory cannot be related to the business world.
Q:
Maslow's hierarchy of needs is based on several assumptions, one of which is that
a. both unsatisfied and satisfied needs can motivate behavior.
b. people seek to satisfy higher-level needs before more basic needs.
c. people have a primary need that requires a measure of satisfaction above all.
d. only unsatisfied needs motivate behavior.
Q:
The Small Company offers excellent pay, lunch to employees, and organizes many social events to encourage group interaction. According to Maslow's Hierarchy of Needs, which level has to be addressed next?
a. Safety and security
b. Social or belongingness
c. Esteem
d. Self-actualization
Q:
Steven Reiss, professor of psychology and psychiatry at The Ohio State University, identified sixteen basic desires. In order to be happy, it is necessary to
a. determine which two do not fit your personality.
b. satisfy the majority.
c. satisfy only the five or six that are most important to you.
d. satisfy all of them.
Q:
Growing up, Omar developed a deep appreciation for the environment from his father who was a forest ranger in a state park.. Today he is an environmental engineer, designing wastewater treatment systems. Work for Omar is largely driven by which factor?
a. physiological
b. cognitive
c. social
d. emotional
Q:
Understanding what motivates anyone is not easy because each individual has different
a. values, attitudes, and needs.
b. career paths.
c. employers.
d. obligations.
Q:
How will the age of information affect attitudes?
Q:
What are the seven attitudes of highly valuable employees? What evidence could you find in their behaviors that would indicate to you that they possess these attitudes?
Q:
Briefly explain what it means to value diversity.
Q:
Identify an instance in your life when you felt unhappy. Applying the principles outlined in Chapter 6, how did you create -or how should you have created -your own happiness?
Q:
Define what attitudes are and discuss five forces that influence their formation .
Q:
Describe the relationship among a person's values, attitudes, and behaviors.
Q:
How is the success of a company affected by its leaders' attitudes?
Q:
If employers want to maintain or improve the positive attitudes of their workers, and thereby maintain or improve productivity, they need to address the quality of their employees' __________________.
Q:
According to author Brian Tracy's "____________________", the more thoroughly you open your mind to the options available to you, the more freedom you have.
Q:
To help others change their attitudes, you can change the conditions that precede the inappropriate behavior or change the ____________________ that follow.
Q:
Often pessimism leads to ____________________, which is a mistrusting attitude regarding the motives of people.
Q:
Valuing ____________________ means that an organization tends to make full use of the ideas, talents, experiences, and perspectives of all employees.
Q:
As children hit adolescence, they are influenced by their ____________________ even more than parents, teachers, and other adult figures.
Q:
Organizations today work hard to create appropriate ____________________ that attract and maintain highly qualified workers during volatile times.
Q:
The American Public Health Association may be a relevant ____________________ for a nurse or physician to learn information and compare ideas in ways that influence their attitudes and behaviors.
Q:
____________________ are able to imagine themselves in someone else's position and understand what that person is feeling.
Q:
We can never really know a person's attitude unless we see their_____________.
Q:
Employees who frequently have a negative attitude can still maintain a high level of productivity.
Q:
When asked, employees cite interesting work and recognition among the best ways to help them improve their attitudes in an organization.
Q:
Studies show that you will probably not want to work again for a company that laid you off, nor recommend it to a friend.