Ch 6: Motivating others

Question 1

Ability equals aptitude multiplied by training and commitment.

Answer 1

FALSE

Question 2

The first diagnostic question that must be asked by a supervisor of a poor performer is whether the person’s performance deficiencies stem from lack of commitment or lack of motivation.

Answer 2

FALSE

Question 3

In her job as customer service representative, Angela is tenacious in her efforts, but her overall performance lacks creativity. Thus, Angela is committed to her job but exhibits low desire.

Answer 3

TRUE

Question 4

To change a person’s ability, the manager should make sure resources are available for the job.

Answer 4

TRUE

Question 5

The principal tools available for overcoming poor performance problems due to lack of ability are resupply, retrain, refit, reassign, and release.

Answer 5

TRUE

Question 6

When a supervisor analyzes the components of his or her subordinate’s job and creates different combinations of tasks, the manager has used the refitting option.

Answer 6

TRUE

Question 7

Your boss believes in close supervision and that people really don’t want to work hard. He has a Theory Z view.

Answer 7

FALSE

Question 8

There appears to be more violence in the workplace than ever before. Even some of the equipment has been sabotaged. The imposing style of management could contribute to this situation.

Answer 8

TRUE

Question 9

Effective goal programs are specific, consistent, and provide feedback.

Answer 9

TRUE

Question 10

An example of a well-stated goal is “to reduce the average shipment period from five days to two days by the end of the year.”

Answer 10

TRUE

Question 11

The path-goal theory of leadership suggests that the level of managerial involvement in subordinates’ tasks should depend on the manager’s view of what employees expect in terms of his or her involvement.

Answer 11

FALSE

Question 12

The level of involvement a manager utilizes should depend on the nature of the work and the ability and experience of the employee.

Answer 12

TRUE

Question 13

According to one perspective, the best way to change an individual’s behavior in the work environment is to change his or her manager’s behavior.

Answer 13

TRUE

Question 14

To encourage Elaine’s initiative on the group project, her boss, Barry, should tell her that she alone is totally responsible for her success.

Answer 14

FALSE

Question 15

Ignoring inappropriate behavior as a means of changing behavior often doesn’t work because the nonresponse may be seen as positive reinforcement.

Answer 15

TRUE

Question 16

You have recently been promoted to a managerial position. One of your new peers comments, “Sometimes you just have to ignore unacceptable behavior of your employees. That way, it just goes away all by itself.” Based on the text, you should believe this is good advice.

Answer 16

FALSE

Question 17

In dealing with an employee that is performing below expectations, a manager should first reprimand and then redirect the employee’s behavior.

Answer 17

TRUE

Question 18

The more an employee can perform a complete job from beginning to end and the more the work has a direct effect on the work of other people, the more the employee will view the job as meaningful.

Answer 18

TRUE

Question 19

According to Murray’s manifest needs model, the needs of individuals in the workplace include the needs for achievement, affiliation, and power.

Answer 19

TRUE

Question 20

Feelings of equity can be influenced by peer pressure

Answer 20

TRUE

Question 21

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?
A) Aptitude
B) Desire
C) Commitment
D) Motivation
E) Training

Answer 21

A

Question 22

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?
A) All three statements are correct.
B) Only statements 1 and 2 are correct.
C) Only statements 1 and 3 are correct.
D) Only statements 2 and 3 are correct.
E) Only statement 3 is correct.

Answer 22

A

Question 23

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?
A) This is a desire issue.
B) This is an ability issue.
C) This is a commitment issue.
D) She is a terrible employee and should be let go as soon as possible.

Answer 23

B

Question 24

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?
A) The manager’s desire has deteriorated.
B) The manager’s ability has deteriorated.
C) The manager lacks the necessary resources and support to do his job.
D) The manager’s talent has deteriorated.

Answer 24

B

Question 25

Having determined that June’s poor work performance is related to a lack of ability, what is the first question you should ask?
A) Why does June have a poor attitude?
B) Does June lack commitment?
C) Does June have the resources to do the job?
D) Why doesn’t June try harder?

Answer 25

C

Question 26

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?
A) (1) Redesign the job, (2) retrain the individual, and (3) move the individual to another position
B) (1) Retrain the individual, (2) redesign the job, and (3) determine if the resources adequate
C) (1) Determine if the resources are adequate, (2) retrain the individual, and (3) redesign the job
D) (1) Determine if the resources are adequate, (2) redesign the job, and (3) retrain the individual

Answer 26

C

Question 27

When poor performance is due to an employee’s lack of ability, what is the least threatening option?
A) Release
B) Retrain
C) Resupply
D) Refit
E) Reassign

Answer 27

C

Question 28

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?
A) Release George How many chances does a person get?
B) Redesign the job
C) Reassign George to another position
D) Place George in a place where his performance will not hurt the company

Answer 28

B

Question 29

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?
A) Release Carrie
B) Refit Carrie’s job
C) Reassign Carrie to another position
D) Place Carrie in a position where her performance will not hurt the company

Answer 29

C

Question 30

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?”
A) Your boss has a Theory Y outlook.
B) Your boss has a Theory X outlook.
C) Your boss has a Theory Z outlook.
D) Your boss has deteriorating ability.

Answer 30

A

Question 31

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?
A) “Yes, but another important variable is interpersonal relationships.
B) “No, the program should only focus on productivity. We do not want to encourage an
indulging management style.”
C) “Yes, but the program should only focus on satisfaction. We do not want to encourage an imposing management style.”
D) “Yes, I agree.”

Answer 31

D

Question 32

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?
A) Imposing
B) Ignoring
C) Indulging
D) Integrating

Answer 32

C

Question 33

What is a management style that offers no direction or priorities for the employees?
A) Indulging
B) Imposing
C) Ignoring
D) Integrating

Answer 33

C

Question 34

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?
A) Yes
B) No
C) There is not enough information to make a decision.

Answer 34

B

Question 35

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?
A) All three statements are correct.
B) Only statements 1 and 2 are correct.
C) Only statements 1 and 3 are correct.
D) Only statements 2 and 3 are correct.
E) Only statement 3 is correct.

Answer 35

E

Question 36

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?
A) Being measurable and behavioral
B) Being consistent
C) Being appropriately challenging
D) Being specific

Answer 36

B

Question 37

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?
A) Measurable, unambiguous, and behavioral
B) Consistent
C) Appropriately challenging
D) All the answer choices are correct.

Answer 37

D

Question 38

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 10 admissions school. Students here graduated anywhere from the bottom 10 percent to the top percent. What expectations should you have for these students?
A) Lower, they graduated lower in their high school class (on average anyway)
B) Lower, they obviously are less intelligent
C) The same as, the past is the past; high expectations generate high performance
D) Lower, high expectations could be too challenging and prove to be frustrating

Answer 38

C

Question 39

An effective goal program has goals that are specific, consistent, and appropriately challenging. What is missing?
A) Motivation
B) Autonomy
C) Feedback
D) Fairness

Answer 39

C

Question 40

You paint the eyes on Babie dolls, a job you have performed for three years. The task is fairly east and very structured (only three colors and there is only one place to paint them). What do you need from management?
A) Very little advice and instruction
B) Direction and strong involvement, a hands-on approach
C) Strong leadership. Managers need to constantly monitor the situation so they will be available in case something comes up.

Answer 40

A

Question 41

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?
A) All three statements are correct.
B) Only statements 1 and 2 are correct.
C) Only statements 2 and 3 are correct.
D) Only statements 1 and 3 are correct.
E) Only statement 2 is correct.

Answer 41

A

Question 42

44) According to the path-goal theory of leadership, if the task structure is low, what should management involvement with employees be?
A) Low, because the task is clearly defined. The employees know their jobs.
B) High, because management should always be involved, directing the process. That is what managers do.
C) Low and therefore more challenging to the employees.
D) High, because management involvement will be seen as both constructive and satisfying

Answer 42

D

Question 43

The situation has high task structure, the employees have experience, and there are strong group norms. What would be the appropriate management involvement?
A) Involved in the details of employees’ job performance
B) Less involved; high involvement is not necessary or expected.
C) More involved; high involvement is necessary and expected.
D) Be involved; high involvement is necessary and expected.

Answer 43

B

Question 44

46)You are a sales manager. One of your sale people 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 and why?
A) High involvement; the task is definitely not structured.
B) Low involvement; Reggie’s desire of autonomy is low.
c) Low involvement; Reggie’s desire for autonomy, his experience, ability, and task mastery are all high.
D) High involvement, Reggie’s desire for autonomy, his experience, ability, and task mastery are all high.
E) You can’t tell from the information given.

Answer 44

C

Question 45

47) 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?
A) All the statements are correct
B) Statement 1 is correct.
C) Statements 2 and 3 are correct.
D) Statements 1 and 3 are correct.
E) None of the statements is correct.

Answer 45

E

Question 46

Greg typically returns late from his break periods. As Greg’s manager, you should first point out how the behavior has impacted the work unit and then identify which behavior has caused the problem.

Answer 46

FALSE

Question 47

What should effective motivational programs do in terms of offering rewards?
A) Make a distinction between workers based on seniority
B) Not make a distinction between workers
C) Make a distinction between workers based on effort
D) Make a distinction between workers based on performance regardless of effort

Answer 47

D

Question 48

All of the following are methods firms are using to establish closer connections between individual performance and pay except which of the following?
A) Pay increases linked to the acquisition of new knowledge, skills, and/or demonstrated competencies
B) Compensating managers based on their ability to mentor new group members and resolve
difficult intergroup relationships
C) Linking pay increases for all employees to a specified percentage increase in productivity
E) Linking the pay of key employees to the accomplishment of new strategic initiatives
D) Sales commissions that include follow-up customer satisfaction ratings

Answer 48

C

Question 49

What guideline should a firm follow to attain the greatest motivational impact from a new awards programs?
A) Use awards infrequently
B) Only acknowledge current recipients
C) Give the awards privately
D) Make sure the award is meaningful to the families of employees

Answer 49

A

Question 50

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?
A) Reinforce his brokers’ belief that taking a risk pays off
B) Reinforce undesirable behaviors in his brokers
C) Indicate to his brokers that he supports new ideas
D) Reinforce to his brokers that he ignores stock suggestions

Answer 50

B

Question 51

A manager who encourages initiative by reminding employees that their failure means organizational failure should do something different. What should he do?
A) React to employees on an emotional basis
B) Imply his joint stake in the work failure
C) Demand a change or improvement in a firm tone of voice
D) Present facts about organizational needs
E) Redo their plans for them

Answer 51

B

Question 52

What is a possible response of a manager to behaviors exhibited by employees?
A) Ignoring
B) Removing
C) Satisfying
D) Pleasing

Answer 52

A

Question 53

What does the rewarding approach to changing behavior involve?
A) Linking desired behaviors with manager-valued outcomes
B) Linking desired behaviors with employee-valued outcomes
C) Linking the right ways to do things with rewards
D) Linking desired behaviors with organizational values

Answer 53

B

Question 54

An employee’s performance is at a level that is not desirable. After reprimanding, what should you do next?
A) Ask questions to determine the cause
B) Describe the behaviors you expect
C) Identify the rewards the employee has missed out on
D) Praise other aspects of the employee’s work

Answer 54

B

Question 55

When an employee does not perform at the level you expect, what steps should you take (in order) to reshape the behavior?
A) Ignore, reprimand, redirect
B) Redirect, reprimand, reinforce
C) Discipline, redirect, reinforce
D) Reprimand, redirect, reinforce

Answer 55

D

Question 56

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
A) Increase their performance because the subordinates see these higher expectations as a
challenge
B) Probably burn out because although they try, they never reach the shifting expectations
C) Help create a highly motivated staff
D) Compete against other subordinates

Answer 56

B

Question 57

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?
A) Ignore, reprimand, redirect
B) Redirect, reprimand, reward
C) Question, redirect, reward
D) Reprimand, redirect, reward

Answer 57

D

Question 58

An employee is late to work. This is her first time. What should you do first?
A) Ignore her tardiness. It was just her first time.
B) Ask her why she was late.
C) Talk to her about her commitment to the organization.
D) Talk to her about how tardiness is not a behavior you accept.

Answer 58

D

Question 59

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?
A) Reprimand
B) Redirect
C) Reinforce
D) Recapitulate

Answer 59

B

Question 60

When transforming acceptable into exceptional behavior, what should a manager do? A) Reward only when the exceptional behavior has been reached
B) Reward each level of improvement
C) Use the reprimand and redirect guidelines
D) Reward only when the entire group has reached exceptional behavior

Answer 60

B

Question 61

What is praise from a boss?
A) Extrinsic outcome
B) Internal motivator
C) Exceptional motivator
D) Intrinsic outcome

Answer 61

A

Question 62

Five core job characteristics are most strongly related to job satisfaction. Which of the following is one of those characteristics?
A) feedback
B) task enlargement
C) job rotation
D) social interaction
E) instrumentality

Answer 62

A

Question 63

Which of the following job changes results in increased autonomy, task identity, and feedback?
A) Identifiable work units
B) Established client relationships
C) Loaded jobs horizontally
D) Open feedback channels

Answer 63

B

Question 64

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?
A) All the statements are correct.
B) Statement 1 is correct.
C) Statements 2 and 3 are correct.
D) Statements 1 and 2 are correct.

Answer 64

A

Question 65

According to the hierarchical needs model, needs are organized into which hierarchy?
A) Physiological, safety, belongingness, esteem, and self-actualization
B) Esteem, relatedness, and growth
C) Existence, reinforcement, and growth
D) Esteem, reinforcement, and self-actualizing

Answer 65

A

Question 66

Which of the following does not apply to individuals with high institutional power needs?
A) They are often willing to sacrifice their own self-interests for the good of the organization.
B) They feel personally responsible for advancing the purposes of the organization.
C) They have a strong sense of justice and equity.
D) They enjoy work and accomplishing tasks in a random manner.
E) They seek expert advice and are not defensive when their ideas are criticized.

Answer 66

D