Human Relations and Human Resources

Question 1

Affiliation Needs

Answer 1

The need to give and receive human affection and regard. The third level of Maslow’s Hierarchy of Needs.

Question 2

Authority-Compliance Management

Answer 2

A manager utilizing this style is primarily interested in production and has a low concern for workers (9, 1 on the managerial grid).

Question 3

Benevolent Authoritative

Answer 3

This type of organization is characterized by motivating workers through ego and economic rewards with limited communication and top-level decisions and control. Productivity in these organizations will be good and absenteeism and turnover is moderately high (Likert’s System II).

Question 4

Consultative Organization

Answer 4

In this type of organization, workers are consulted in decision making but decisions are made at the upper levels of the hierarchy. Absenteeism and turnover are moderate and performance is good (Likert’s System III).

Question 5

Country Club Management

Answer 5

A prototypical management style which emphasizes the establishment of a pleasant workplace through high concern for people and low concern for production (1, 9 on the managerial grid).

Question 6

Dispersed-Network Organization

Answer 6

Structural arrangements of today’s organizations come in many forms- telework, virtual offices, and global organizations. The effects of these new structures on employee attitudes are the focus of recent research.

Question 7

Employee Involvement

Answer 7

A participative process which encourages the input and commitment of workers for organizational success.

Question 8

Empowerment

Answer 8

This process describes how workers are given the skill and ability- as well as the opportunity and authority- to act effectively. It can occur in many ways such as allowing self-direction and developing democratic and non-hierarchical structures that encourage participation as well as giving people the ability to determine their own level of participation and the choice to submit to the direction of others.

Question 9

Esteem Needs

Answer 9

The desire of individuals to feel a sense of achievement and accomplishment. The fourth level of Maslow’s Hierarchy of Needs

Question 10

Exploitive Authoritative

Answer 10

This type of organization is characterized by motivation of workers through threats and upper-level decision making and control. Productivity in this system will be mediocre and absenteeism and turnover will be high (Likert’s System I).

Question 11

Hawthorne Effect

Answer 11

The influence of mere attention on changes in behavior. First provided as an explanation for consistent productivity increases in the illumination studies and other portions of the Hawthorne studies.

Question 12

Hawthorne Studies

Answer 12

A series of research investigations in the late 1920s and early 1930s that served as a springboard to the human relations movement. Studies included the illumination studies, the relay assembly test room studies, the interview program, and the bank wiring room studies. They found that attention to workers, social factors, and management style affects worker behavior and productivity.

Question 13

Hierarchy of Prepotency

Answer 13

A characteristic of Maslow’s Hierarchy of Needs Theory. Prepotency suggests that lower level needs must be satisfied before an individual can move on to higher level needs.

Question 14

Horizontal Communication

Answer 14

Communication flowing among individuals at the same hierarchical levels and in work groups. Direction of communication flow encouraged by the human relations approach

Question 15

Impoverished Management

Answer 15

A management style which is characterized by low concern for the goals of people and production (1, 1 on the managerial grid).

Question 16

Innovation Communication

Answer 16

Interaction about new ideas in an organization

Question 17

Knowledge Management

Answer 17

Organizations that do this promote a cycle of knowledge creation, development, and application.

Question 18

Learning Organizations

Answer 18

They emphasize mental flexibility, team learning, a shared vision, complex thinking, and personal mastery. They can be promoted through participation and dialogue in the workplace

Question 19

Maintenance Communication

Answer 19

Communication that attempts to maintain the quality of human relationships in the organization.

Question 20

Maslow’s Hierarchy of Needs Theory

Answer 20

A theory of human motivation proposing that individuals are motivated by needs on five proponent levels.

Question 21

McGregor’s Theory X and Theory Y

Answer 21

A framework suggesting that managers can have different kinds of assumptions about workers and that these assumptions will influence managerial behavior.

Question 22

Middle-of-the-Road Management

Answer 22

Compromise is essential in this management style which emphasizes a balance between the concerns of workers and production (5, 5 on the managerial grid).

Question 23

Participative Organization

Answer 23

This organization is characterized by decision making and communication at every level of the organization. Performance is excellent and absenteeism and turnover will be low (Likert’s System IV).

Question 24

Pfeffer’s Seven Practices of Successful Organizations

Answer 24

Includes employment security, selective hiring, self-managed teams and decentralized control, comparatively high and contingent compensation, extensive training, reduction of status differences, and sharing information.

Question 25

Physiological Needs

Answer 25

The needs of the human body, including the need for food, water, sleep, and sensory gratification. The first level of Maslow’s Hierarchy of Needs.

Question 26

Safety Needs

Answer 26

The desire to stay free from danger and environmental threats. The second level of Maslow’s Hierarchy of Needs.

Question 27

Self-Actualization Needs

Answer 27

The desire to be everything that one is capable of being. The fifth level of Maslow’s Hierarchy of Needs.

Question 28

Team Management:

Answer 28

This management style emphasizes both worker needs and maximizing productivity (9, 9 on the managerial grid).

Question 29

Theory X

Answer 29

The assumptions of a manager who adheres to the most negative aspects of classical management (e.g., worker laziness, resistance to change, and need for control).

Question 30

Theory Y:

Answer 30

The assumptions of a manager who adheres to the positive aspects of human relations management (e.g., worker commitment, motivation, and capacity for imagination and creativity).

Question 31

Total Quality Management

Answer 31

A management approach which is consumer-oriented and uses employee teamwork and technical expertise to maximize productivity.

Question 32

Styles of Management

Answer 32

Impoverished,
Authority/Compliance
Middle of the Road
Country Club
Team Management

Question 33

Likert Systems

Answer 33

Exploitive-Authoritative
Benevolent-Authoritative
Consultative
Participative