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MGMT > Test 3 > Flashcards

Test 3 Flashcards

1
Q

According to the expectancy theory, __________ affect the conscious choices that people make about their motivation.

A

valence, expectancy, and instrumentality

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2
Q

On the basis of research evidence, the two basic needs categories are:

A

higher-order and lower-order needs

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3
Q

To use expectancy theory to motivate employees, managers can

A

systematically gather information to find out what employees want from their jobs

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4
Q

__________ strengthen behavior (i.e., increase its frequency).

A

Positive and negative reinforcement

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5
Q

Which of the following statements about goal-setting theory is true?

A

Goals can energize behavior.

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6
Q

According to the text, ____ is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.

A

motivation

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7
Q

According to some industrial psychologists, ____ is a function of motivation times ability times situational constraints.

A

job performance

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8
Q

McClellend’s Learned Needs Theory identifies three needs. They are the needs for ____.

A

power, achievement, and affiliation

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9
Q

On the basis of research evidence, the two basic needs categories are ____.

A

higher-order and lower-order needs

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10
Q

According to Alderfer’s ERG theory, the lowest-order need is ____.

A

existence

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11
Q

According to the model of need satisfaction, an unsatisfied need produces ____.

A

tension

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12
Q

Which of the following statements about needs is true?

A

Higher-order needs will generally not motivate people as long as lower-order needs remain unsatisfied.

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13
Q

Extrinsic rewards are ____.

A

exemplified by bonuses, trophies, and plaques

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14
Q

Which of the following is an example of an intrinsic reward?

A

a sense of achievement

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15
Q

According to ____, people will be motivated when they perceive they are being treated fairly.

A

equity theory

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16
Q

The two basic kinds of inequity are ____.

A

underreward and overreward

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17
Q

In equity theory, ____ are others with whom people compare themselves to determine if they have been treated fairly.

A

referents

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18
Q

According to the motivational model presented in the text, perceived inequity directly affects ____.

A

satisfaction

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19
Q

How do employees try to restore equity when they perceive that they have been treated unfairly?

A

by doing any of these

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20
Q

In equity theory, ____ refers to the fairness of the process used to make reward allocation decisions.

A

procedural justice

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21
Q

Reinforcement theory says behavior is a function of ____.

A

its consequences

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22
Q

____ is the process of changing behavior by changing the consequences that follow behavior.

A

Reinforcement

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23
Q

The two parts of reinforcement are ____.

A

reinforcement contingencies and schedules of reinforcement

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24
Q

Which of the following is also called avoidance learning?

A

negative reinforcement

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25
Q

Because workplace injuries cost U.S. businesses $1 billion every week, increased safety compliance needs to become a practice, not just a theory. The goal of developing safety consciousness within the workforce requires continuous reinforcement at every organizational level. This means ____.

A

a consequence must be delivered following every instance of behavior

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26
Q

Which of the following is a category of reinforcement schedules?

A

variable interval

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27
Q

For punishment to work (i.e., to weaken the frequency of undesirable behaviors without creating a backlash), the punishment must be strong enough to stop the undesired behavior and must be administered ____.

A

consistently, contingently, and quickly

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28
Q

A ____ is a target, objective, or result.

A

goal

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29
Q

Managers who use goal-setting theory to motivate employees should ____.

A

make sure workers truly accept organizational goals

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30
Q

Feedback can lead to stronger motivation and effort if it _____

A

encourages employees to set higher, more difficult goals after the initial goals are accomplished

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31
Q

Research at three universities has confirmed that two basic leader behaviors, ______ and ______, are central to successful leadership.

A

initiating structure; consideration

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32
Q

Which of the following is the best leadership style for all situations?

A

none of these

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33
Q

Fiedlers contingency theory assumes:

A

leaders are effective when their work groups perform well

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34
Q

The most important situational factor in Fieldler’s Contingency Theory is:

A

Leader-member relations

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35
Q

Which of the following approaches to implementing Fiedler’s contingency theory in the workplace has proven effective?

A

accurately measuring and matching leaders to situations

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36
Q

Which of the following is NOT one of the four leadership styles identified in the path-goal theory of leadership?

A

charismatic

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37
Q

According to the path-goal theory of leadership, __________ means setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort.

A

achievement-oriented leadership

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38
Q

The Vroom-Yetton-Jago Model is another name for the:

A

normative decision theory

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39
Q

Transactional leaders:

A

reward followers for good behavior and punish followers for poor behavior

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40
Q

____is the process of influencing others to achieve group or organizational goals.

A

leadership

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41
Q

Which of the following statements about leaders and managers is true?

A

Organizations need both leaders and managers.

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42
Q

Relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior, form the basis for the ____ of leadership.

A

trait theory

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43
Q

Which one of the following traits refers to high levels of effort and is characterized by achievement, motivation, ambition, energy, tenacity, and initiative?

A

Drive

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44
Q

Successful business leaders are not like other people. Successful business leaders ____.

A

are accurately described by all of these

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45
Q

Which of the following is another term for considerate leadership behavior?

A

employee-centered leadership

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46
Q

Research shows that while initiating structure impacts primarily on ____, consideration impacts primarily on ____.

A

job performance; job satisfaction

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47
Q

Which of the following statements about the two basic leader behaviors that are central to successful leadership is true?

A

These behaviors are referred to as initiating structure and consideration.

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48
Q

Which of the following is an example of a situational theory of leadership?

A

Fiedler’s contingency theory

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49
Q

Which of the following leadership theories assumes that leadership styles are consistent and difficult to change?

A

none of these

50
Q

In Fiedler’s contingency theory, the term ____ refers to the degree to which leaders are able to hire, fire, reward, and punish workers.

A

position power

51
Q

In Fiedler’s contingency theory, the term ____ refers to the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.

A

situational favorableness

52
Q

Which of the following approaches to implementing Fiedler’s contingency theory in the workplace has proven effective?

A

accurately measuring and matching leaders to situations

53
Q

Which of the following is an example of an environmental contingency in path-goal theory?

A

task structure

54
Q

According to the path-goal theory, which of the following is an example of an environmental contingency?

A

the formal authority system

55
Q

The normative decision theory ____.

A

helps managers determine how much employee participation should be used in decision making

56
Q

The two types of visionary leadership are ____.

A

charismatic leadership and transformational leadership

57
Q

____ refers to the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers.

A

Charismatic leadership

58
Q

Charismatic leaders generally ____.

A

articulate a vision based on strongly held values

59
Q

Transformational leaders ____.

A

are accurately described by all of these

60
Q

Transactional leaders ____.

A

reward followers for good behavior and punish followers for poor behavior

61
Q

The steps of the basic perception process are:

A

Attention, organization, interpretation, and retention

62
Q

In the model of the communication process, __________ makes senders aware of possible miscommunications and enables them to continue communicating until the receiver understands the intended message.

A

Feedback to sender

63
Q

The three formal communication channels in organizations are categorized as:

A

downward, horizontal, and upward

64
Q

In the __________ type of grapevine communication network, one “highly connected” individual shares information with many other managers and workers.

A

gossip chain

65
Q

__________ is the withholding of information about organizational problems or issues by employees.

A

Organizational silence

66
Q

One of the best ways for top managers to hear what others feel and think is through:

A

frequent informal meetings

67
Q

The first thing that managers need to recognize when communicating feedback one-on-one to employees is that feedback can be:

A

constructive or destructive

68
Q

Which of the following statements about perception and perceptual filters is true?

A

People perceive according to personality-, psychology-, and experience-based filters.

69
Q

____ is the process by which individuals attend to, organize, interpret, and retain information from their environments.

A

Perception

70
Q

Perceptual filters may occur as the result of ____.

A

personality-based differences

71
Q

____ is the tendency to fill in gaps of missing information by assuming that what we don’t know is consistent with what we already know.

A

Closure

72
Q

____ is the tendency to notice and accept objects and information consistent with our values, beliefs, and expectations while ignoring, screening out, or not accepting inconsistent information.

A

Selective perception

73
Q

According to attribution theory, ____ makes managers more likely to attribute workers’ problems or failures to internal rather than external causes.

A

the fundamental attribution error

74
Q

According to attribution theory, we use two general reasons or attributions to explain people’s behavior. They are ____.

A

internal and external attributions

75
Q

The ____ states that we all have a basic need to understand and explain the causes of other people’s behavior.

A

attribution theory

76
Q

Someone experiencing a(n) ____ would be likely to take any negative criticism of his or her department personally.

A

self-serving bias

77
Q

When things go wrong in the workplace, workers are more likely to attribute their problems to ____, while managers are more likely to attribute those same workers’ problems to ____.

A

external causes; internal causes

78
Q

____ is the tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes).

A

A self-serving bias

79
Q

Noise can occur when ____.

A

any of these occur

80
Q

Which of the following statements about informal communication in organizations is true?

A

Information carried by informal communication channels is estimated to be 75 to 95 percent accurate.

81
Q

The two primary types of grapevine communications networks are ____.

A

cluster and gossip

82
Q

Coaching is ____.

A

a kind of one-on-one communication primarily used by managers to improve an employee’s on-the-job performance or behavior

83
Q

Managers generally like and use____ but are less receptive to using ____.

A

oral communication; written communication

84
Q

Which of the following is one of the primary tasks faced by managers who want to improve organizational communication?

A

managing organization-wide communication

85
Q

Which of the following statements about hearing and listening are true?

A

Hearing is the act of perceiving sounds, while listening is the act of making a conscious effort to hear.

86
Q

____ is a technique of assuming half the responsibility for successful communication by actively giving the speaker nonjudgmental feedback that shows you’ve accurately heard what he or she said.

A

Active listening

87
Q

In empathetic listening, ____ is important because it demonstrates that you understand the speaker’s emotions.

A

reflecting feelings

88
Q

The first thing that managers need to recognize when communicating feedback one-on-one to employees is that feedback can be ____.

A

constructive or destructive

89
Q

____ is the withholding of information about organizational problems or issues by employees.

A

Organizational silence

90
Q

____ is a technique of understanding the speaker’s perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker

A

Empathetic listening

91
Q

The basic control process begins with:

A

the establishment of clear standards of performance

92
Q

In terms of the basic methods of control, __________ control is an improvement over __________ control because it attempts to eliminate or shorten the delay between performance and feedback about the performance.

A

concurrent; feedback

93
Q

__________ control regulates workers’ performances on the job, while __________ control measures the results of their efforts.

A

Behavior; output

94
Q

The two types of objective controls managers use are:

A

behavior and output

95
Q

__________ is a control method that encourages managers to look beyond traditional measures to evaluate four different perspectives on company performance.

A

Balanced scorecard

96
Q

Normative controls should be used when:

A

organizational culture, values, and beliefs are strong

97
Q

In the traditional control systems used at most companies, __________ measures are used to assess performance and influence behavior.

A

objective control

98
Q

Economic value added (EVA) is so important to workers and managers because it:

A

shows whether a business or subset of a business is really making a profit

99
Q

____ is the regulatory process of establishing standards that will achieve organizational goals, comparing actual performance to those standards, and then, if necessary, taking corrective action to restore performance to those standards.

A

Control

100
Q

____ are a basis of comparison for measuring the extent to which organizational performance is satisfactory or unsatisfactory.

A

Standards

101
Q

Companies may determine standards by ____.

A

benchmarking other companies

102
Q

Control is a(n) ____ process.

A

continuous, dynamic, and cybernetic

103
Q

The three basic control methods are ____.

A

concurrent control, feedback control, and feedforward control

104
Q

____ is the extent to which it is possible to implement each step in the control process.

A

Cybernetic feasibility

105
Q

According to the text, which of the following factors can help managers to determine whether more control is possible?

A

cybernetic feasibility

106
Q

____ control is top-down control in which managers try to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures.

A

Bureaucratic

107
Q

____ control regulates workers’ actions and routines on the job, while ____ control measures the results of their efforts.

A

Behavior; output

108
Q

Ironically, ____ control may lead to even more pressure for workers to conform to expectations than ____ control.

A

concertive; bureaucratic

109
Q

Instead of individual sales people calling on its business customers, Cedartree Tech uses sales teams. The sales team is given complete responsibility for developing long-term partnering relationships with each customer. What kind of control would the company’s sales managers most likely approve?

A

concertive control

110
Q

____ is a control method that encourages managers to look beyond traditional measures to evaluate four different perspectives on company performance.

A

Balanced Scorecard

111
Q

Which of the following is NOT one of the four perspectives measured in the Balanced Scorecard approach to control?

A

policies and procedures perspective

112
Q

Which of the following statements about the Balanced Scorecard approach to control is true?

A

All of the perspectives examined by the Balanced Scorecard approach are of equal importance to a company’s success.

113
Q

In the traditional control systems used at most companies, ____ measures are used to assess performance.

A

financial

114
Q

Quality is typically defined and measured in three ways. They are ____.

A

excellence, value, and conformance to expectations

115
Q

____ is a performance assessment in which companies identify which customers are leaving and the rate at which customers are leaving.

A

Customer defection

116
Q

When a company emphasizes ____ as its quality goal, managers must simultaneously control excellence, price, durability, or other features of a product or service that customers strongly associate with it.

A

value

117
Q

A company makes only one product. The company is carefully evaluating what it learned in becoming such a success to see if it could use the same strategy to expand internationally. Which perspective of the Balanced Scorecard is this manufacturer emphasizing?

A

innovation and learning perspective

118
Q

Which of the following statements about economic value added (EVA) is true?

A

EVA is the amount by which profits (after expenses) exceed the cost of capital in a given year.

119
Q

A large university library has decided to make it nearly impossible for all but the most renowned Civil War experts to access their Civil War collection. The librarian in charge of this collection feels that this new policy will adversely influence the use of the collection in research on the experiences of everyday people during the war. This is an example of the use of control creating ____.

A

suboptimization

120
Q

One of the advantages the Balanced Scorecard has over traditional control processes that rely solely on financial measures is that it ____.

A

minimizes the chances of suboptimization

MGMT (2 decks)

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