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 10
Student: _______________________________________________________________________________________

1. The sense of satisfaction you get when you achieve an important goal is an intrinsic reward.

True False

2. Extrinsic rewards are those that are given to a person by someone else.

True False

3. Motivation is the drive to satisfy a need.

True False

4. Since motivation comes from within an individual, there is little that managers can do to help motivate employees.

True False

5. When unhappy employees leave a company, the firm normally ends up benefiting financially.

True False

6. Frederick Taylor's goal was to find ways to improve worker motivation by making work more interesting and challenging.

True False

7. A key element of Frederick Taylor's approach was the time-motion study, which examined the tasks performed to complete a job and the
time needed to complete each task.

True False

8. Frederick Taylor based his approach on the belief that each worker was an individual who should be treated as a unique asset to the firm.

True False

9. Scientific management became the dominant strategy for improving productivity during the early 1900s.

True False

10. Elton Mayo conducted studies know as the Hawthorne Studies and became known as the father of scientific management.

True False

11. Frederick Taylor believed that employees would be more productive if they were allowed to decide for themselves which methods at
work to use.

True False

12. Three elements were basic to Taylor's approach: time, methods, and rules of work.

True False

13. According to the "Legal Briefcase" box in Chapter 10, scientific management is used successfully at UPS and UPS drivers have good
wages and generous benefits.

True False

14. Frank and Lillian Gilbreth developed the principle of motion economy, which said that every job could be broken down into a series of
elementary motions.

True False

15. Frederick Taylor's ideas about improving worker productivity attracted a lot of attention at the time, but had little lasting significance.

True False

16. The concept engagement is used to describe the level of passion and motivation that a person has about their work.

True False

17. Frederick Taylor encouraged managers to make use of psychological techniques to improve worker motivation.

True False

18. According to the Legal Briefcase, "Upset at UPS", companies that employ the principles of Scientific Management usually avoid costly
lawsuits from unhappy employees.

True False
19. According to the Legal Briefcase, "Upset at UPS", companies are still transitioning from past practices of using scientific management
principles when managing employees. UPS is hiring "thinking" workers who can make a variety of workplace decisions themselves and
are less tolerant of companies that place rigid rules and physical requirements on employees. In the past, occupational safety issues have
cost the company millions.

True False

20. Frederick Taylor believed that workers existed to make management's job easier and more efficient. He believed that workers were
interested in one thing: good pay. If a business provided good pay, workers would provide the grueling labor necessary to get the job
done.

True False

21. Janis works for a local bakery. At one time, she loved the idea of becoming a head pastry chef, but now she is not sure that this is how she
would like to spend her working career. Her current supervisor does not believe in breaks. And, lately, he stands next to her and instructs
her as to how to roll out the bread dough and ice the cupcakes, as though she never learned these basic skills in culinary school. Just this
morning, he commented loudly from the other side of the room, "You should be able to ice five cupcakes in a minute! Time yourself!"
Frederick Taylor would have approved of Janis' supervisor.

True False

22. Mark successfully completed a very challenging assignment given to him by his supervisor at work. The feeling of accomplishment and
satisfaction Mark experiences is an example of an extrinsic reward.

True False

23. The Green Velvet Lawn Care Company teaches all of its employees specific methods for fertilizing and seeding lawns. The methods are
designed to ensure adequate lawn coverage with a minimum of time and effort. All employees are expected to follow these methods
precisely. Green Velvet's approach to lawn care is consistent with the ideas of scientific management.

True False

24. Andy is a supervisor at a web design company. Andy has observed that most employees he supervises are more productive if he lets them
have some freedom and flexibility in how they go about their work. Andy's experience is consistent with the teachings of scientific
management.

True False

25. One of the original objectives of the Hawthorne studies was to determine the degree of lighting needed in the workplace to enable
employees to achieve optimum productivity.

True False

26. The original results of the Hawthorne studies proved that employees were much more productive when they worked in well-lit areas than
when they worked in poorly lit areas.

True False

27. A major conclusion of the Hawthorne studies was that the best way to motivate employees is with monetary incentives such as pay raises
and bonuses.

True False

28. The tendency of employees to behave differently when they know they are being studied is known as the Taylor effect.

True False

29. The results of the Hawthorne studies encouraged researchers to begin studying human motivation and managerial styles that lead to
higher productivity.

True False

30. Elton Mayo's researchers concluded that worker motivation improved when managers listened to worker's ideas and suggestions.

True False

31. The Hawthorne studies proved that the methods of scientific management were the best way to achieve maximum productivity among
employees.

True False

32. The Hawthorne studies conclude that intrinsic rewards are always better than extrinsic rewards.

True False

33. The Hawthorne studies concluded that productivity at work seldom changed, but an employee's attitude could show significant
improvement if he/she were given the opportunity to think critically at work.

True False

34. Although Elton Mayo originally intended to collect data for a traditional scientific management study, his break-through research led to
further research on the kinds of things that drive employees to successfully meet and exceed productivity goals at work.
True False

35. Harrison is a manager at the local post office. He wants to find ways to improve worker motivation, and has read about the Hawthorne
studies conducted by Elton Mayo and his colleagues. He believes these studies offer important insights into what motivates employees.
Harrison is not likely to support the methods and ideas associated with scientific management.

True False

36. Bianca is conducting an experiment to determine how temperatures affect the productivity of employees. She has just completed the first
phase of her experiment, in which she had a group of employees perform job related tasks in a special room where the temperature was 10
degrees cooler than on the factory floor. The employees in the experimental group consistently outperformed employees in the factory.
The Hawthorne effect suggests that the most likely reason for this improvement in performance is that the cooler working conditions
allowed the employees in the experiment to work harder without getting tired.

True False

37. Greg is a small business owner who wants to find a way to increase the productivity of his employees. He has just finished reading a book
on worker motivation, and found the book's discussion of the Hawthorne studies particularly relevant. Based on his reading, Greg is likely
to view pay increases as the best way to improve employee motivation.

True False

38. Marissa works for a large pharmaceutical company in the greater Chicago area. Last week she visited with an advisor at the nearby
university because her employer encourages workers to continue their education and gives them time off to go to academic related
appointments, even during regularly scheduled work hours. One would assume that management at Marissa's company values the results
of the Hawthorne studies, more so than traditional scientific management principles.

True False

39. Abraham Maslow believed that motivation arises from the desire to satisfy unmet needs.

True False

40. According to Maslow, it is impossible to rank human needs in any logical order.

True False

41. According to Maslow, people will try to satisfy lower order needs before they turn their attention to higher order needs.

True False

42. Safety needs are placed at the lowest level in Maslow's hierarchy of needs.

True False

43. Maslow referred to the needs people had for recognition and acknowledgement from others as esteem needs.

True False

44. According to Maslow, a satisfied need is no longer a motivator.

True False

45. In Maslow's hierarchy, self-actualization needs are those needs associated with basic survival, such as the need for food and shelter.

True False

46. In Maslow's view, social needs include the need to feel loved and accepted.

True False

47. Maslow believed that lower-level needs may emerge at any time when they are not met and take our attention away from higher-level
needs.

True False

48. In order to motivate their employees, managers in less-developed nations should establish working conditions that focus on meeting their
employees' self-actualization needs.

True False

49. Referring to Maslow's Hierarchy of Needs Theory, one would agree that U.S. workers are more often interested in satisfying their
physiological and safety needs, as opposed to their self-esteem needs.

True False

50. According to Maslow, if you have a self-esteem problem, you probably will not be able to concern yourself with developing to your
fullest potential.

True False

51. Often times, we hear that teenagers have unmet social needs. According to Maslow, their desire to become socially accepted will consume
 them, at the expense of reaching for higher goals, such as developing to their fullest potential.

True False

52. Jimmy is a talented musician, and has already won a number of awards. Still, he practices about two hours every day, trying to reach his
highest potential. Jimmy is motivated by self-actualization needs.

True False

53. Millie recently accepted a new job with better pay and a high degree of job security. She is now able to live in a nicer apartment and
maintain a fairly comfortable life style. However, she still feels like an "outsider" at work, and does not yet perceive that her fellow
employees have accepted her into their group. According to Maslow's theory, Millie is driven by a desire to satisfy her social needs.

True False

54. Jon earns a decent salary and is on friendly terms with the other employees in his department. Lately, he is frustrated because his doesn't
recognize or appreciate some of his accomplishments. According to Maslow's hierarchy of needs theory, Jon will have a desire to satisfy
his self-esteem needs before his self-actualization needs.

True False

55. The late famous broadcast journalist Walter Cronkite said that one of his regrets in life was not actively participating in the space program
as an astronaut. Back in the 1980's, he was selected as a candidate to be the first journalist to fly into space, but NASA decided to take a
teacher instead. In some ways, this may appear as though Cronkite was pursuing a self-esteem need; however, having already achieved
celebrity status, for Cronkite, his was the pursuit of a self-actualization need.

True False

56. Talk about "shell-shock"! Two nights ago, Adam was living in a tent with thirty other Marines in the hills of Afghanistan. Today he is
waking up to the smell of fresh linen, in a king-sized bed, in his very own room in DeKalb, Illinois. Three days ago, his first priority was
the welfare of his battle buddies. This morning, his first priority (according to his family) is not wasting anytime and getting back into
College. Although he has always believed in the importance of school and the respect that comes with achieving a degree, right now he is
not quite in the frame of mind. His first desire is to spend time renewing old friendships, including organizing a couple of float trips and
ball game nights with the group of friends he left behind. According to Maslow's hierarchy of needs, Adam has a strong desire to satisfy
his self-esteem needs.

True False

57. Herzberg's research focused on determining which management style achieved the highest level of worker motivation.

True False

58. Herzberg's research examined how conditions related to the job itself affected the motivation of employees.

True False

59. Herzberg's study showed that pay was the job characteristic that ranked highest as a motivator.

True False

60. Herzberg found that the factors associated with job content ranked high as employee motivators.

True False

61. Herzberg found that the sense of achievement employees experienced when they performed their jobs was an important motivator.

True False

62. Herzberg used the term hygiene factor to refer to an element of job content that was most important as a source of worker motivation.

True False

63. According to Herzberg, when a hygiene factor is not fulfilled, employees will become dissatisfied.

True False

64. Herzberg's research found that improvements in the work environment were a more effective way to motivate employees than
improvements in job content.

True False

65. Maslow identified and categorized basic needs that most persons would like to satisfy, while Herzberg's research identified motivators
and hygiene factors that inspire employees to fulfill their needs.

True False

66. Herzberg's research identified the key factors that motivate workers, including company policies and administration, wage rates,
interpersonal relations with co-workers, and physical environment at work.

True False

67. Herzberg's findings suggest that the best way for firms to increase worker motivation is to focus on improving pay and making working
 conditions more pleasant.

True False

68. Since hygiene factors do not motivate workers toward high achievement at work, managers can safely ignore these factors when trying to
develop an effective work environment.

True False

69. Herzberg's findings suggest that many U.S. firms can help workers satisfy higher order needs by identifying those things that motivate
(inspire) them to work at their fullest potential.

True False

70. Douglas McGregor observed that all managers tend to share common assumptions about employees.

True False

71. According to McGregor, Theory X managers assume that employees dislike work, and will avoid it if possible.

True False

72. According to McGregor, Theory X-type managers motivate employees by giving them a great deal of freedom and responsibility.

True False

73. Managers who make Theory X assumptions about employees tend to watch their subordinates very closely and provide detailed
instructions to employees about how they should do their jobs.

True False

74. Theory X management has essentially disappeared from the real world workplace.

True False

75. Theory Y managers assume that most people are capable of using a relatively high degree of imagination and creativity to solve
problems.

True False

76. Theory Y managers assume that the main factor that motivates most employees is the desire to earn more money.

True False

77. Theory Y managers are likely to use empowerment to motivate employees.

True False

78. The trend in many U.S. businesses is toward a Theory Y approach to management.

True False

79. Theory Y managers adhere to the principle that most people do not work to their fullest intellectual potential.

True False

80. According to William Ouchi, two of the main features of the Japanese approach to management are individual decision-making and rapid
promotions.

True False

81. William Ouchi concluded that culture should not be a factor in one's management style.

True False

82. Ouchi's Theory Z is a blend of Type A and Type J business cultures.

True False

83. Theory Z calls for the creation of a sense of participation and cooperation within an organization.

True False

84. Theory Z emphasizes reliance on individual creativity and initiative rather than collective decision-making.

True False

85. Recent economic problems as well as demographic and social changes in Japan have led some Japanese firms to seek new approaches to
management.

True False
86. In the view of William Ouchi, managers of U.S. firms would have a smooth transition when implementing the management styles
employed by Type J managers.

True False

87. The best way for U.S. firms to become more competitive is to adopt the Type J approach to management.

True False

88. Recent economic events and demographic trends in Japan have clearly demonstrated the superiority of a Type J approach to management.

True False

89. The goal of William Ouchi was to develop a modified business culture that blends the best of Type J with the best of Type A.

True False

90. Alan tries to make life easy on his employees by telling them exactly what to do and how to do it. He believes that most of his
subordinates are lazy, and will goof off if he doesn't keep an eye on them, so he spends much of his time monitoring their work. When he
finds an employee who is not performing up to his expectations, Alan uses threats and punishment to increase the worker's motivation.
Alan is a Theory X-type manager.

True False

91. Jerry has a great deal of faith in the abilities of his subordinates. He believes that most employees want to be productive, and will work
hard if given the proper incentives. He also believes that most firms do not take full advantage of the intelligence and creativity of their
employees. For these reasons Jerry favors a managerial style that allows employees to be flexible and creative in how they do their jobs,
and empowers them to make and implement decisions. Jerry is a Theory Y-type manager.

True False

92. Jenny is a creative and intelligent person who likes to work independently on challenging projects. Jenny would be most effective when
working for a Theory X-type manager.

True False

93. Marita is a very talented and ambitious person who likes to work independently and wants to move up in her company as quickly as
possible. Marita may become frustrated if she worked in a firm that took a Theory Z approach to management.

True False

94. Hillary enjoys working with others to solve problems and make decisions, but is also able to assume individual responsibility. She prefers
working for a company that takes a holistic view of its employees. These preferences suggest that Hillary might enjoy working at a
company that uses a Theory Z approach to management.

True False

95. After a 3-year probationary period, career positions at Fairview Community College are fairly secure, even though the opportunity for
promotion runs at a snail's pace (pretty slow). These jobs would probably appeal to people who currently work for Type A companies -
similar to the way many companies operate in Silicon Valley.

True False

96. Peter Drucker made an important distinction when he stated that managers do not motivate employees, but employees motivate
themselves.

True False

97. Management by Objectives (MBO) is a goal setting theory model that sets goals by getting all employees active in the goal formulation
process, committing employees to meeting the goals, and then monitoring performance.

True False

98. The central idea behind MBO (Management by Objectives) is that employees motivate themselves through the process toward goal
achievement.

True False

99. The Management by Objectives model devised by Peter Drucker works best in a dynamic, rapidly changing business environment, where
management makes short-term plans.

True False

100. It may be difficult to utilize the MBO (Management by Objectives) model when employees have not agreed upon the goals set by top
management.

True False

101. According to Victor Vroom, the effort employees exert on a specific task depends on their expectations of the outcome.

True False
102. According to Victor Vroom's expectancy theory, expectations of employees can affect their motivation.

True False

103. Vroom's expectancy theory contends that prior to committing maximum effort to a task, employees want to know if they can accomplish
the task and if it will equally reward everyone at work, even if others were not involved in the accomplishment of the task.

True False

104. According to expectancy theory, one of the things employees want to know before they commit to making a maximum effort on a task is
whether the reward for accomplishing the task is worth the effort.

True False

105. Expectancy theory says that employees will be motivated if: 1) They can actually achieve the task; 2) they will be rewarded for their
achievement; 3) the reward will be worthy of their effort.

True False

106. According to researchers David Nadler and Edward Lawler, managers should set performance standards that are attainable only by the
most talented and dedicated employees.

True False

107. According to expectancy theory, employees in a given organization tend to have very similar expectations.

True False

108. Reinforcement theory suggests that employees respond to carrots (rewards) but not to sticks (punishment).

True False

109. According to reinforcement theory, individuals act to receive rewards and to avoid punishment.

True False

110. In reinforcement theory, reprimands and reductions in pay are examples of negative reinforcements.

True False

111. The basic principle of equity theory is that employees try to maintain fairness between their efforts and their compensation compared to
others in similar positions.

True False

112. Equity theory tells us that when employees perceive inequitable treatment they will respond in a manner that will attempt to reestablish
fairness.

True False

113. According to equity theory, if employees perceive that their level of effort is greater than their compensation, they will work to increase
their productivity.

True False

114. Equity theory suggests that if employees perceive inequity in the workplace, they might respond with reduced productivity, higher
absenteeism, or even voluntary resignation.

True False

115. Equity judgments are precise, objective measurements of the fairness between an employee's effort and their compensation.

True False

116. The best strategy to deal with a perceived inequity in the compensation of different employees is to require that salaries and other forms
of compensation are kept secret.

True False

117. For management by objectives to be successful, employees must be willing to accept the objectives set by top management without
question and without hesitation.

True False

118. A major problem with the MBO approach is that it provides no way for employees to provide input into the goal-setting process.

True False

119. According to expectancy theory, worker motivation almost always increases when employees are assigned a very challenging task.

True False
120. U.S. workers value being treated fairly. According to equity theory, if things seem unfair, they will either do their best to make them
equitable either by withholding effort, increasing effort, or by rationalizing that they are undeserving of the same as others.

True False

121. In reinforcement theory, extinction refers to a strategy of responding to undesirable behavior with negative reinforcements, such as
verbally reprimanding an employee in front of his peers.

True False

122. Elias is disappointed with the work effort of the employees in his department. According to expectancy theory, Elias could improve
employee performance by setting more ambitious performance standards that exceed the ability of most employees to attain them.

True False

123. Cedric works for a landscaping business. His employer has asked Cedric if he would be willing to work overtime this weekend to finish
a job for an important client. According to expectancy theory, Cedric will want to compare the compensation or other rewards offered by
his employer to the extra effort involved before he decides whether to agree to the job.

True False

124. Ruth Eday is sorry she ever hired Helen Highwater since Helen's work is sloppy and often late. Moreover, she doesn't get along well
with most of the other employees and frequently initiates arguments. According to reinforcement theory, the only effective way for Ruth
to deal with Helen's behavior is to wait for Helen to do something good, and then praise and reward her for the result.

True False

125. You get a lower grade in a course than your friend did even though you studied more during the semester and attended class more often.
As a result, equity theory predicts that you might convince yourself that "Grades aren't all that important. After all, lots of people who
succeed in the real world didn't make good grades in school."

True False

126. Jill operates her own small business and is a strong advocate of equity theory. Because of her acceptance of this theory, Jill is likely to
try to assure employees that they are compensated in a way that reflects their efforts and contributions relative to those of other
employees.

True False

127. As a human resources manager for your company, you are looking for ways to motivate employees to favor your company over
competitors. The company cannot afford to offer a wide array of benefits, but you are confident that if you survey employees and
provide them the opportunity to vote on the benefits that are most important to them, they will see this as a fair and equitable way to
operate.

True False

128. LivWell Biotechnology Company has four locations in the metropolitan area where you live. You work as a marketing specialist at the
oldest and southern most location. Your colleagues at three other locations get ½ hour off each day to work out because there are work
out facilities at each of their locations. You know that you make a little more than they do, but after measuring the cost of stopping off at
the local physical fitness center on your way home each evening, you realize that your extra compensation would not cover the cost of a
gym membership. You are keeping tabs on marketing positions that may open at the other locations. Although you enjoy the people that
you work with at LivWell's southern location, you would agree that you are using equity theory, to bring a sense of fairness to what you
perceive as an inequity.

True False

129. You are a graduate student in the Biology department at Fair University. You have several graduate student friends who have graduate
appointments in the business department and the English department. While everyone's compensation and employee benefits are exactly
the same, your department requires you to always show-up and tutor students at least four hours each day and to serve on one university
committee each semester. Graduates students at the other departments are not required by their management to follow these rules. Lately,
you are doing your best to limit your daily obligation to 2 ½ to 3 hours each day. Relating your situation to one of the theories we have
studied, your goal of limiting inputs is explained by expectancy theory.

True False

130. As the marketing director for Chipper's Golf Resort, you are making plans for the annual golf tournament, and trying to decide on the
amount for the top three prizes. In past years, you successfully raised $25,000 through registration fees and sponsorship. You know that
you could easily attract some great local talent if you make the top prize $10,000; but, can you afford to announce a $10,000 top prize at
the expense of losing out on a portion of the registration fee when others decide not to participate? Using expectancy theory rationale
that you learned in business class, you explain to the general manager that if you set the prize too high, several better than average
golfers in the area will find their chances to be "out of their league" and will be unmotivated to participate or spend the money. Your
analysis of the situation is reasonable.

True False

131.
As the marketing manager for Chipper's Golf Resort, you hired interns from the local university to go out and sell your annual golf
event. You provided each of three interns with their own list of past sponsors, participants, and prize contributors. You also asked each to
create a marketing plan to secure five new sponsors in the next four weeks, and promised them a bonus at the end of the fourth week, if
they could verify that they followed their own plan, contacted everyone on their list and also developed new sponsors. During the fourth
week, you randomly contacted a few sponsors on each of the three lists and quickly learn that one of the interns had slacked-off on the
job. As a motivational technique, you prefer to provide positive reinforcement. When you met with each of the three interns, you
withheld the bonus from the one that did not do the job and informed him that his internship grade will reflect the fact that he was not
 motivated to get the job done.

True False

132. Based on Herzberg's theory of motivators, job enrichment will motivate employees to satisfy higher order needs.

True False

133. Job enrichment is based on Herzberg's higher motivators, such as responsibility, achievement, and recognition.

True False

134. Job enlargement is about breaking down a sizeable job into smaller parts so that the employee is not overwhelmed by a large task.

True False

135. Skill variety is one of the characteristics of work that lead to improved motivation and performance.

True False

136. Using job enrichment strategy, management can contribute to improved motivation and worker performance by primarily increasing
employee pay.

True False

137. Feedback enhances worker motivation by giving employees a feeling of achievement and recognition.

True False

138. Task identity refers to the degree to which a job has a substantial impact on the lives or work of others in the company.

True False

139. Job simplification attempts to increase task efficiency by breaking the job into simple steps and assigning people to perform each of
those steps.

True False

140. Job simplification is an effective strategy for managers who want to achieve job enrichment.

True False

141. Job enlargement is the strategy of assigning employees to different jobs within the organization on a regular basis.

True False

142. Job enlargement attempts to enrich jobs by combining a series of tasks into one challenging and interesting assignment, as opposed to
simplifying the job.

True False

143. Job rotation attempts to make a job more interesting and motivating by moving employees from one job to another.

True False

144. As part of their open communication strategy, management should reward upward communication, even if it is negative.

True False

145. Open communication is a verbal strategy. It does not involve listening.

True False

146. Open communication strategies include the removal of physical barriers such as separate offices.

True False

147. As a motivational technique, open communication is enhanced when management provides several opportunities for employees to
congregate and share ideas.

True False

148. Special parking areas, dining rooms and rest rooms set aside for executives are barriers to open two-way communication within an
organization.

True False

149. By the time they graduate from high school, most people have received ample training to develop good listening skills.

True False
150. At Ford Motor Company, the redesigned 2005 Mustang convertible was completed early and under budget. This can be attributed to
reinventing work at Ford.

True False

151. To implement self-managed teams, managers at most companies must reinvent work.

True False

152. The first step in any motivational program is to establish open communication among employees in order to encourage teamwork and
cooperation.

True False

153. Two things many firms with highly motivated workforces have in common are open communications and self-managed teams of
employees.

True False

154. Teamwork tends to occur naturally within business organizations regardless of the plans or actions of managers.

True False

155. In order to encourage teamwork between and among managers and employees, top management must create an organizational culture
that allows autonomy, decentralizes authority, and rewards good work.

True False

156. As a motivational technique, letting employees know they've done a good job is not as powerful as providing them with a bonus.

True False

157. Progressive managers are rewarding good work in all kinds of ways including family trips, informal events at work, and just letting
everyone know when someone does a good job.

True False

158. When asked why they change jobs, over 80% of those surveyed said they usually leave one job for another in order to gain more job
responsibility and a more senior role.

True False

159. Managers who believe job enrichment can effectively improve motivation would try to give employees a significant degree of freedom
and flexibility in scheduling their work and in determining the procedures they use.

True False

160. The key to achieving task identity is to design jobs that demand the use of many different skills.

True False

161. Job simplification is an extension of the ideas of Frederick Herzberg.

True False

162. Feedback helps enrich a job by satisfying an employee's esteem needs.

True False

163. One way for a firm to improve motivation of employees is to establish special rest rooms, dining areas, and parking areas for top
executives.

True False

164. If managers want to retain their employees, a good strategy may involve mentoring them for more senior roles in the organization and
provide opportunities for job advancement.

True False

165. As indicated in the Spotlight on Small Business box, "Big Motivators for Small Businesses", it is difficult if not impossible for small
businesses to take the time to motivate their employees with open communication and or by providing jobs with broad responsibilities
due to the fact that the labor force is usually small and there just isn't time for these kinds of associations.

True False

166. According to the Spotlight on Small Business box titled, "Big Motivators for Small Business", small businesses can and do put thought
into motivating employees to perform at high levels. The box highlights companies who provide mentoring activities for new employees
and other companies who believe that stress release type activities re-energizes employees.

True False

167. Fast Track Corporation moves employees from one job to another on a regular basis in order to improve motivation. Fast Track's strategy
 is job enlargement.

True False

168. Management at the local Hottie Potatee, a potato bar with all the fixings is trying to improve task efficiency by breaking down jobs into
simple steps and assigning each step to a different worker. The key benefit of this approach is that it is one of the most effective ways to
achieve job enrichment.

True False

169. Ellen supervises several employees in the accounting department of a large corporation. She makes it a priority to give her subordinates
direct and clear information about their job performance. Ellen's efforts are likely to improve worker motivation.

True False

170. David is the president and chief executive officer of Baxter National Bank. He wants to encourage more open two-way communication
among the bank's employees and managers. One of the most important things David can do to achieve this goal is to become a good
listener.

True False

171. During the first year at the Millennium Company, management trainees spend two months in each of six different departments where
they have the opportunity to learn skills in each functional area, but also make decisions about where they have the best match. Job
rotation is a motivational strategy used by contemporary organizations.

True False

172. According to the Thinking Green box titled, "Green Team Go", open communication successfully filled the company suggestion box
with green ideas, but top management has not implemented any of them because they are not behind a sustainability program, claiming it
is too costly.

True False

173. At Blastoff.com, a web-based auction headquartered in upstate New York, when employees are at the company's main office, they do not
expect to necessarily sit at the same desk everyday. They may decide to situate in a projection room; in a temporary soundproof room, or
in one of several lounge areas in the building. They may locate next to someone outside of their functional area. Blastoff management
believes that breaking down barriers fosters more communication and innovation, and makes jobs more interesting.

True False

174. A 25-year employee at a mid-sized company remarked, "I can remember when we were small enough that we had time for water cooler
talk! Sometimes I wish we could go back a few years when everyone liked being here. Now, we seem to be more excited about our next
raise rather than our next product launch!" According to the Spotlight on Small Business Box, "Big Motivators for Small Business",
small businesses seem to be better at motivating employees with open communication and more broad-based responsibilities, where
employees exchange ideas and become generalists at what they do.

True False

175. Brandon's manager often tells his employees "there's isn't a lot of time for chit-chat on the job. If you want to give us your opinion, as a
believer in open communication, I'll gladly give you your chance to speak your mind, on your way out!" This manager is up to date on
the purpose of the exit interview, as an important source of feedback for companies. Open communication always begins at this
juncture.

True False

176. Regardless of cultural background, most employees respond the same way to motivational approaches.

True False

177. High context cultures tend to jump right in and get work done with worrying about developing close work relationships.

True False

178. In a high context culture, relationship building is motivational.

True False

179. In a low context culture, employees are less likely to place emphasis on relationship building. They want to jump right in and get the job
done.

True False

180. Even if there are cultural differences across the globe, reward preferences do not vary across cultures.

True False

181. If rewards are an important part of an international firm's motivational strategy, consideration should be given to adjusting it for cultural
preferences.

True False

182. Most Gen X managers are likely to be flexible and good at collaboration.
True False

183. Members of Generation X tend to be more independent and need less feedback than members of older generations.

True False

184. As a group, Gen Yers tend to be impatient, skeptical and image driven.

True False

185. Members of Generation Y tend to be adaptable, tech savvy, and tolerant.

True False

186. Gen Xers are difficult to motivate because they lack ambition.

True False

187. Gen Xers and Gen Yers will be more tolerant of change than Baby Boomers.

True False

188. Motivation is largely the result of external rewards and punishments.

True False

189. It is important when dealing with today's culturally diverse workforce that managers maintain a consistent motivational approach for
everyone.

True False

190. It is unlikely that business professionals from Saudi Arabia will be willing to start conducting business with a U.S. construction company
without first trying to establish a relationship more on an interpersonal level.

True False

191. When adopting a reward system as part of your international company's motivational strategy, it is not cost effective or beneficial to
spend time customizing rewards for each global location.

True False

192. It is safe to say that Gen Xers have a strong desire for balancing work life and home life due to the fact that many grew-up in
environments where family time was jeopardized due to both parents working.

True False

193. If you want to understand what motivates Generation X workers, it might be a good idea to study the personal experiences that this group
shared - things such as stay at home moms and dads that worked very steady nine to five jobs, with hardly any fear of lay-offs.

True False

194. When studying the differences in generations, it is fair to say that many ideas that each group shares resulted from common experiences
during the first ten years of life.

True False

195. Susan is a baby boomer. She manages an office where most of the employees are in her age group. However, she recently hired Angie,
who is a member of Generation X. Susan is likely to find that Angie is more interested in work/life balance than other employees in the
office.

True False

196. Lisa is a Gen Xer who has just been promoted to a management position. If she is like many of her generation, one of Lisa's biggest
problems is likely to be her inflexibility and difficulty at working collaboratively with other employees.

True False

197. Anthony is putting together an employee group to help add new technology to his company's existing products. He is seeking employees
who are comfortable with new technologies, and who are flexible, adaptable, and have a strong sense of commitment to their work.
Many of his company's newest and youngest employees probably would meet these criteria.

True False

198. Jennifer is an engineer for a large telecommunications company. If the company has after-hours events, Jennifer does not hesitate to take
her six-month old baby along. You often hear her say, "If they don't go, I don't go." Jennifer's motivation to add or at least combine work
life with family life is probably the result of growing up in an environment where adult family members worked, and work and family
life were less balanced.

True False

199. Blake was asked by his team leader to explore and evaluate the best ways to communicate with customers online. Although Blake is
relatively new to the company, and is not well versed on the entire product line, he is a millennial which makes him overall well suited to
 knowing how people find things in common with others in an online environment.

True False

200. The personal satisfaction people feel when they have done a job well is a(n) __________ reward.

A. cognitive
B. extrinsic
C. physiological
D. intrinsic

201. Rewards that come from someone else in recognition of good work are _________ rewards.

A. conditional
B. self-actualized
C. extrinsic
D. secondary

202. _________________ was the father of scientific management.

A. Elton Mayo
B. Frank Gilbreth
C. Henry Gantt
D. Frederick Taylor

203. One of the elements essential to Frederick Taylor's approach to improving worker productivity was:

A. teamwork.
B. a hierarchy of needs.
C. rules of work.
D. open communication.

204. Frank and Lillian Gilbreth developed the principle of ___________, which said that every job could be broken down into a series of
elementary motions.

A. motion economy
B. marginal productivity
C. division of labor
D. micro-motion analysis

205. ______________ was the dominant strategy for improving worker productivity during the early 1900s.

A. Management by objective
B. Scientific management
C. Social Darwinism
D. Job enrichment

206. A basic idea of ___________ was to conduct time-motion studies to find the best way to perform each task, then teach people to use
these methods.

A. management by design
B. Theory Z management
C. scientific management
D. expectancy theory

207. According to the "Legal Briefcase" box for Chapter 10, the management approach used at United Parcel Service (UPS) is an example
of:

A. the Hawthorne principle.

B. a humanistic approach.
C. Theory Z.
D. scientific management.

208. Frank and Lillian Gilbreth thought that every job could be broken down into a series of elementary motions that they called:

A. therbligs.
B. elementary steps.
C. micromotions.
D. lillifranks.

209. Weldon Taskman has just successfully negotiated a new long-term sales agreement with a major client. The personal satisfaction Weldon
has about his efforts is his _______ reward.

A. external
B. extrinsic
C. intrinsic
D. reciprocal

210. Maureen's supervisor was so impressed by her work that he named her the employee of the month. This praise from her supervisor is an
example of a(n) _________ reward.

A. extrinsic
B. intrinsic
C. secondary
D. extraneous

211. According to the principles of scientific management, the best way to improve productivity is to:

A. give employees greater recognition for their efforts.

B. establish open two-way communications among all of the organization's employees and managers.
C. use time-motion studies to find the best method of doing each job, then teach those methods to employees.
D. use job rotation and job enlargement to make work more interesting and challenging.

212. New employees at Throneberry Manufacturing are carefully trained to use the most efficient production methods. They are then placed
on an assembly line and expected to perform the same task day after day, using the methods they were taught. The work is boring, but
the pay is good. Throneberry's approach is consistent with the principles of:

A. management by objectives.
B. expectancy theory.
C. scientific management.
D. human engineering.

213. Wally Tormach is a professional house painter. During busy periods, he often hires college students as helpers on his jobs. Wally tells his
helpers that he has determined the most efficient way to paint a house and he expects them to follow his instructions exactly. Wally's
approach is consistent with the ideas of:

A. Peter Drucker.
B. Frederick Herzberg.
C. William Ouchi.
D. Frederick Taylor.

214. Which of the following statements is the best description of how scientific management viewed employees?

A. Employees are like machines that must be programmed to perform in a certain way
B. Most employees are creative and intelligent individuals who should be given a great deal of freedom and flexibility in how they perform
their jobs
C. Employees will only exert their maximum effort if they believe that their goals are attainable
D. Employees are individuals who do not respond in the same way to a particular management style

215. The Hawthorne studies concluded that worker motivation:

A. increased when managers applied the scientific management approach.

B. was most affected by monetary incentives.
C. improved when employees felt like their ideas were respected.
D. was mainly determined by physical working conditions such as lighting, temperature, and humidity.

216. The Hawthorne studies were conducted by ____________ and his colleagues from Harvard University.

A. Henry Gantt
B. Elton Mayo
C. Peter Drucker
D. John Hawthorne

217. The original goal of the Hawthorne studies was to determine:

A. the average IQ of production employees.

B. whether employees could work effectively in unsupervised teams.
C. the level of illumination that was associated with optimum productivity.
D. how to stimulate employees to be more creative.

218. The tendency for people to behave differently when they know they are being studied is known as the:

A. Hawthorne effect.
B. Taylor effect.
C. Type II effect.
D. induced motivation effect.

219. The Hawthorne studies found that employees in the experimental group:

A. performed much better under bright lighting than they did when lighting was dim.
B. were more productive than other employees regardless of the level of lighting.
C. were more creative when working individually than they were when working in teams.
D. performed poorly because they were distracted by all of the attention they received.

220. The findings of the Hawthorne studies led researchers to look more closely at how ____________ could lead to better productivity.

A. changes in salary and benefits

B. disciplinary factors and punishment
C. changes in physical working conditions
D. the human side of motivation

221. The most important impact of the Hawthorne studies was that it:

A. helped managers find the level of lighting associated with optimum productivity.
B. showed that employees could be programmed like machines to perform simple repetitive tasks, and thus led to the development of
assembly lines.
C. changed the direction of research away from Taylor's scientific management toward the study of human-based management.
D. showed that physical working conditions have no impact on worker productivity.

222. In the Hawthorne studies, employees were involved in the planning of the experiments. This caused employees to:

A. set rather simple, easily attainable goals.

B. become distracted and thus reduced productivity.
C. believe that management respected their ideas, which motivated them.
D. have high levels of productivity, but show disrespect for the managers in their test area.

223. Which of the following statements about worker motivation is most consistent with the findings of the Hawthorne studies?

A. Worker motivation will fall significantly if lighting conditions, temperature, and other elements of the physical environment are not at
kept at their optimal levels
B. Employees are more motivated if they feel they are part of a special group or project
C. The best way to motivate employees is to offer pay raises, bonuses and other financial incentives to employees who meet or exceed clearly
specified goals
D. Worker motivation is unimportant in determining the level of worker productivity, because productivity is primarily determined by
external factors such as the speed of the machinery the employees operate

224. Dr. Mo T. Vadar, a professor of psychology at a respected university, is planning a study of the factors that affect the motivation of
employees. Dr. Vadar is concerned that the results of his experiments may be misleading because employees in an experimental group
tend to behave differently when they know they are being studied. This concern shows that Dr. Vadar is aware of the:

A. Hawthorne effect.
B. Taylor effect.
C. potential confusion between Theory X and Theory Y.
D. Heisenberg principle.

225. Which of the following statements would Elton Mayo have most likely made soon after concluding his Hawthorne studies?

A. Employees are not lazy, but they normally lack direction and respond best to an autocratic style of management
B. The key to increasing productivity is to provide employees with the best possible physical working conditions
C. When employees are put into an isolated group, their natural tendency is to compete against each other and establish a natural "pecking
order"
D. Employees who enjoy their work environment and believe they are respected are likely to be more productive employees

226. The concept that a hierarchy of human needs could be used to explain motivation was developed by:

A. Abraham Maslow.
B. Frederick Taylor.
C. Douglas McGregor.
D. Frederick Herzberg.

227. Maslow was mainly concerned with explaining how:

A. jobs could be broken down into very simple tasks that could be performed by unskilled employees.
B. human motivation was related to a hierarchy of needs.
C. managerial assumptions about employees affected their style of management.
D. to achieve open two-way communication within an organization.

228. According to Maslow, a higher order need:

A. always provides greater motivation than a lower order need.

B. never provides as much motivation as a lower order need.
C. becomes a source of motivation after lower order needs are satisfied.
D. contributes directly to the physical survival of the individual.

229. Maslow classified the needs for basic items such as food, water, and shelter as:

A. safety needs.
B. sustenance needs.
C. physiological needs.
D. self-actualization needs.

230. Maslow called the needs people have for security at work and at home:

A. physiological needs.
B. stability needs.
C. insurance needs.
D. safety needs.

231. In Maslow's hierarchy of needs, the desire for love and acceptance would fall into the category of:

A. social needs.
B. esteem needs.
C. primal needs.
D. self-actualization needs.

232. Maslow would classify the need for recognition from others and for self respect as _________ needs.
A. social
B. esteem
C. security
D. physiological

233. In Maslow's hierarchy, __________ needs refer to the desire to reach one's fullest potential.

A. social
B. esteem
C. egoistic
D. self-actualization

234. The need __________ would be classified as a social need.

A. to reach one's full potential

B. to feel safe and secure from unexpected threats
C. for recognition and self-respect
D. to feel accepted and loved

235. Maslow placed _________ needs at the highest level of his hierarchy.

A. self-actualization
B. esteem
C. deferred
D. social

236. When Elaine accepted a position with Cannon Corporation in Dallas, Texas she felt uneasy. She was new to the area and new to this
company. However, she was pleased that her new job offered her the opportunity to play on the company volleyball team. She quickly
made new friends and, through her new friends, learned about the city. Apparently, her new job satisfies Elaine's ________ needs.

A. social
B. esteem
C. self-actualization
D. physiological

237. Jackie had been very pleased with her part-time job at a local convenience store until a recent incident occurred. During Jackie's shift, the
store was burglarized. Although no one was hurt, Jackie now feels uneasy and fearful during her late night shift. She is so nervous and
worried that she is having a hard time concentrating on her work and is thinking about quitting. Management needs to be aware of
Jackie's unmet _______ needs.

A. esteem
B. self-actualization
C. physiological
D. safety

238. John dropped out of school after the ninth grade and now must support himself though he has few skills. He is a part-time employee at a
small retailer earning the minimum wage. John would like to earn more, but hasn't been able to find a better job. He is having a hard time
paying his rent and utility bills and has quit eating breakfast to try to save on his food bills. John is having trouble meeting his:

A. esteem needs.
B. self-actualization needs.
C. social needs.
D. physiological needs.

239. Abraham Maslow thought that once needs at one level of his hierarchy were met:

A. motivation would diminish.

B. another, higher order need would emerge to motivate that person.
C. that type of need would never again be an effective motivator.
D. he or she would become more interested in lower-level needs.

240. Most employees in less-developed nations are motivated by the desire to satisfy:

A. physiological needs.
B. social needs.
C. esteem needs.
D. empathetic needs.

241. Employees in the United States and other developed nations are least likely to be motivated by the desire to satisfy __________ needs:

A. social
B. esteem
C. physiological
D. self-actualization

242. According to Maslow's Hierarchy of Needs theory, which of the following would be an issue that requires the fulfillment of a lower
order need?

A. The need for a challenging project at work.

B. The need for a promotion at work.
C. The need for a mentor to help you ascend within the company.
D. The need to locate your business in an area with a low crime rate.
243. Julie has worked for the Healthy Bread Company for several years. Recently, management recognized her as one of the company's best
employees. Her co-workers respect and admire her, and she feels good about herself. According to Maslow, the type of needs that are
likely to motivate Julie in the future are:

A. social needs.
B. self-actualization needs.
C. physiological needs.
D. safety needs.

244. Maalem Ben Ali is a refugee from Ethiopia who has none of the basic necessities Americans take for granted. He lives in an
overcrowded tent in a refugee camp. He is often hungry and thirsty because food is scarce in the camp and the main water supply is
polluted. According to Maslow, Maalem Ben Ali will be motivated to satisfy his ___________ needs, before addressing other concerns.

A. physiological
B. safety
C. social
D. self-actualization

245. Milo currently has a good job and can afford a decent apartment and plenty of food. Due to significant political unrest and recent street
violence in his town, he is considering uprooting himself and applying for a visa to move to another country. According to Maslow,
Milo's concern reflects a desire to satisfy his:

A. physiological needs.
B. safety needs.
C. social needs.
D. self-actualization needs.

246. Than Wok emigrated from his war-torn country to the United States almost two years ago. He recently found a job working on an
assembly line at a major computer manufacturer. Than left his friends and family behind when he came to the United States. He is lonely
and hopes that his fellow employees will accept him so that he can build some lasting friendships. According to Maslow, Than wants to
satisfy his:

A. physiological needs.
B. safety needs.
C. social needs.
D. self-actualization needs.

247. Melody has worked as a secretary at Consolidated Freight Handling for ten years. Although she earns a good salary and has made friends
at work, she has been passed-over for promotion twice and feels that no one appreciates her abilities and skills. Melody is concerned
with satisfying her:

A. physiological needs.
B. social needs.
C. safety needs.
D. esteem needs.

248. Marla always strives to excel in her career. Several years ago, she finished College, finally achieving a Ph.D. Although she works as an
educator and has a secure position at an urban college, she does not hold a faculty position at a prestigious university. It is obvious to her
colleagues that Marla is unsatisfied with her position at work. She constantly gives coworkers subtle reminders of her superior academic
credentials and only participates in work activities where she will assume a leadership role. Analyzing Marla's situation using Maslow's
hierarchy of needs, which of the following needs are unmet?

A. self-actualization needs
B. esteem needs
C. social needs
D. physiological needs

249. Several advocacy groups in the U.S. monitor firms that do business with sweatshops in developing nations. These watchdog groups are
concerned about human rights abuses in foreign factories, often citing unsafe and unclean working conditions. Recently, business experts
have shed new light on this issue, stating that these factories that do not meet the standards of developed nations are still perceived by
their workers as a better way of life than what they had before because these employers offer steady wages. According to Maslow, these
workers are motivated to satisfy which of his hierarchy of needs?

A. self-actualization needs
B. social needs
C. safety needs
D. physiological needs

250. Jacob recently returned from a tour of duty in Iraq, where he served with the U.S. Army's 1st Infantry Division. Sitting at the kitchen
table in his parent's home, he listens to his mom spend several hours making plans for a Caribbean cruise with her a new group of
friends. He hears about his sister's recent promotion at work, and about his Dad winning the "Innovator of the Year" award at his
company. He reflects back on the lives of the people he has just left - their nightly fears of mortar attacks; their need to boil the drinking
water on a daily basis, and, the children that flocked around him begging for something to eat. As he tries to concentrate on his business
management text, he recognizes strong correlations between Maslow's hierarchy of needs theory and his present and past environment.
He concludes:

A. His mom is motivated to satisfy her social needs; his sister is probably working toward her self-actualization needs, and the Iraqi citizens
have a strong desire to develop their self-esteem needs.
B. His mom is motivated to satisfy her self-esteem needs; his sister is probably working on her social needs, and, the Iraqi citizens have a
strong desire to develop their physiological and their safety needs.
C. His mom is motivated to satisfy her social needs; his dad and sister are working on self-actualization needs, and the Iraqi citizens have a
strong desire to develop their physiological needs and safety needs.
D. His mom is motivated to satisfy her self-actualization needs; his dad and sister are probably working on their self-esteem needs, and the
Iraqi citizens have satisfied their physiological needs, but definitely have safety issues to satisfy.

251. Talk about "shell-shock"! Two nights ago, Adam was living in a tent with thirty other Marines in the hills of Afghanistan. Today he is
waking up to the smell of fresh linen, in a king-sized bed, in his very own room in DeKalb, Illinois. Three days ago, his first priority was
the welfare of his battle buddies. This morning, his first priority (according to his family) is not wasting anytime and getting back into
College. Although he has always believed in the importance of school and the respect that comes with achieving a degree, right now he
is not quite in that frame of mind. His first desire is to spend time renewing old friendships, including organizing a couple of float trips
and ball game nights with the group of friends he left behind. According to Maslow's hierarchy of needs,

A. Adam is satisfied with self-actualization needs, but he needs to satisfy his social needs.
B. Adam is satisfied with his physiological and safety needs, but he needs to satisfy his social needs.
C. Adam is satisfied with his self-esteem needs, but he is still concerned with a need to keep himself safe.
D. Adam is satisfied with his physiological and safety needs, but has a strong desire to satisfy his self-esteem needs.

252. _____________ studied how the characteristics of the job itself affected worker motivation.

A. William Ouchi
B. Frederick Taylor
C. Douglas McGregor
D. Frederick Herzberg

253. Herzberg's research identified several ___________ factors that did not necessarily motivate employees if they were increased, but could
cause employees to become dissatisfied if they were missing or inadequate.

A. retroactive
B. inferior
C. hygiene
D. negative

254. Herzberg found that factors that provided the highest level of motivation were mostly associated with:

A. job content.
B. level of pay.
C. general working conditions.
D. the style of management.

255. Herzberg found that good pay:

A. was the strongest motivator.

B. was a significant motivator, but not as important as job security.
C. was a hygiene factor rather than a motivator.
D. had no effect on worker attitudes.

256. According to Herzberg, a sense of achievement, earned recognition, and interest in the work itself were all:

A. important motivators.
B. hygiene factors.
C. ways for employees to meet their social needs.
D. consistent with his Theory X approach to motivation.

257. Herzberg's research found that the factor that ranked highest as a motivator was:

A. the friendliness of supervisors.

B. a sense of achievement.
C. a compensation system that included bonuses and regular pay raises.
D. the presence of clear and consistent company rules and policies.

258. According to Herzberg, job-related factors that motivated workers to work harder and more productively had one thing in common:

A. they were easy to explain and easy to measure.

B. they focused on making the jobs performed by employees simpler to accomplish.
C. they were related to job content.
D. they allowed more productive employees to receive higher compensation.

259. Herzberg's research found that safe working conditions and good pay:

A. are important motivators for most employees.

B. helped maintain worker satisfaction, but did little to increase motivation.
C. had no impact on worker morale.
D. were very important motivators for professional employees and managers, but were poor motivators for unskilled employees.

260. According to Herzberg's views, which of the following strategies would be most likely to result in a higher level of worker motivation?

A. Improvements in the physical working conditions

B. Providing clear and fair work rules and policies
C. Making the work itself more interesting and challenging
D. Using time-motion studies to find the most efficient techniques for employees to use

261. Which of the following is not considered one of Herzberg's strategies for creating enthusiasm at work?

A. Focus on making the job interesting

B. Similar pay and benefits for a similar job
C. Company and management support in achieving employee objectives
D. Provide opportunities for advancement and added responsibility

262. While Maslow's research categorized a person's needs in terms of higher order and lower order needs, Herzberg's research recognized
that:

A. employees aspire to satisfy lower order needs at work and higher order needs through other life activities.
B. certain work related factors satisfied higher order needs, while other work related factors satisfied lower order needs.
C. the physical environment and general working conditions were of no consequence to employees. These factors did not affect higher or
lower order needs.
D. hygiene factors satisfied higher order needs and motivating factors satisfied lower order needs.

263. According to Herzberg, which of the following groups of motivational factors would give employees the most satisfaction?

A. A
B. B
C. C
D. D

264. According to Herzberg, the difference between motivators and hygiene factors is:

A. motivators cause persons to work smarter, while hygiene factors cause people to work harder.
B. hygiene factors make employees more enthusiastic about the work itself, whereas motivators make employees enthusiastic about how
many hours they have to work and their next day off.
C. hygiene factors develop more loyalty from workers, while motivators make workers enthusiastic about moving on to a different company.
D. overall, motivators related to greater job satisfaction, while hygiene factors made the work place a satisfying place to thrive.

265. Charlie, the CEO of Collier Chemical, likes to boast that his company offers the highest salaries in the industry, has excellent working
conditions, and has clear and consistent company policies. Yet he admits his workforce is not highly motivated. Herzberg's research
suggests that Collier Chemical is having difficulty motivating its employees because it focuses on:

A. interactive factors.
B. motivating factors.
C. altruistic factors.
D. hygiene factors.

266. JP Pharmaceuticals has redesigned many jobs to make the work more interesting and challenging. The company encourages its
employees to further their education by reimbursing them up to $5,000 per year for tuition and related expenses. JP also recognizes
worker achievements at a company picnic each spring and a company party in December. Talented employees are given promotions and
added responsibilities. These policies suggest that management at JP Pharmaceuticals is using the findings of:

A. Frederick Herzberg to increase worker motivation.

B. William Ouchi to implement a Theory Z approach to management.
C. Frederick Taylor to improve worker productivity through the principles of scientific management.
D. Abraham Maslow to satisfy lower-order needs of employees.

267. ________ used the terms Theory X and Theory Y to describe different attitudes managers have about employees.

A. Robert Colby
B. Elton Mayo
C. Douglas McGregor
D. Victor Vroom

268. Douglas McGregor described two very different sets of managerial attitudes about employees, which he called:

A. the positive view and the negative view.

B. the macro perspective and the micro perspective.
C. Theory X and Theory Y.
D. individualism and collectivism.

269. Theory ___ managers see employees as having a general dislike for work and an unwillingness to accept responsibility.

A. A
B. X
C. Y
D. Z

270. Theory ____ assumes that the average person likes work, and has a relatively high degree of imagination and creativity.

A. A
B. Alpha
C. X
D. Y

271. Theory Y managers prefer:

A. to closely supervise their employees.
B. micro-management and a strong degree of control over subordinates.
C. empowerment and letting employees design solutions.
D. limited authority, but a significant amount of responsibility given to employees.

272. William Ouchi called the management approach typically used by Japanese firms:

A. Type X.
B. Type J.
C. Type Q.
D. scientific management.

273. _________ is the term William Ouchi used to refer to the management approach typically used by firms in the United States.

A. Type A
B. Type Z
C. Theory Q
D. Theory J

274. To be competitive, ____________ recommended that American firms adopt a new management style that was a hybrid of the approaches
used by Japanese firms and those used by American firms called _________.

A. Mi Yurchishin, Theory X
B. Akiko Animoto, Theory Z
C. William Ouchi, Theory Z
D. Sam Hyakowa, Theory Y

275. _________ blends Japanese and American management practices into a hybrid approach which calls for long-term employment,
collective decision making, and individual responsibility for the outcome of decisions.

A. Theory A
B. Theory X
C. Theory Y
D. Theory Z

276. Theory X managers are likely to believe that:

A. the average person dislikes work and will seek to avoid it when possible.
B. most employees know more about their job than the boss.
C. employees are motivated mainly by the chance for advancement and recognition.
D. job satisfaction is primarily related to higher order needs.

277. Theory Y managers would:

A. rely on monetary rewards to motivate employees.

B. assume that most employees dislike their jobs.
C. have confidence in the ability of employees to solve problems that arise during work.
D. believe that job enrichment would be an ineffective way to improve motivation because it focuses too much on job content and not enough
on working conditions.

278. Which of the following is a characteristic of Type J management?

A. lifetime employment
B. individual decision-making
C. rapid evaluation and promotion of employees
D. individual responsibility

279. Which of the following is a characteristic of Type A management?

A. lifetime employment
B. slow evaluation and promotion
C. non-specialized career path
D. individual decision-making

280. An important criterion that helps to determine the type of management style [Type A, J, or Z] that works best for firms is:

A. the education level of the workforce.

B. the marital and family status of the workforce.
C. the general culture that surrounds the firm.
D. the number of managers vs. the number of employees in the firm.

281. UCLA management professor, William Ouchi's Theory Z embraced which of the following management ideals?

A. Once hired, the employee would be assured of life-time employment

B. Employees would cooperatively solve problems and decisions would always be consensual
C. Management would cautiously only concern themselves with an employee's work life
D. An employee could be promoted, but both evaluation and promotion would not happen quickly

282. Chase believes that most of his subordinates dislike work and would avoid it if possible. He also believes that his employees have little,
if any, ambition, and that the only way to motivate them is by using threats and punishment. Chase views are consistent with
___________ management.
A. Theory B
B. Theory X
C. Theory Y
D. Theory Z

283. Kanetra believes that if she leaves her employees unsupervised for a few minutes they will do nothing but slack off. She is known as the
"Dragon Lady" (at least behind her back) for the harsh criticism and punishment she disburses whenever an employee makes an error.
Kanetra is a __________ manager.

A. Theory X
B. Theory Y
C. Theory Z
D. Theory plus

284. At High Stakes International, employees tend to work with little direct supervision since employees are considered trustworthy and
committed. Management's expectation for employee creativity is high. The management at High Stakes reflects ____________ attitudes
about employees.

A. Theory C
B. Theory D
C. Theory X
D. Theory Y

285. William Ouchi believed that a pure Type J approach to management would not work in the United States because it:

A. failed to encourage open communication.

B. could lead to violations of U.S. antitrust laws.
C. is based on the values and attitudes of Japanese culture.
D. is too dependent on the assumptions of scientific management.

286. At Solar Concepts, Inc., employees are promised long-term employment and are involved in decision-making. The employees follow a
somewhat specialized career path and have individual responsibility for results. Solar Concept's approach is an example of:

A. Theory R management.
B. Theory X management.
C. Theory Y management.
D. Theory Z management.

287. In Silicon Valley, California, it is not unusual for highly skilled employees to stay at one company for about three years. These
specialized employees have a mind-set for rapid promotion. They believe that they only have themselves to blame if these high
achievement standards do not occur. William Ouchi would categorize the management style that these employees operate under as:

A. Type A.
B. Type B.
C. Type J.
D. Type Z.

288. At Groovy Rags, a trendy retail store, manager Eon Forcer doesn't waste any time thinking about whether the employees on his shift get
their breaks at a reasonable time. In fact, he claims he is hard pressed to determine which one has "worked hard enough" to even deserve
a break. Earlier today, Eon remarked, "I've never met one that likes this job! They're only biding their time and here for the money."
Eon's managerial style would be classified as _________.

A. Theory X
B. Theory Y
C. Theory Z
D. Type J

289. While Rachael, a psychology major at the local university worked frantically at her job at Groovy Rags Retail in anticipation of the
regional manager's visit, her department manager Eon Forcer had an interesting word to say to her: "Don't worry Rachael, when I first
started, I made $7.25 an hour too. It gets better!" Rachael shook her head as she reflected upon how little Eon knew about what
motivated her to seek perfection at this job. As she continued to neatly stack those pocket tees, she thought, "If the regional manager has
the same attitude as this guy, I'm looking for another job." Rachael would prefer to work with a ___________ manager.

A. Theory X
B. Theory Y
C. Type J
D. Type A

290. In analyzing the differences among Theories X, Y, and Z managers, it is appropriate to assess that:

A. Theory Z managers believe that employees prefer to be directed.

B. Theory Z managers understand that workers prefer to work by themselves, and will do their best work individually as opposed to with a
team of others.
C. Theory Z managers believe that getting employees more involved in work-related decisions will generally increase productivity.
D. Theory Z managers believe that decision making is not part of an employee's responsibilities.

291. Reflecting upon the differences in Type J and Type A work environments, which of the following statements is fundamental to Type J:

A. Type J environments fiercely protect the individual rights of workers.

B. Type J environments are only concerned about the employee functions at work.
C. Type J, unlike Type A environments believe in more prompt and expeditious promotion for employees.
D. Type J, unlike Type A environments embrace consensual decision-making and have a concern for the employee's life at work and outside
of work.
292. ____________ is based on the notion that setting ambitious but attainable goals will improve motivation and performance if the goals are
accepted, accompanied by feedback, and facilitated by organizational conditions.

A. Theory J
B. Goal-setting theory
C. Scientific management
D. The principle of performance feedback

293. Management by objectives was developed by:

A. Ralph Nader.
B. Henry Gantt.
C. Frank and Lillian Gilbreth.
D. Peter Drucker.

294. The purpose of management by objectives is to:

A. enable top management to set goals for the entire organization.

B. simplify the jobs of middle management by providing them with predetermined goals and objectives.
C. help employees motivate themselves with a goal-setting model that involves, discussion, review, and evaluation by management and
employees.
D. allow employees to set their own goals without consulting with management.

295. ________ is a system of goal setting and implementation that involves a cycle of discussion, review, and evaluation of objectives among
top and middle managers, supervisors, and employees.

A. Objective planning
B. Management by objectives
C. The three step planning system
D. Cyclical objective analysis

296. Management by objectives is most effective in organizations that:

A. are relatively stable.

B. are faced with rapidly changing conditions.
C. rely heavily on the principles of scientific management.
D. are subject to extensive government regulation.

297. ________ means to work with a subordinate, doing part of the work if necessary.

A. Coaching
B. Guiding
C. Helping
D. Teaching

298. ________ means acting as a resource to a subordinate by teaching, guiding and making recommendations, without actively doing any of
the subordinate's work.

A. Coaching
B. Augmenting
C. Helping
D. Facilitating

299. According to __________ the amount of effort employees devote to a task depends on their expectations of the outcome.

A. scientific management theory

B. the feedback principle
C. the linkage effect
D. expectancy theory

300. According to Victor Vroom, which of the following questions is an employee likely to ask before deciding to exert his or her maximum
effort toward completing a task?

A. Is the reward for completing the task worth the effort involved?
B. Are other employees working on the same type of task?
C. Is this task more difficult than my previous work?
D. How often will I be expected to do this task?

301. Researchers David Nadler and Edward Lawler suggest that in order to use expectancy theory to improve worker motivation, the first
thing managers should do is:

A. identify the critical path for the project.

B. determine what rewards are valued by employees.
C. ensure that the rewards are tied to the employee's performance.
D. decide on a way to monitor employee performance.

302. According to expectancy theory, the amount of effort employees exert on a specific task depends on their:

A. expectations of the outcome.

B. manager's expectations of their performance.
C. perception of the importance of the task.
D. level of needs that are not yet satisfied.
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