86. (p. 271) Many service firms have found that management styles that are consistent with McGregor’s Theory Y
are helpful in dealing with problems.
87. (p. 271) According to William Ouchi, two of the main features of the Japanese approach to management are
individual decision-making and rapid promotions.
88. (p. 271) William Ouchi referred to the management approach favored by many firms in the U.S. as the Type U
approach.
89. (p. 272) Ouchi’s Theory Z views on management are based on management principles derived from Chinese
social philosophy.
90. (p. 273, figure 10.5) Theory Z calls for the creation of a sense of participation and cooperation within an
organization.
91. (p. 272, figure 10-4) Theory Z emphasizes reliance on individual creativity and initiative rather than collective
decision-making.
92. (p. 272) Recent economic problems as well as demographic and social changes in Japan have led some
Japanese firms to seek new approaches to management.
93. (p. 270) 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.
94. (p. 270–271) 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
relatively free managerial style which 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.
95. (p. 270) 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.
96. (p. 271–272) In the view of William Ouchi, managers of U.S. firms would have little difficulty in implementing
the management styles employed by Japanese managers.
97. (p. 271–272) The best way for U.S. firms to become more competitive is to adopt the Type J approach to
management.
98. (p. 271-272, figure 10.4) Rowena is a very talented and ambitious person who likes to work independently and
wants to move up in her company as quickly as possible. Rowena would probably become very frustrated if she
worked in a firm that took a Theory Z approach to management.
99. (p. 272, figure 10.4) Hildy enjoys working with others to solve problems and make decisions. She also wants to
work for a company that takes a holistic view of its employees. These preferences suggest that Hildy might
enjoy working at a company that uses a Theory Z approach to management.
100. (p. 272, figure 10.4) Recent economic events and demographic trends in Japan have demonstrated the superiority
of a Type J approach to management.
101. (p. 273) Goal-setting theory is based on the notion that setting ambitious but attainable goals can enhance
worker motivation.
102. (p. 273) According to goal-setting theory, the responsibility for establishing an organization’s goals lies solely
in the hands of top management.
103. (p. 273) Management by objectives is a strategy for involving all members of an organization in goal setting
and implementation.
104. (p. 273) MBO is most effective in organizations that have rapidly changing situations so that flexibility is
crucial to the success of the organization.
105. (p. 273) MBO works well in firms that are in stable situations in which long-range plans can be made and
implemented with little need for major changes.
106. (p. 273) Coaching means helping employees perform a task by actually doing part of the work if necessary.
107. (p. 273) Problems can arise when top management uses MBO as a strategy to unilaterally set goals.
108. (p. 273) Management by objectives seeks to get everyone in the organization involved in the discussion,
review and evaluation of the organization’s objectives.
109. (p. 273) The central idea of management by objectives is that managers must be the ones who motivate
employees.
110. (p. 273) For management by objectives to be successful, employees must be willing to accept the objectives
set by top management without question and without hesitation.
111. (p. 273) A major problem with the MBO approach is that it provides no way for employees to provide input
into the goal-setting process.
112. (p. 273) The Walmott Company is in an ever-changing market where competitive pressures and rapid
technological changes force the company to constantly re-evaluate its long-term strategies and rely heavily on
contingency planning. Walmott is the type of company that would probably find it difficult to successfully
implement management by objectives .
113. (p. 273) Carl is an experienced middle manager in the accounting department of a large firm. A new
employee, Rachel, has just taken a position in his department. Rachel is bright and hard working, but she is also
inexperienced and unfamiliar with the specific methods used in Carl’s department. Carl has decided to work
with Rachel and do part of her job for her until she becomes experienced enough to do it herself. The method
Carl is using is an example of coaching.
114. (p. 273, figure 10.5) A manager who operates under Theory X assumptions would have a hard time accepting the
ideas of goal-setting theory.
115. (p. 274, figure 10.6) According to Victor Vroom, the effort employees exert on a specific task depends on their
expectations of the outcome.
116. (p. 274) According to Victor Vroom’s expectancy theory, expectations of employees can affect their
motivation.
117. (p. 274) Advocates of expectancy theory contend that prior to committing maximum effort to a task,
employees want to know if the task will help society.
118. (p. 274, figure 10.6) 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.
119. (p. 274) According to researchers David Nadler and Edward Lawler, managers should set performance
standards that are attainable only by the most talented and dedicated employees.
120. (p. 274) According to expectancy theory, employees in a given organization tend to have very similar
expectations.
121. (p. 274-275) Reinforcement theory suggests that employees respond to carrots (rewards) but not to sticks
(punishment).
122. (p. 274-275) According to reinforcement theory, individuals act to receive rewards and to avoid punishment.
123. (p. 275) In reinforcement theory, reprimands and reductions in pay are examples of negative reinforcements.
124. (p. 275) 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.
125. (p. 275) Equity theory tells us that when employees perceive inequitable treatment they will respond in a
manner that will attempt to reestablish fairness.
126. (p. 275) According to equity theory, if employees perceive that their level of effort is greater than their
compensation, they will work to increase their productivity.
127. (p. 275) Equity theory suggests that if employees perceive inequity in the workplace, they might respond with
reduced productivity, higher absenteeism, or even voluntary resignation.
128. (p. 275) Equity judgments are objective measurements of the fairness between an employee’s effort and their
compensation.
129. (p. 275) 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.
130. (p. 274) Hap Hazzard is a manager at Hissy Audio Components. He is disappointed with the work effort of
the employees in his department. According to expectancy theory, Hap could improve employee performance
by setting more ambitious performance standards that exceed the ability of most employees to attain them.
131. (p. 274) 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 offered by his employer to the extra effort involved before he decides
whether to agree to the job.
132. (p. 274) According to expectancy theory, worker motivation almost always increases when employees are
assigned a very challenging task.
133. (p. 274-275) Ruth Eday is sorry she ever hired Helen Highwater. 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 most 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.
134. (p. 275) In reinforcement theory, extinction refers to a strategy of responding to undesirable behavior by
using extremely unpleasant negative reinforcements, such as some form of harsh punishment.
135. (p. 275) 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.”
136. (p. 275) Jill Sawyer 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.
137. (p. 275-276) Employees generally have accurate perceptions of their contributions at work, so managers who
fairly evaluate employees and compensate them according to their contributions are likely to have highly
motivated employees.
138. (p. 276) Two things many firms with highly motivated workforces have in common are open communications
and self-managed teams of employees.
139. (p. 276) Most learning happens at the peer level.
140. (p. 276) Teamwork tends to occur naturally within business organizations regardless of the plans or actions of
managers.
141. (p. 276) In order to encourage teamwork between and among managers and employees, top management must
create an organizational culture that rewards listening.
142. (p. 277) Special parking areas, dining rooms and rest rooms set aside for executives are barriers to open
two-way communication within an organization
143. (p. 277) By the time they graduate from high school, most people have received ample training to develop
good listening skills.
144. (p. 277) At Ford Motor Company, the redesigned 2005 Mustang convertible was completed early and under
budget. This can be attributed to reinventing work at Ford.
145. (p. 277) To implement self-managed teams, managers at most companies must reinvent work.
146. (p. 277) Ethics has no impact when managers reinvent work for self-managed teams.
147. (p. 276) The first step in any motivational program is to establish open communication among employees in
order to encourage teamwork and cooperation.
148. (p. 278) Regardless of cultural background, most employees respond the same way to motivational
approaches.
149. (p. 279) Most Gen X managers are likely to be flexible and good at collaboration.
150. (p. 279-280) Members of Generation X tend to be more independent and need less feedback than members of
older generations.
151. (p. 280) As a group, Gen Yers tend to be impatient, skeptical and image driven.
152. (p. 280) Members of Generation Y tend to be adaptable, tech savvy, and tolerant.
153. (p. 280) Motivation is largely the result of external rewards and punishments.
154. (p. 276) 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.
155. (p. 277) One way for a firm to improve motivation of employees is to establish special rest rooms, dining
areas, and parking areas for top executives.
156. (p. 279) 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 receiving detailed feedback than other employees in the office.
157. (p. 279) 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.
158. (p. 280) Hugh is looking for some employees to find ways to incorporate some new technology into his
company’s products. He is looking for 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.
159. (p. 278) It is important when dealing with today’s culturally diverse workforce that managers maintain a
consistent motivational approach for everyone.
160. (p. 260) The personal satisfaction people feel when they have done a job well is a(n) __________ reward.
A. cognitive
161. (p. 260) Rewards that come from someone else in recognition of good work are _________ rewards.
A. conditional
162. (p. 260) _________________ was the father of scientific management.
A. Elton Mayo
163. (p. 261) One of the elements essential to Frederick Taylor’s approach to improving worker productivity was:
A. teamwork.
164. (p. 262) Frank and Lillian Gilbreth developed the principle of ___________, which said that every job could
be broken down into a series of elementary motions.
D. micro-motion analysis
165. (p. 262) ______________ was the dominant strategy for improving worker productivity during the early
1900s.
D. Job enrichment
LG: 1
LL: 1
Nickels – Chapter 10 #166
166. (p. 261) 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.
167. (p. 261) 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.
168. (p. 262) Frank and Lillian Gilbreth thought that every job could be broken down into a series of elementary
D. lillifranks.