231. (p. 269-270) ________ used the terms Theory X and Theory Y to describe different attitudes managers had
about employees.
A. Robert Colby
232. (p. 269-270) Douglas McGregor described two very different sets of managerial attitudes about employees,
which he called:
A. the positive view and the negative view.
233. (p. 270) Theory ___ managers see employees as being lazy and unwilling to accept responsibility.
C. Y
D. Z
234. (p. 270) Theory ____ assumes that the average person likes work, and has a relatively high degree of
imagination and creativity.
A. A
235. (p. 271) In the United States, the trend is toward using management techniques that are consistent with
_________.
D. scientific management.
237. (p. 271) _________ is the term William Ouchi used to refer to the management approach typically used by
D. Theory J
238. (p. 272, figure 10.4) ____________ 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.
A. Mi Yurchishin
239. (p. 272, figure 10.4) Which of the following is an attribute of Theory Z?
240. (p. 272, figure 10.4) _________ 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.
241. (p. 270) Theory X managers are likely to believe that:
D. job satisfaction is primarily related to higher order needs.
242. (p. 270) Theory Y managers would tend to:
A. rely on monetary rewards to motivate employees.
243. (p. 271) Which of the following is a characteristic of Type J management?
D. individual responsibility
244. (p. 271) Which of the following is a characteristic of Type A management?
A. lifetime employment
245. (p. 270) Gerald 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. Gerald’s views are consistent with ___________ management.
D. Theory Z
246. (p. 270) 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.
D. Theory plus
247. (p. 270) At Quatritech International, employees tend to work with little direct supervision. They are expected
to use creativity and imagination on the job because management believes they are committed and professional
employees. The management style at Quatritech reflects ____________ attitudes about employees.
A. Theory C
248. (p. 271-272) 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.
249. (p. 272, figure 10.4) At Forester Plastics, employees are promised long-term employment and are very involved in
decision making. The employees follow a somewhat specialized career path and have individual responsibility
for results. Forester’s approach is an example of:
A. Theory R management.
250. (p. 273) ____________ 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.
D. The principle of performance feedback
251. (p. 273) Management by objectives was developed by:
A. Ralph Nader.
252. (p. 273) The purpose of management by objectives is to:
A. enable top management to set goals for the entire organization.
253. (p. 273) ________ 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.
D. Cyclical objective analysis
254. (p. 273) Management by objectives is most effective in organizations that:
D. are subject to extensive government regulation.
255. (p. 273) ________ means to work with a subordinate, doing part of the work if necessary.
A. Coaching
256. (p. 273) ________ means acting as a resource to a subordinate by teaching, guiding and making
recommendations, without actively doing any of the subordinate’s work.
D. Facilitating
257. (p. 273) According to goal-setting theory, in order for goals to enhance motivation and performance they
must be:
D. put into the labor contract.
258. (p. 273) One implication of goal-setting theory is that goals should be:
A. set by top management.
259. (p. 273) A central characteristic of management by objectives is that:
A. goals are set by top management and followed without question by others within the organization.
260. (p. 273) One of the reasons management by objectives is an effective way to implement the ideas of
goal-setting theory is that it:
A. makes it easier for managers to explain the reason for the goals they set for their employees.
261. (p. 273) Sid works as a sales representative for the Lowalt Company. He is about to meet with his manager to
review his progress toward meeting the sales objectives they agreed to at the beginning of the year. Sid likes the
fact that managers at Lowalt listen to their subordinates’ ideas and get everyone involved in setting goals and
objectives. Sid’s experience suggests that Lowalt is using:
D. programmed management.
262. (p. 273) Which of the following statements is a proponent of management by objectives most likely to make?
D. In order to achieve important goals, managers must rely more on helping employees rather than coaching
them.
263. (p. 273) The fundamental purpose of MBO is to:
A. give top management discretion in setting long-term goals and objectives.
264. (p. 273) Sharon Baricivic is a manager in the credit department for Hardaway’s Lawncare. Joe Greene is a
new employee in her department. While Joe has been learning his job, Sharon has provided him with guidance
by offering advice, encouragement, and instructions. However, she has been careful to let Joe do all of the
actual work he is assigned, even if he struggles a bit. Sharon’s approach to getting Joe up to speed indicates that
she is:
265. (p. 274) According to __________ the amount of effort employees devote to a task depends on their
expectations of the outcome.
A. scientific management theory
266. (p. 274) 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?
D. How often will I be expected to do this task?
267. (p. 274) 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:
D. decide on a way to monitor employee performance.
268. (p. 274) According to expectancy theory, the amount of effort employees exert on a specific task depends on
their:
D. level of needs that are not yet satisfied.
269. (p. 274) _________ theory is based on the idea that managers can use both rewards and punishments to
motivate employee behavior.
A. Expectancy
270. (p. 275) Reprimands, pay reductions, and suspensions are all examples of:
A. hygiene factors.
271. (p. 275) _________ refers to a situation in which a manager attempts to stop an undesirable behavior by
simply not responding to it.
D. Passive resistance
272. (p. 275) Equity theory says that employees will perform well if they:
A. understand the nature of their responsibilities.
273. (p. 275) According to equity theory, employees are likely to ask:
A. How hard is the task?
274. (p. 275) The basic principle of equity theory is that employees try to:
D. achieve the mutually agreed upon goals of management and employees.
275. (p. 275) Inequity in the workplace is likely to result in:
276. (p. 275) Equity judgments are based on:
277. (p. 275) A problem with equity judgments is that employees often ________ their own contributions to the
success of a business.
D. are unaware of
278. (p. 275) Kathleen is the new operations manager of a national stock brokerage firm. She recently attended a
conference on the use of expectancy theory to motivate employees. In order to incorporate what she has learned,
the first thing Kathleen must do is:
D. determine if her employees consider the rewards offered adequate.
279. (p. 274) Which of the following would be most closely tied to the idea that employee motivation requires that
the rewards for completing a task are sufficient to justify the effort?
A. Theory Z
280. (p. 274) Expectancy theory suggests that managers attempting to improve employee performance would be
well advised to:
281. (p. 275) A key idea in reinforcement theory is that:
D. employees are more likely to obey written instructions than verbal instructions.
282. (p. 275) According to equity theory, which of the following statements is most accurate?
D. In the United States, employees tend to focus on their own situation and pay little attention to the efforts and
rewards of other employees.
283. (p. 276) Perhaps the best way to deal with problems that arise when employees develop erroneous perceptions
about their contributions to the firm is to:
D. keep the responsibilities and compensation of employees secret.