Chapter 10 5 Paul Blocker is the offensive line coach for the Lisolini College Fighting Hampsters. He wants his players to report to fall practice in good shape

284. (p. 274) Paul Blocker is the offensive line coach for the Lisolini College Fighting Hampsters. He wants his

players to report to fall practice in good shape. Coach Blocker has set challenging fitness standards that the

linemen will be able to meet if they work hard during the summer. He knows his players hate running wind

sprints, so to encourage them to workout during the summer he has announced that any player who passes the

fitness test at the beginning of fall practice will be allowed to skip sprints for the first two weeks of practice.

Coach Blocker’s approach to motivation is consistent with:

D. the autonomous feedback principle.

285. (p. 274) Which of the following problems would indicate that managers had not applied the basic concepts of

expectancy theory?

A. Employees are frustrated because they have no say in their organization’s goals and objectives.

286. (p. 274) Lynn is in charge of a nursing shift at a hospital. She wants to improve the motivation and

performance level of the nurses under her direction. According to expectancy theory, one element of an

D. rotate the nurses so that they perform different jobs each day.

287. (p. 275) Which of the following is the best example of extinction as the term is used in reinforcement theory?

A. A manager uses very harsh negative reinforcements to punish an employee for undesirable behavior.

288. (p. 275) Matt works for a sports marketing firm. He feels that he has been treated unfairly by the organization.

He helped three other employees organize a series of successful street hockey tournaments in different regions

of the country. While the other employees were given a bonus and corporate recognition, his efforts were

ignored. According to equity theory, Matt is likely to respond by:

A. ignoring the perceived inequity.

289. (p. 275-276) As a manager, Charlene works hard to ensure that employees are treated fairly, yet she still gets

feedback that indicates that some employees don’t believe she is fair. This problem most likely results from the

fact that:

A. Charlene doesn’t understand that employees are not concerned with equity, only with getting the biggest

possible reward for the least possible effort.

290. (p. 276) Two things shared by many companies with highly motivated workforces are:

D. clear distinctions between managers and employees and a simple line and staff organizational structure.

291. (p. 276) The first step toward establishing open communication within an organization is to:

A. create a clear chain of command much like the one found in military organizations.

292. (p. 276) Results from AES, the global power company, illustrate how:

D. management by objectives can be implemented in a business operating in the service sector of the economy.

D. management by objectives can be implemented in a business operating in the manufacturing sector of the

economy.

294. (p. 279, Reaching Beyond Our Borders box) The boxed material in Chapter 10 titled “Reaching Beyond Our Borders”

refers to global work teams as either high-context team culture or low-context team culture. Basically

high-context team members:

A. view relationship building as a waste of time that diverts attention from the task.

D. be poor at providing feedback to others.

296. (p. 279) A strength of Generation X managers is likely to be their:

297. (p. 278) The generation born between 1981 and 1994 is known as Generation:

A. We

298. (p. 280) As a group, Gen Yers tend to be:

299. (p. 277) Which of the following was a major reason motivation was extremely high on Ford’s “Team

Mustang”?

A. The team moved everyone from various departments into cramped offices in an old warehouse.

300. (p. 276-277) Jerry Stead, the chairman of Ingram Micro a 13,000 employee technology provider, answers his

own phone line to take calls from employees. He declares that if the company is doing something right he loves

to hear about it and if there’s something they should be doing differently, he wants to know that too. Jerry Stead

D. bolstering employee fairness.

301. (p. 276-277) Which of the following statements about open communications is most accurate?

D. Open communications sounds good in theory, but in practice it results in organizations that are too

cumbersome and complex to respond to rapidly changing business conditions.

302. (p. 277) Which of the following statements is likely to be made by an employee on Ford’s Team Mustang?

A. “That’s not my job, man.”

303. (p. 276-277) Working conditions recently have changed at the Bariol Corporation. Managers and employees

now answer their own phones, and even top managers are addressed by their first name. The company even

eliminated executive washrooms and parking spaces. Bariol implemented all of these changes in an effort to

help employees motivate themselves by creating a team spirit within the company. Bariol’s efforts are consistent

with an attempt to:

D. ensure that maintenance factors were satisfactory.

304. (p. 278) Which of the following statements about cultural differences in the workplace is most accurate?

305. Describe the contributions of scientific management to improving worker productivity. What are some of

the limitations of this approach?

306. Why did the results of the studies conducted at the Hawthorne plant surprise Elton Mayo and his fellow

researchers? How did these results change the direction of management research?

307. Describe and then compare the basic contributions of Maslow and Herzberg to the understanding of

worker motivation.

308. Compare the assumptions Theory X makes about employees with those of Theory Y. How do these

different assumptions influence management styles?

309. What is the key idea behind goal-setting theory? How does management by objectives help implement this

idea?

310. (p. 270) Howie’s views on his employees suggest he is a ____________ manager.

A. Theory A

311. (p. 268) Currently, jobs at the Pelham plant are broken into small individual steps, and an employee is

assigned to perform each step in an effort to achieve task efficiency. This technique is known as job:

A. segmentation.

312. (p. 266, figure 10.2) Howie is proud of the fact that employees at his plant earn high wages and have safe working

conditions. According to Herzberg’s research, these factors would be classified as:

313. (p. 269) One of the most basic suggestions John Noble made in his discussion with Howie Spradlin was to

make the work more interesting and challenging by assigning each worker a series of tasks to perform. This

D. parallel processing.

314. (p. 273) Much of the discussion between Howie and John dealt with ways to implement a management by

objectives program, not just for the Pelham City plant, but for the entire Widdle Widgets organization. An MBO

program would help Widdle improve motivation by:

A. enabling employees to fully satisfy their physiological needs.

c10 Summary