51. Talk about “shell-shock”! Two nights ago, Adam was living in a tent with 30 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
any time in getting back into college. But Adam sees it a bit differently. Although he has always
believed in the importance of school and the respect that comes with achieving a degree, and
wants to pursue his education, 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 ballgame
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.
52. Herzberg’s research focused on determining which management style achieved the
highest level of worker motivation.
53. Herzberg’s research examined how conditions related to the job itself affected the
motivation of employees.
54. Herzberg’s study showed that pay was the job characteristic that ranked highest as a
motivator.
55. Herzberg found that the factors associated with job content ranked high as employee
motivators.
56. Herzberg found that the sense of achievement employees experienced when they
performed their jobs was an important motivator.
57. Herzberg used the term hygiene factor to refer to an element of job content that was most
important as a source of worker motivation.
58. According to Herzberg, when a hygiene factor is not fulfilled, employees will become
dissatisfied.
59. Herzberg’s research found that improvements in the work environment were a more
effective way to motivate employees than improvements in job content.
60. 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.
61. 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.
62. 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.
63. 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.
64. 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.
65. Douglas McGregor observed that all managers tend to share common assumptions about
employees.
66. According to McGregor, Theory X managers assume that employees dislike work, and will
avoid it if possible.
67. According to McGregor, Theory X managers motivate employees by giving them a great
deal of freedom and responsibility.
68. 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.
69. Theory X management has essentially disappeared from the real-world workplace.
70. Theory Y managers assume that most people are capable of using a relatively high degree
of imagination and creativity to solve problems.
71. Theory Y managers assume that the main factor that motivates most employees is the
desire to earn more money.
72. Theory Y managers are likely to use empowerment to motivate employees.
73. Theory Y managers adhere to the principle that most people do not work to their fullest
intellectual potential.
74. According to William Ouchi, two of the main features of the Japanese approach to
management are individual decision making and rapid promotions.
75. William Ouchi concluded that culture should not be a factor in one’s management style.
76. Ouchi’s Theory Z is a blend of Type A and Type J business cultures.
77. Theory Z calls for the creation of a sense of participation and cooperation within an
organization.
78. Theory Z emphasizes reliance on individual creativity and initiative rather than collective
decision making.
79. Recent economic problems as well as demographic and social changes in Japan have led
some Japanese firms to seek new approaches to management.
80. 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.
81. The best way for U.S. firms to become more competitive is to adopt the Type J approach
to management.
82. Recent economic events and demographic trends in Japan have clearly demonstrated the
superiority of a Type J approach to management.
83. 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.
84. 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 manager.
85. 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 manager.
86. 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 manager.
87. Martina is a very talented and ambitious person who likes to work independently and
wants to move up in her company as quickly as possible. Martina might become frustrated if she
worked in a firm that took a Theory Z approach to management.
88. 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.
89. After a 3-year probationary period, career positions at Fairview Community College are
fairly secure, even though the opportunity for promotion runs pretty slowly. These jobs would
probably appeal to people who currently work for Type A companies, similar to the way many
companies operate in Silicon Valley.
90. Peter Drucker made an important distinction when he stated that managers do not
motivate employees, but employees motivate themselves.
91. 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.
92. The central idea behind MBO (management by objectives) is that employees motivate
themselves through the process toward goal achievement.
93. The management by objectives model devised by Peter Drucker works best in a dynamic,
rapidly changing business environment, where management makes short-term plans.
94. It may be difficult to utilize the MBO (management by objectives) model when employees
have not agreed upon the goals set by top management.
95. According to Victor Vroom, the effort employees exert on a specific task depends on their
expectations of the outcome.
96. According to Victor Vroom’s expectancy theory, expectations of employees can affect their
motivation.
97. 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.
98. 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.
99. Expectancy theory says that employees will be motivated if (1) they can actually achieve
the task; (2) they will be rewarded for their achievement; and (3) the reward will be worthy of
their effort.
100. According to researchers David Nadler and Edward Lawler, managers should set
performance standards that are attainable only by the most talented and dedicated employees.
101. According to expectancy theory, employees in a given organization tend to have very
similar expectations.
102. Reinforcement theory suggests that employees respond to carrots (rewards) but not to
sticks (punishment).