252. According to Herzberg, which of the following groups of motivational factors would give
employees the most satisfaction?
253. Tyler earned his construction management degree last May and landed his first job as a
field engineer with a well-known company that provides maintenance and repair for oil and
chemical companies. During his first week on the job, he expressed enthusiasm for what he
heard from other employees. Although he would be traveling to many job sites during the first five
years, many of his new colleagues remarked on the opportunities for growth and promotion and
added responsibilities if he persevered with this company. If Herzberg were ranking the job
factors that provide satisfaction for this young graduate, he would refer to these as:
254. 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:
255. 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:
256. ________ used the terms Theory X and Theory Y to describe different attitudes managers
have about employees.
257. Douglas McGregor described two very different sets of managerial attitudes about
employees, which he called:
258. Theory ___ managers see employees as having a general dislike for work and an
unwillingness to accept responsibility.
259. Theory ____ assumes that the average person likes work, and has a relatively high degree
of imagination and creativity.
260. Theory Y managers prefer:
261. William Ouchi called the management approach typically used by Japanese firms:
262. _________ is the term William Ouchi used to refer to the management approach typically
used by firms in the United States.
263. 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 _______.
264. _________ 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.
265. Theory X managers are likely to believe that:
266. Theory Y managers would:
267. Which of the following is a characteristic of Type J management?
268. Which of the following is a characteristic of Type A management?
269. An important criterion that helps to determine the type of management style (Type A, J,
or Z) that works best for firms is:
270. UCLA management professor William Ouchi’s Theory Z embraced which of the following
management ideals?
271. 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.
272. Kendra 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. Kendra
is a __________ manager.
273. 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.
274. William Ouchi believed that a pure Type J approach to management would not work in the
United States because it:
275. 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:
276. 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 have only themselves to blame if these high goals are not met.
William Ouchi would categorize the management style that these employees operate under as:
277. 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 _______.
278. While Rachel, a psychology major at the local university, worked frantically at her job at
Groovy Rags in anticipation of the regional manager’s visit, her department manager Eon Forcer
had an interesting word with her: “Don’t worry Rachel, when I first started, I made $7.25 an hour
too. It gets better!” Rachel shook her head as she reflected on 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.” Rachel would prefer to work with a ___________ manager.