Term
| The most important component of leadership style is traits. |
|
Definition
|
|
Term
| The University of Iowa leadership styles include autocratic, democratic, and participative. |
|
Definition
|
|
Term
| Job-centered behavior is sensitive to subordinates and communicates to develop trust, support, and respect while looking out for their welfare. |
|
Definition
|
|
Term
| The Ohio State and University of Michigan leadership models are different in that the University of Michigan model places the two leadership behaviors at opposite ends of the same continuum, making it one-dimensional. |
|
Definition
|
|
Term
| The country-club leader strives to maintain a friendly atmosphere without regard for production. |
|
Definition
|
|
Term
| The high-high leader has concern for both production and people, which is also called the team leadership style. |
|
Definition
|
|
Term
| For the most part, we are motivated by self-interest. |
|
Definition
|
|
Term
| Through the motivation process, employees go from motive to need to behavior to consequence to satisfaction or dissatisfaction. |
|
Definition
|
|
Term
Thirst (need) leading to the drive (motive) to get something to drink (behavior), and the drink
quenching (consequence and satisfaction) your thirst is a valid example of the motivation process. |
|
Definition
|
|
Term
| Some need or want motivates all behavior. |
|
Definition
|
|
Term
| Motives cannot be observed; but you can observe behavior and infer what the person’s motive is. |
|
Definition
|
|
Term
| Process motivation theories focus on explaining and predicting behavior based on people’s needs. |
|
Definition
|
|
Term
| The primary reason people do what they do is to meet their needs or wants. |
|
Definition
|
|
Term
| The hierarchy of needs theory proposes that people are motivated through five levels of needs— physiological, safety, belongingness, esteem, and achievement. |
|
Definition
|
|
Term
| Intrinsic factors are related to meeting lower-level needs. |
|
Definition
|
|
Term
| Herzberg contends that providing maintenance factors will make employees satisfied or motivate them. |
|
Definition
|
|
Term
| Acquired needs theory proposes that people are motivated by their need for achievement, power, and affiliation. |
|
Definition
|
|
Term
To motivate employees with a high n Ach, let them plan and control their jobs as much as
possible. |
|
Definition
|
|
Term
| The three process motivation theories are equity theory, hierarchy of needs theory, and expectancy theory |
|
Definition
|
|
Term
| Equity theory proposes that people get what they expect |
|
Definition
|
|
Term
| When employees perceive inequity, they are motivated to reduce it by reducing input or increasing output. |
|
Definition
|
|
Term
| When employees believe they are underrewarded, they are demotivated; when they believe they are equitably rewarded, they are not actively motivated. |
|
Definition
|
|
Term
| Expectancy theory proposes that people are motivated when they believe they can accomplish the task, they will get the reward, and the rewards for doing the task are worth the effort. |
|
Definition
|
|
Term
| Instrumentality refers to belief that the performance will result in getting the reward. |
|
Definition
|
|
Term
| Expectancy theory works best with employees who have an external locus of control. |
|
Definition
|
|
Term
| Goal-setting theory proposes that specific, achievable goals motivate people. |
|
Definition
|
|
Term
“To increase sales by 50 percent and decrease turnover by 25 percent in 2011” is an effective
objective. |
|
Definition
|
|
Term
| Goal setting might be the most effective management tool available. |
|
Definition
|
|
Term
| Reinforcement theory proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways. |
|
Definition
|
|
Term
| Reinforcement theory uses behavior modification and operant conditioning. |
|
Definition
|
|
Term
| An example of avoidance reinforcement is a manager or team leader ignoring an employee who arrives late for a meeting. |
|
Definition
|
|
Term
| Avoidance reinforcement is the least effective method in motivating employees. |
|
Definition
|
|
Term
| With a continuous schedule of reinforcement, each and every desired behavior is reinforced. |
|
Definition
|
|
Term
| Giving employees a paycheck every week is an example of a fixed-ratio schedule. |
|
Definition
|
|
Term
| Ratios are generally better motivators than intervals. |
|
Definition
|
|
Term
| “You’re a good worker” is an effective statement for giving praise. |
|
Definition
|
|
Term
| The group of theories are complementary; each group of theories refers to a different stage in the motivation process or answers a different question |
|
Definition
|
|
Term
A democratic leader:
a. closely supervises workers.
b. makes the decisions.
c. tells employees what to do.
d. none of the answers are correct |
|
Definition
|
|
Term
The University of Iowa studies led to an era of __________ research. a. behavioral
b. trait
c. personality d. participation |
|
Definition
|
|
Term
Which of the following leadership styles emphasize task completion?
a. initiating structure
b. democratic leadership
c. consideration
d. autocratic leadership |
|
Definition
|
|
Term
Leaders who often use one-way communications can be defined by the Ohio State University model as which of the following?
a. low structure, high consideration
b. low structure, low consideration
c. high structure, high consideration
d. high structure, low consideration |
|
Definition
|
|
Term
__________ is credited as being the first to identify the participative leadership style that is
commonly used today. a. Maslow
b. Vroom
c. Herzberg
d. Likert |
|
Definition
|
|
Term
The Leadership Grid is based on two leadership dimensions called:
a. concern for production and concern for people.
b. concern for profit and concern for productivity.
c. concern for motivation and concern productivity.
d. none of the answers are correct |
|
Definition
|
|
Term
The Leadership Grid identifies all of the following leadership styles EXCEPT:
a. impoverished.
b. authority-compliance.
c. country-club.
d. end-of the road. |
|
Definition
|
|
Term
The __________ leader strives to maintain a friendly atmosphere without regard for production. a. middle-of-the-road
b. authority-compliance
c. country-club
d. impoverished |
|
Definition
|
|
Term
A __________ leader has concern for both production and people; this is the team leadership style. a. low-high
b. low-low
c. high-high
d. high-low |
|
Definition
|
|
Term
Blake and Mouton claim that team leadership usually result in all of the following EXCEPT:
a. low absenteeism.
b. improved performance.
c. empowerment.
d. low turnover. |
|
Definition
|
|
Term
Based on extensive research, Blake and Mouton would expect the best performance from a firm whose leadership:
a. displays an ultimate priority of meeting employees’ needs.
b. sets the highest priority on task completion.
c. puts a balanced and moderate managerial effort between meeting employees’ needs and
task completion.
d. puts the highest priority on both meeting employees’ needs and task completion. |
|
Definition
|
|
Term
Which of the following is NOT one of the contributions of behavioral leadership theory?
a. The manager does not have to perform both production and people functions.
b. It led to the shift in paradigm to contingency leadership theory.
c. Organizations need both production and people leadership.
d. Task and relationship behavior tend to correlate strongly with subordinate performance. |
|
Definition
|
|
Term
Through the motivation process, people go from:
a. motive to need to behavior to consequence to satisfaction or dissatisfaction.
b. need to motive to behavior to consequence to satisfaction or dissatisfaction.
c. behavior to motive to need to consequence to satisfaction or dissatisfaction.
d. motive to behavior to need to consequence to satisfaction or dissatisfaction. |
|
Definition
|
|
Term
Which of the following is NOT one of the four major assumptions that Abraham Maslow based his hierarchy of needs theory on?
a. People’s needs are arranged in order of importance going from basic to complex needs.
b. People will not be motivated to satisfy a higher-level need unless the lower-level need(s)
has been at least minimally satisfied.
c. Both met and unmet needs motivate.
d. People have five classifications of needs. |
|
Definition
|
|
Term
All of the following are levels of needs in the hierarchy of needs theory EXCEPT:
a. physiological. b. safety.
c. social.
d. psychological. |
|
Definition
|
|
Term
Physiological needs include all of the following EXCEPT:
a. adequate salary.
b. breaks.
c. working conditions.
d. promotions. |
|
Definition
|
|
Term
A manager seeking to motivate employees gives his highest performer each month an “Employee of the Month” award and a parking space next to his. What motivational theory is this an example of?
a. goal-setting
b. equity
c. expectancy
d. hierarchy of needs |
|
Definition
|
|
Term
The manager of a multinational firm operating in a developing country noticed that local employees had at length recently met their physiological and safety needs. According to the hierarchy of needs theory, the next level of motivation would be met by the promise of:
a. pay related to piecework.
b. heightened security.
c. vacation days.
d. a group picnic. |
|
Definition
|
|
Term
Two-factor theory proposes that employees are motivated by __________ factors. a. intrinsic
b. maintenance c. hygiene
d. extrinsic |
|
Definition
|
|
Term
All of the following are considered extrinsic motivators in Herzberg’s two-factor theory EXCEPT:
a. company policies.
b. benefits.
c. work itself.
d. working conditions. |
|
Definition
|
|
Term
Which of the following scholars of motivation theory would argue for loading a job with opportunity for advancement, substantial responsibility, and likelihood of recognition?
a. B. F. Skinner
b. Frederick Herzberg
c. Abraham Maslow
d. David McClelland |
|
Definition
|
|
Term
The process of building motivators into the job itself by making it more interesting and challenging is known as:
a. job enlargement.
b. job enrichment.
c. job enhancement.
d. none of the answers are correct |
|
Definition
|
|
Term
Which of the following is NOT a category of needs in the acquired needs theory? a. success
b. power
c. achievement d. affiliation |
|
Definition
|
|
Term
To motivate employees with a high n Ach, you should do all of the following EXCEPT:
a. give them fast and frequent feedback on their performance.
b. try to include them in decision making.
c. give them increased responsibility for doing new things.
d. give them nonroutine, challenging tasks with clear, attainable objectives. |
|
Definition
|
|
Term
To motivate employees with a high n Pow, you should to all of the following EXCEPT:
a. let them plan and control their jobs as much as possible.
b. try to include them in decision making.
c. try to assign them to a whole task rather than just a part of a task.
d. let them work as part of a team. |
|
Definition
|
|
Term
To motivate employees with a high n Aff, you should do all of the following EXCEPT:
a. try to include them in decision making.
b. delegate responsibility for orienting and training new employees to them.
c. give them lots of praise and recognition.
d. let them work as part of a team. |
|
Definition
|
|
Term
The process motivation theories are alike in that all focus on:
a. understanding how people choose behavior to fulfill their needs.
b. explaining and predicting behavior based on people’s needs.
c. reinforcement of positive behaviors.
d. giving praise |
|
Definition
|
|
Term
Which of the following is NOT one of the process motivation theories?
a. goal-setting theory
b. equity theory
c. expectancy theory
d. acquired needs theory |
|
Definition
|
|
Term
__________ theory proposes that people are motivated when their perceived inputs equal outputs. a. Equity
b. Reinforcement c. Expectancy
d. Goal-setting |
|
Definition
|
|
Term
Managers should be aware that equity is based on:
a. rewards.
b. employee perceptions.
c. exerted effort.
d. performance. |
|
Definition
|
|
Term
Expectancy theory proposes that people are motivated when they believe they can accomplish the task, they will get the reward, and:
a. be recognized formally.
b. the rewards for doing the task are worth the effort.
c. monetarily reciprocated.
d. none of the answers are correct |
|
Definition
|
|
Term
The expectancy theory is based on which of the following assumptions?
a. People generally have the same needs, desires, and goals.
b. Behavior is the individual’s decision.
c. People make behavior decisions based on their attitudes and beliefs.
d. all of the answers are correct |
|
Definition
|
|
Term
__________ refers to the person’s perception of his or her ability to accomplish an objective. a. Expectancy
b. Instrumentality
c. Valence
d. Capability |
|
Definition
|
|
Term
Last year the sales team was worst in its company, having been outperformed by six other teams. This year, the new team manager believes that the team might make a third-place finish if it performs to the best of its abilities, so she challenged the team accordingly. This is an example of which of the following motivational theories?
a. expectancy theory
b. hierarchy of needs theory
c. goal-setting theory
d. reinforcement theory |
|
Definition
|
|
Term
Which of the following is NOT an example of an effective objective?
a. To find a job and new apartment this summer.
b. To sell 50 magazines during the month of March.
c. To finish writing my term paper for English 101 by the end of this weekend.
d. To increase sales in the U.S. by 30 percent in 2011. |
|
Definition
|
|
Term
__________ might be the most effective management tool available.
a. Rewards
b. Goal setting
c. Promotions
d. Reinforcement |
|
Definition
|
|
Term
__________ theory proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways.
a. Equity
b. Goal-setting
c. Expectancy
d. Reinforcement |
|
Definition
|
|
Term
The manager who believes that employees work harder if they get a written reprimand as soon as they slow down at work is attempting to practice:
a. expectancy theory.
b. hygienic motivation.
c. intrinsic motivation.
d. reinforcement. |
|
Definition
|
|
Term
Which of the following is NOT a type of reinforcement? a. positive
b. extinction c. continuous d. avoidance |
|
Definition
|
|
Term
Fines and demotions are examples of which type of reinforcement? a. positive
b. avoidance c. punishment d. extinction |
|
Definition
|
|
Term
__________ is the least effective method in motivating employees.
a. Positive reinforcement
b. Avoidance reinforcement
c. Extinction
d. Punishment |
|
Definition
|
|
Term
With a(n) __________ schedule of reinforcement, each and every desired behavior is reinforced. a. continuous
b. intermittent c. ratio
d. interval |
|
Definition
|
|
Term
Giving a bonus after workers produce at a standard rate is an example of a __________ schedule. a. fixed-interval
b. variable-interval c. fixed-ratio
d. variable-ratio |
|
Definition
|
|
Term
All of the following are steps in the giving praise model EXCEPT:
a. tell the employee exactly what was done correctly.
b. tell the employee why the behavior is important.
c. make general statements.
d. encourage repeat performance. |
|
Definition
|
|
Term
Each of the following questions is answered by either content, process, or reinforcement theories EXCEPT:
a. “What needs do employees have that should be met on the job?”
b. “How do employees choose behavior to fulfill their needs?”
c. “What personality traits cause people to behave in certain ways?”
d. “What can managers do to get employees to behave in ways that meet the organizational
objectives?” |
|
Definition
|
|
