FiltersDone

Question type

Essay

Multiple Choice

Short Answer

True False

Matching

Exam 10: Motivating Employees

Show Answer

Share

---

All types

Filters

Study FlashcardsPractice ExamLearn

Question 171

Multiple Choice

Review LaterAdd Note

Review Later

Wally Tormach is a professional house painter. During busy periods, he often hires college students as helpers on his jobs. Wally tells his helpers that he has determined the most efficient way to paint a house and he expects them to follow his instructions exactly. Wally's approach is consistent with the ideas of:

A) Peter Drucker.
B) Frederick Herzberg.
C) William Ouchi.
D) Frederick Taylor.

E) A) and B)
F) A) and C)

Correct Answer

verified

Show Answer

Question 172

Multiple Choice

Review LaterAdd Note

Review Later

Working conditions recently changed at the Great Barriers 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. Great Barriers implemented all of these changes to motivate employees to work more productively by creating a team spirit within the company. Great Barriers' efforts are consistent with an attempt to:

A) improve motivation through open communication.
B) fully implement the scientific management approach developed by Taylor.
C) establish a pure Type J approach to management.
D) ensure that maintenance factors were satisfactory.

E) B) and C)
F) A) and D)

Correct Answer

verified

Show Answer

Question 173

True/False

Review LaterAdd Note

Jimmy is a talented musician, and has already won a number of awards. Still, he practices about two hours every day, trying to reach his highest potential. Jimmy is motivated by self-actualization needs.

Motivation is largely the result of external rewards and punishments.

The central idea behind MBO (Management by Objectives) is that employees motivate themselves through the process toward goal achievement.

Theory Y managers assume that most people are capable of using a relatively high degree of imagination and creativity to solve problems.

As a motivational technique, letting employees know they've done a good job is not as powerful as providing them with a bonus.

Jon earns a decent salary and is on friendly terms with the other employees in his department. Lately, he is frustrated because his doesn't recognize or appreciate some of his accomplishments. According to Maslow's hierarchy of needs theory, Jon will have a desire to satisfy his self-esteem needs before his self-actualization needs.

Job simplification is an effective strategy for managers who want to achieve job enrichment.

Herzberg's study showed that pay was the job characteristic that ranked highest as a motivator.

While Rachael, a psychology major at the local university worked frantically at her job at Groovy Rags Retail in anticipation of the regional manager's visit, her department manager Eon Forcer had an interesting word to say to her: "Don't worry Rachael, when I first started, I made $7.25 an hour too. It gets better!" Rachael shook her head as she reflected upon 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." Rachael would prefer to work with a manager.

As the marketing manager for Chipper's Golf Resort, you hired interns from the local university to go out and sell your annual golf event. You provided each of three interns with their own list of past sponsors, participants, and prize contributors. You also asked each to create a marketing plan to secure five new sponsors in the next four weeks, and promised them a bonus at the end of the fourth week, if they could verify that they followed their own plan, contacted everyone on their list and also developed new sponsors. During the fourth week, you randomly contacted a few sponsors on each of the three lists and quickly learn that one of the interns had slacked-off on the job. As a motivational technique, you prefer to provide positive reinforcement. When you met with each of the three interns, you withheld the bonus from the one that did not do the job and informed him that his internship grade will reflect the fact that he was not motivated to get the job done.

A strength of Generation X managers is likely to be their:

means to work with a subordinate, doing part of the work if necessary.

Which of the following is a characteristic of Type A management?

Until recently, TrueTime International produced personal computers on an assembly line with each worker performing only one simple task. Three months ago, the company began allowing individual employees to assemble entire computers, test all of the components, and even install the software that TrueTime includes with each of its computers. TrueTime's new production method is an example of:

Janis works for a local bakery. At one time, she loved the idea of becoming a head pastry chef, but now she is not sure that this is how she would like to spend her working career. Her current supervisor does not believe in breaks. And, lately, he stands next to her and instructs her as to how to roll out the bread dough and ice the cupcakes, as though she never learned these basic skills in culinary school. Just this morning, he commented loudly from the other side of the room, "You should be able to ice five cupcakes in a minute! Time yourself!" Frederick Taylor would have approved of Janis' supervisor.

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.

At one of the new campuses of Wild Oak Community College, administrative staff members are trained on a number of jobs including general student registration procedures, advising, counseling, computer support, and faculty assistance. Although Christy usually registers students and Sam usually advises students, they can easily switch roles and help each other out during busy times. They can also be called into a classroom to assist an instructor troubleshoot a computer issue. Unlike other College's where lines are long and students must come back several times in order to be served, at Wild Oak, you never hear someone say, "It's not my job!" This campus has successfully implemented .

Reflecting upon the differences in Type J and Type A work environments, which of the following statements is fundamental to Type J: