Chapter 10

JOB MOTIVATION

The personal satisfaction people feel when they have done a job well is a(n) __________ reward.

Rewards that come from someone else in recognition of good work are _________ rewards.

intrinsic rewards are:

extrinsic rewards are:

Weldon Taskman has just successfully negotiated a new long-term sales agreement with a major client. The personal satisfaction Weldon has about his efforts is his _______ reward.

Maureen's supervisor was so impressed by her work that he named her the employee of the month. This praise from her supervisor is an example of a(n) _________ reward.

At Qliktech, the company CEO, Lars Bjork, honors employees who demonstrate the company's core values. Qliktech holds a summit each year, where it selects and awards one employee in each of several values categories that include (1) challenge; (2) move fast; (3) be open and straightforward; (4) teamwork for results; and (5) take responsibility. Rather than posting core values for everyone to pass by each day, the CEO finds that providing _________ rewards once each year provides the message to all employees that these are important values.

JOB PRODUCTION SCIENTFIC MANAGEMENT

_________________ was the father of scientific management.

One of the elements essential to Frederick Taylor's approach to improving worker productivity was:

______________ was the dominant strategy for improving worker productivity during the early 1900s.

According to the principles of scientific management, the best way to improve productivity is to:

Which of the following statements is the best description of how scientific management viewed employees?

JOB MOTIVATION: HAWTHRONE EFFECT

The Hawthorne studies were conducted by ____________ and his colleagues from Harvard University.

The Hawthorne studies concluded that worker motivation:

The most important impact of the Hawthorne studies was that it:

The tendency for people to behave differently when they know they are being studied is known as the:

Dr. Mo T. Vadar, a professor of psychology at a respected university, is planning a study of the factors that affect the motivation of employees. Dr. Vadar is concerned that the results of his experiments may be misleading because employees in an experimental group tend to behave differently when they know they are being studied. This concern shows that Dr. Vadar is aware of the:

JOB MOTIVATION:MOTION ECONOMY

Frank and Lillian Gilbreth developed the principle of ___________, which said that every job could be broken down into a series of elementary motions.

Frank and Lillian Gilbreth thought that every job could be broken down into a series of elementary motions that they called:

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:

JOB MOTIVATION: MASLOW

The concept that a hierarchy of human needs could be used to explain motivation was developed by:

Maslow was mainly concerned with explaining how:

According to Maslow, a higher order need:

Maslow placed _________ needs at the highest level of his hierarchy.

Maslow classified the needs for basic items such as food, water, and shelter as:

Maslow called the needs people have for security at work and at home:

In Maslow's hierarchy of needs, the desire for love and acceptance would fall into the category of:

Maslow would classify the need for recognition from others and for self respect as _________ needs.

In Maslow's hierarchy, __________ needs refer to the desire to reach one's fullest potential.

The need __________ would be classified as a social need.

Most employees in less-developed nations are motivated by the desire to satisfy:

Employees in the United States and other developed nations are least likely to be motivated by the desire to satisfy __________ needs:

Management theory/Peter Drucker

Management by objectives was developed by:

Management by objectives is most effective in organizations that:

According to __________ the amount of effort employees devote to a task depends on their expectations of the outcome.

According to expectancy theory, the amount of effort employees exert on a specific task depends on their:

Reprimands, pay reductions, and suspensions are all examples of:

JOB MOTIVATION THEORIES/HERZBERG

_____________ studied how the characteristics of the job itself affected worker motivation.

According to Herzberg, which of the following groups of motivational factors would give employees the most satisfaction?

Job security, status, pay, friendly boss, and safe conditions are considered

Herzberg found that good pay:

Herzberg found that factors that provided the highest level of motivation were mostly associated with:

Herzberg's research indicated that employees are motivated by job content. Contemporary managers focus on _____________ by increasing the significance of the job, and even providing the employee with important feedback.

MORE JOB MOTIVATORS

You are a graduate teaching assistant in the Biology department at Fairview University. You have several graduate student friends who have graduate appointments in the business department and the English department. While everyone's compensation and employee benefits are exactly the same, your department requires you to always show-up and tutor students at least four hours each day and to serve on one university committee each semester. Graduates students at the other departments are not required by their management to follow these rules. Lately, you are doing your best to limit your daily obligation to 2 ½ to 3 hours each day. The motivational theory that most closely correlates with your actions is:

motivational strategy that emphasizes motivating employees by making the work itself more interesting, meaningful, and rewarding.

Managers who advocate job enrichment focus on creating jobs with

The degree to which a job has a substantial impact on the lives or work of others in the organization is referred to as:

the strategy of moving employees from one job to another to make the work more interesting and challenging, thus increasing worker motivation.

__________ is the degree to which a job requires doing a task with a visible outcome from beginning to end.

Every month Sam Tabor is assigned a different job at Russo & Daughters Financial Consulting. Sam enjoys the task variety and finds that switching jobs on a regular basis keeps the work from becoming boring. Russo & Daughters is using a technique known as job:

At Boss Motorcar Company, employees are grouped into teams. Each team is responsible for assembling an entire automobile. Boss gives each team freedom and flexibility to decide how to divide-up the work. The company keeps the employees informed about how their cars are selling, and even shows them the comments customers make about quality and performance on customer satisfaction questionnaires. Boss Motorcar Company is using a

In a high-context culture:

In a low-context culture:

MANAGEMENT THEORIES/MCGREGOR & OUCHI

________ used the terms Theory X and Theory Y to describe different attitudes managers have about employees.

Douglas McGregor described two very different sets of managerial attitudes about employees, which he called:

Theory ___ managers see employees as having a general dislike for work and an unwillingness to accept responsibility.

Theory ____ assumes that the average person likes work, and has a relatively high degree of imagination and creativity.

Theory Y managers prefer:

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 _________.

William Ouchi called the management approach typically used by Japanese firms:

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

_________ is the term William Ouchi used to refer to the management approach typically used by firms in the United States.

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

_________ 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.

The generation born between 1980 and 2000 is known as Generation:

Baby Boomers as managers need to understand that:

Your textbook referred to a Gallup poll taken in 2011 that indicated that only 47% of workers surveyed felt loyalty toward their employer. This figure was down from 59% just three years earlier. This reflects a serious concern about the _________________.

Kanetra 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. Kanetra is a __________ manager.

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.