Foundations of Business 4th Edition Pride Test Bank

1. How does motivation differ from morale?
ANSWER: Motivation is defined as an individual, internal process that energizes, directs, and
sustains behavior while morale reflects the individual’s attitude or feelings about the
job, superiors, and the firm itself.
POINTS: 1
DIFFICULTY: Moderate
REFERENCES: pp. 267-268
LEARNING OBJECTIVES: FOBU.PRIDE.15.10-1
NATIONAL STANDARDS: United States - AACSB: Reflective Thinking
TOPICS: What is Motivation?
KEYWORDS: Bloom's: Analysis
2. Under Taylor's scientific management system, what did management have the responsibility to determine about an
employee's work, and what did the employee have the responsibility to decide?
ANSWER: Under the scientific management system, management determined the best way to
perform each task as well as the job output to be expected when employees
performed the tasks properly. Management also chose the best person for each job
and created output criteria for each employee. The employee only had to decide the
rate of work that would earn him or her more than the basic rate.
POINTS: 1
REFERENCES: p. 269
NATIONAL STANDARDS: United States - BUSPROG: Analytic
TOPICS: Historical Perspectives on Motivation
KEYWORDS: Bloom's: Comprehension
3. What did Elton Mayo discover in the Hawthorne Studies about human factors that led to the birth of the human
relations movement in management?
ANSWER: The researchers led by Elton Mayo came to the conclusion that human factors were
responsible for the results of their experiments. Human factors are at least as
important to motivation as pay rates. The premise was that employees who are happy
and satisfied with their work are motivated to perform better.
POINTS: 1
4. Compare and contrast the assumptions about workers that would be held by a manager who uses Theory X and the
assumptions about workers by a manager who uses Theory Y. Which of the two types of managers would you
rather work for? Consider their management styles in your answer.
ANSWER: A Theory X manager assumes that employees dislike work and will function
effectively only in a highly controlled work environment. The manager would tend to
make all decisions and give orders to employees, not allowing them in the decision-
making process.
A Theory Y manage assumes that employees accept responsibility and work toward
organization goals. This manager views employees as seeking out and willingly
accepting responsibility and views employees as having the potential to help
accomplish the organization’s goals.
POINTS: 1
REFERENCES: p. 273
5. Use Maslow’s hierarchy of needs concept to explain why you would expect to be more concerned about finding
somewhere to stay after your house burned down than you would be about receiving a certificate of appreciation
from the non-profit for which you volunteer.
ANSWER: Maslow surmised that needs are arranged hierarchically with the most basic level,
physiological needs, needing to be met before the next level, safety needs, must be
met. Above safety needs are social needs, esteem needs, and self-actualization needs,
respectively. Therefore, according to Maslow’s theory, the need to secure housing is
of greater importance than the need of self-actualization, or receiving a certificate of
recognition.
POINTS: 1
REFERENCES: p. 270
KEYWORDS: Bloom's: Application
6. Under Herzberg's motivation-hygiene theory, what are some of the factors that increase motivation and some that
reduce dissatisfaction? If motivation factors are absent, is there an increase in feelings of dissatisfaction? If hygiene
factors are absent, is there an increase in feelings of dissatisfaction?
ANSWER: Job factors that Herzberg found most frequently associated with satisfaction were
achievement, recognition, responsibility, advancement, growth, and the work itself. Job
factors cited as causing dissatisfaction were supervision, working conditions,
interpersonal relationships, pay, job security, company policies, and administration.
Herzberg theorized that the absence of motivation factors did not necessarily result in
feelings of dissatisfaction.
POINTS: 1
REFERENCES: p. 272
7. How does a positive reinforcement differ from a negative reinforcement?
ANSWER: Positive reinforcement strengthens desired behavior by providing a reward while

negative reinforcement involves punishing someone to eliminate an undesirable task or
situation.
POINTS: 1
8. Punishment is often thought to do more harm than good. However, the advantage of using punishment in this
situation is that it could motivate the employee to start showing up at work on time. The disadvantages of
punishment are often an unpleasant environment, hostility and resentment, and the possibility that the behavior is
suppressed for a short period only to return at a later time.
ANSWER: Answer not provided.

POINTS: 1
REFERENCES: p. 280
9. What does the word equity in equity theory refer to?
ANSWER: Equity refers to the distribution of rewards in direct proportion to each employee’s
contribution to the organization.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 275
TOPICS: Contemporary Views on Motivation
KEYWORDS: Bloom's: Knowledge
10. What is the deceptively simple assumption on which Vroom's expectancy theory of motivation is based?
ANSWER: According to expectancy theory, the complex model is based on the idea that
motivation depends on how much we want something and on how likely we think we
are to get it.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 276
11. What is goal-setting theory and how can an organization benefit from it?
ANSWER: Goal-setting theory suggests that employees are motivated to achieve goals that they
and their managers establish together. The goal should be specific, moderately
difficult, and one that the employee will be committed to achieve. Managers in an
organization can design rewards that fit employee needs, clarify expectations,
maintain equity, and provide reinforcement.
POINTS: 1
REFERENCES: p. 277
12. Discuss the five steps of an MBO program.
ANSWER: Step 1: Secure the acceptance of an MBO program by management. Step 2: Establish
preliminary goals. Step 3: Explain group goals, meet with employees to establish
individual goals, and decide what resources the employee will need to accomplish the
goals. Step 4: Meet periodically to review progress. Step 5: Evaluate whether or not
goals were met.
POINTS: 1
TOPICS: Key Motivation Techniques
13. Explain the different facets of job enrichment and behavior modification.
ANSWER: Job enrichment is a method of motivating employees by providing them with variety in
their tasks while giving them some responsibility for, and control over, their jobs.
Through job enrichment, employees may gain new skills and acquire a perspective of
how their job fits into the whole of the organization. Behavior modification uses
punishment and rewards to achieve desirable actions of employees. Rewards are
considered more beneficial and effective than punishment.
POINTS: 1
14. What are the advantages and disadvantages of a flextime work schedule?
ANSWER: Advantages of flextime include flexible scheduling, a big benefit for dual-income
families, as well as an increase in employee morale, motivation, and job satisfaction.
Disadvantages include the challenges of not having all employees on the premises
when needed and the possibility of workers who are not on flextime resenting those
who are.
POINTS: 1
15. What are the benefits and the problems associated with telecommuting?
ANSWER: Benefits cited of telecommuting include increased productivity, lower real estate and
travel costs, reduced employee absenteeism and turnover, increased work-life
balance, improved morale, and access to additional labor pools. Disadvantages are the
feelings of isolation, putting in longer hours, and being distracted by family or
household responsibilities.
POINTS: 1
REFERENCES: p. 282
16. Describe the various stages of team development.
ANSWER: Forming is the introductory stage of team formation. Storming is the interaction among
team members that may be volatile or when a team lacks unity. Goals and objectives
begin to develop in the storming phase. Norming is when a team begins to stabilize
and roles become apparent. Performing is when the team achieves its full potential.
Adjourning is the disbanding of the team due to project completion.
POINTS: 1
REFERENCES: p. 286
TOPICS: Teams and Teamwork
Garrett Enterprise
Garrett Enterprise is a well-known company that has been around for many years. However, Mr. Smith, its CEO,
has noticed recently that the company is not performing up to par. He has been watching the employees closely.
Mr. Smith saw that his workers do only what is required and that no one seems to go above and beyond what is
necessary.
He thinks this is odd because Garrett Enterprise used to have dedicated employees who felt a real sense of
ownership toward the company. Now it seems that the employees need to be watched all the time just to make
sure they are doing the minimum required. The company has always tried to help its employees through various
measures, but recently these measures have been unsuccessful.
Mr. Smith also observed that the employees were not engaging with each other. They all seemed to be at ease with
each other, but there was very little interaction. When Mr. Smith asked his top managers to study the situation more
closely, they reported that the employees were neither dissatisfied nor motivated.
Mr. Smith decided that things needed to change. He decided that the managers would reward only very good
behaviors and punish anything that was considered bad behavior. While this may not be the best option, Mr. Smith
believes that it may work for the near future.
17. Refer to Garrett Enterprise. When the employees felt a sense of ownership, they must have been feeling more
a. opposition.
b. motivation.
c. discouragement.
d. caution.
e. deterrence.
ANSWER: b
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 283
18. Refer to Garrett Enterprise. What type of employees does Garrett Enterprise currently have?
a. Theory Z
b. Theory V
c. Theory Y
d. Theory X
e. Theory W
ANSWER: d
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 273
19. Refer to Garrett Enterprise. When employees interact with each other, what needs are they meeting?
a. Physiological
b. Safety
c. Social
d. Esteem
e. Self-actualization
ANSWER: c
POINTS: 1
REFERENCES: p. 271
20. Refer to Garrett Enterprise. Based on Herzberg's theory, which of these factors was applied to employees?
a. Hygiene
b. Enthusiasm
c. Reinforcement
d. Motivation
e. Inspiration
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 272
21. Refer to Garrett Enterprise. When Mr. Smith talks about implementing a system of rewarding only the best
behavior and punishing bad behavior, which of these theories is he utilizing?
a. Maslow's need theory
b. Equity theory
c. Goal-setting theory
d. Reinforcement theory
e. Theory X
ANSWER: d
POINTS: 1
DIFFICULTY: Challenging
REFERENCES: p. 274
Gina Robinson, Inc. (GRI)
GRI management has decided to reinvent the culture of the organization. Previously, the company tried to make
jobs more appealing by adding more responsibilities to each job description. However, this did not work. Next, the
company decided to add flextime. It believed that this would make employees more dedicated.
GRI then introduced even more work options for employees. For example, management decided to group all full-
time employees into teams to allow employees with different backgrounds to learn from each other. Many different
kinds of teams were allowed, as long as the group members did not interact via the Internet or any other electronic
means. The managers reasoned that team members must work face to face to learn from and truly engage with
each other.
Once these teams were formed, GRI management noticed that the quality of employees' work was much
improved. The managers also observed that people felt much more comfortable with and tolerant of each other.
22. Refer to Gina Robinson, Inc. Previously, what technique did GRI management try in order to make jobs more
appealing?
a. Job application
b. Job rotation
c. Job sharing
d. Job enlargement
e. Job enrichment
ANSWER: d
POINTS: 1
REFERENCES: p. 279
23. Refer to Gina Robinson, Inc. Flextime is

a. a system in which management sets the work hours for employees.
b. a system in which employees set their own work hours with no limits.
c. a system in which employees set their own work hours within employer-determined limits.
d. working fewer hours than a standard work week.
e. working more hours than a standard work week.
ANSWER: c
POINTS: 1
REFERENCES: p. 280
24. Refer to Gina Robinson, Inc. If GRI management were to allow employees to work at home for a portion of the
work week, which of these practices would they be introducing?
a. Travel compensation
b. Telecommuting
c. Job sharing
d. Part-time
e. Flextime
ANSWER: b
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 282
25. Refer to Gina Robinson, Inc. What type of team did GRI management specifically restrict?
a. Virtuoso team
b. Problem-solving team
c. Virtual team
d. Cross-functional team
e. Self-managed team
ANSWER: c
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 285
26. Refer to Gina Robinson, Inc. As the employees form teams at GRI, they should know that each person's role within
the group starts to become apparent during the stage of team development.
a. norming
b. adjourning
c. performing
d. storming
e. forming
ANSWER: a
POINTS: 1
REFERENCES: p. 286
27. Jon has the chance to get promoted into a higher paid management position if he continues to exceed his goals in his
current position. Thus, he has high . He loves the company and is excited about the new position opportunity.
Thus, he also has high .
a. recognition; motivation
b. motivation; job security
c. morale; motivation
d. morale; optimism
e. motivation; morale
ANSWER: e
POINTS: 1
28. An employee's attitude toward his or her job, supervisors, and the firm itself is termed
a. behavior.
b. motivation.
c. morale.
d. judgment.
e. mindset.
ANSWER: c
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 268
29. Frederick W. Taylor's research led to the emergence of scientific management, which is defined as
a. eliminating waste and inefficiency at work.
b. the application of scientific principles to the management of work and workers.
c. researching optimal tools for motivating employees.
d. using the workplace to conduct scientific research on human behavior.
e. the study of management using a scientific approach.
ANSWER: b
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 268
30. Nathan discovers that his mortgage company's employees are working very slowly because they are afraid that, if
they finish the loans they are currently processing, they will run out of work and lose their jobs. Nathan's employees
are
a. displaying laziness.
b. soldiering.
c. suffering from low morale.
d. inexperienced.
e. unqualified for their jobs.
ANSWER: b
POINTS: 1
REFERENCES: p. 268
31. If Berkeley Shirtmakers ties compensation directly to output by paying an employee a certain amount for each unit
of output produced, it is using
a. the soldiering system.
b. an illegal system.
c. the Mayo system.
d. a piece-rate system.
e. a system that reduces the pay of most manufacturing employees.
ANSWER: d
POINTS: 1
REFERENCES: p. 269
32. Janna owns a jewelry shop that sells handmade jewelry. Her employees are paid a certain amount for each
bracelet and necklace they produce, regardless of the amount of time it takes. This is a
a. wage system.
b. salary system.
c. quota compensation.
d. piece-rate system.
e. commission plan.
ANSWER: d
POINTS: 1
REFERENCES: p. 269
33. Determining how the work environment affects productivity was the original objective of
a. Taylor's scientific management.
b. the Hawthorne studies.
c. McGregor's Theory X and Theory Y.
d. Herzberg's theory.
e. Maslow's hierarchy of needs.
ANSWER: b
POINTS: 1
REFERENCES: p. 269
34. In the first set of Hawthorne experiments dealing with lighting, the main conclusion was that
a. the pressure of social acceptance affects production.
b. a sense of involvement affects production.
c. variations in lighting affect production.
d. the piece-rate method affects production.
e. only the amount of pay affects production.
ANSWER: b
POINTS: 1
REFERENCES: p. 270
35. In the second set of Hawthorne experiments dealing with the piece-rate system, the main conclusion was that
a. the pressure of social acceptance affects production.
b. a sense of involvement affects production.
c. variations in lighting affect production.
d. the piece-rate method affects production.
e. only the amount of pay affects production.
ANSWER: a
POINTS: 1
REFERENCES: p. 270
36. The end result of the Hawthorne studies was an unexpected one, which found that
a. employees work faster if there is better lighting.
b. employees work faster if they are given a standard goal of output to meet.
c. employees work faster in a group atmosphere rather than individually.
d. employees' motivation to work is influenced by human factors.
e. employees work more slowly if they feel they are being watched.
ANSWER: d
POINTS: 1
REFERENCES: p. 270
37. The Hawthorne studies revealed that employees who are happy and satisfied with their work will perform better.
Out of this study and others like it, the movement was born.
a. human relations
b. piece-rate
c. social acceptance
d. worker loyalty
e. group dynamics
ANSWER: a
POINTS: 1
REFERENCES: p. 270
38. The Hawthorne studies showed that are equal to salary motivation.
a. work surroundings
b. increases in money
c. human factors
d. working tools
e. the ways salaries are earned
ANSWER: c
POINTS: 1
REFERENCES: p. 270
39. The hierarchy of human needs was developed by

a. Maslow.
b. Taylor.
c. McGregor.
d. Treybig.
e. Herzberg.
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 270
40. Sleep relates most directly to which level of need?
a. Esteem
b. Self-actualization
c. Physiological
d. Social
e. Safety
ANSWER: c
POINTS: 1
REFERENCES: p. 270
41. Which of the following is not a physiological need?

a. Sleep
b. Shelter
c. Food and water
d. Safe working conditions
e. Clothing
ANSWER: d
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 270
42. Things were terrific at X Bank on Elm Street until an unfortunate incident occurred. Before the incident, the bank
had installed hidden cameras, a fancy alarm system, and bars on entrance and exit doors. Nevertheless, the bank
was burglarized last week. Although no employees were hurt, one of the bank's most loyal and respected tellers
said, "For the first time in five years, I feel a bit uneasy, fearful on the job." The bank may find that for this
employee and others, the need must now be met.
a. esteem
b. self-actualization
c. physiological
d. social
e. safety
ANSWER: e
POINTS: 1
REFERENCES: p. 270
43. Job security, health insurance, and safe working conditions are all characteristics of which needs level?
a. Self-actualization
b. Esteem
c. Safety
d. Physiological
e. Social
ANSWER: c
POINTS: 1
REFERENCES: p. 270
44. In providing health insurance for its employees, IBM is probably satisfying which level of need?
a. Physiological
b. Esteem
c. Self-realization
d. Safety
e. Social
ANSWER: d
POINTS: 1
REFERENCES: p. 270
45. Which of the following is not a level in Maslow's hierarchy of needs?

a. Self-actualization
b. Safety
c. Psychological
d. Social
e. Esteem
ANSWER: c
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 270
46. When Mary Smith accepted a position with Xerox Corporation in San Francisco, she knew little about what to
expect. However, all her fears soon dissolved. One week before she began, she received a thorough orientation to
the company, was introduced to her co-workers, was invited to lunch daily, and was encouraged to join a company-
sponsored employees' club. Xerox seems to be satisfying Mary's needs.
a. esteem
c. physiological
d. social
e. safety
ANSWER: d
POINTS: 1
REFERENCES: p. 271
47. A sense of belonging is a characteristic of which need level?

a. Social
b. Esteem
c. Self-actualization
d. Safety
e. Physiological
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 271
48. When Sara was recognized by the store manager at a store meeting for exceeding all of her past year's objectives
and when the announcement of her promotion to assistant store manager was made, which need of hers was filled?
a. Safety
b. Physiological
c. Social
d. Esteem
e. Self-actualization
ANSWER: d
POINTS: 1
REFERENCES: p. 271
49. The need for esteem concerns an employee's desire for

a. safety.
b. survival.
c. a sense of belonging.
d. self-worth.
e. self-direction.
ANSWER: d
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 271
50. A strong sense of accomplishment probably satisfies which level of need?
a. Physiological
b. Self-actualization
c. Social
d. Safety
e. Esteem
ANSWER: e
POINTS: 1
REFERENCES: p. 271
51. The U.S. Army's motto to "be all that you can be" relates most closely to the level of needs.
a. self-actualization
b. esteem
c. physiological
d. social
e. safety
ANSWER: a
POINTS: 1
REFERENCES: p. 271
52. Cindy Jones worked as a welder for BCD Company for ten years before it changed its rigid tuition reimbursement
policy. This year, the new education support policy will allow her to take any course that interests her, not just a
course in her field of employment. She is very excited about this and has enrolled in two management courses. She
has always thought she had the ability to become a good manager. Cindy is attempting to satisfy her needs.
a. esteem
c. physiological
d. social
e. safety
ANSWER: b
POINTS: 1
REFERENCES: p. 271
53. The most difficult need to satisfy is

a. safety.
b. self-actualization.
c. esteem.
d. social.
e. physiological.
ANSWER: b
POINTS: 1
REFERENCES: p. 271
54. The need for self-actualization concerns an employee's desire for
a. safety.
b. survival.
c. a sense of belonging.
d. self-worth.
e. becoming the best there is.
ANSWER: e
POINTS: 1
REFERENCES: p. 271
55. The motivation-hygiene theory was developed by

a. Herzberg.
b. McGregor.
c. Maslow.
d. Taylor.
e. Hawthorne.
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 271
56. The idea that satisfaction and dissatisfaction are distinct dimensions is referred to as
a. the hierarchy of needs.
b. Theory X and Theory Y.
c. scientific management.
d. the motivation-hygiene theory.
e. the reinforcement theory.
ANSWER: d
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 271
57. Lisa loves her work and feels that she is well recognized by her peers and superiors for the work that she does.
These motivation factors are for Lisa.
a. satisfiers
b. encouragers
c. rewards
d. bonuses
e. social fulfillment
ANSWER: a
POINTS: 1
REFERENCES: p. 272
58. Under Herzberg's theory, when factors are present in the work environment, they act as satisfiers; when
factors are absent, they act as dissatisfiers.
a. Theory X; Theory Y
b. motivation; hygiene
c. physiological; self-realization
d. Theory Y; Theory X
e. hygiene; motivation
ANSWER: b
POINTS: 1
REFERENCES: p. 272
59. Which of the following is an example of Herzberg's motivation factors?

a. Responsibility
b. Supervision
c. Pay
d. Working conditions
e. Job security
ANSWER: a
POINTS: 1
REFERENCES: p. 272
60. If Dow Chemical were to emphasize achievement, recognition, responsibility, and advancement for its employees, it
would be emphasizing
a. the soldiering method.
b. Theory X over Theory Y.
c. motivation factors.
d. mainly dissatisfiers.
e. hygiene factors.
ANSWER: c
POINTS: 1
REFERENCES: p. 272
61. All of the following are examples of Herzberg's motivation factors except
a. achievement.
b. working conditions.
c. recognition.
d. responsibility.
e. advancement and growth.
ANSWER: b
POINTS: 1
REFERENCES: p. 272
62. All of the following are examples of Herzberg's hygiene factors except
a. responsibility.
b. supervision.
c. pay.
d. working conditions.
e. job security.
ANSWER: a
POINTS: 1
REFERENCES: p. 272
63. Which of the following is one of Herzberg's hygiene factors?

a. Achievement
b. Working conditions
c. Recognition
d. Responsibility
e. Advancement
ANSWER: b
POINTS: 1
REFERENCES: p. 272
64. All of the following are examples of hygiene factors that can cause dissatisfaction except
a. supervision.
b. pay.
c. job security. d.
achievement. e.
both A and D.
ANSWER: d
POINTS: 1
REFERENCES: p. 272
65. Herzberg concluded from his studies that managers should focus on factors to produce long-term dedication
from their employees.
a. motivation
b. hygiene
c. both motivation and hygiene
d. satisfier
e. working condition
ANSWER: a
POINTS: 1
REFERENCES: p. 272
66. The concepts of Theory X and Theory Y were advanced by
a. Douglas McGregor.
b. Abraham Maslow.
c. Frederick Herzberg.
d. Frederick W. Taylor.
e. William Ouchi.
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 273
67. Who was responsible for developing Theory X and Theory Y?

a. Maslow
b. Taylor
c. Treybig
d. Herzberg
e. McGregor
ANSWER: e
POINTS: 1
REFERENCES: p. 273
68. Theory X by Douglas McGregor is generally consistent with which other theory?
a. Taylor's
b. Herzberg's
c. Maslow's
d. Treybig's
e. Hawthorne's
ANSWER: a
POINTS: 1
REFERENCES: p. 273
69. According to Theory X by McGregor, managers assume that employees

a. do not naturally dislike work.
b. will work toward goals they are committed to.
c. dislike work and need to be controlled.
d. have the potential to accomplish organizational goals.
e. seek out and accept responsibility.
ANSWER: c
POINTS: 1
REFERENCES: p. 273
70. Sally Smith, a supervisor at Kroger's, was recently evaluated by her subordinates. Their responses indicated that
Sally uses Theory X assumptions when dealing with employees. For example, one of the comments indicated that
she treats employees as if they
a. naturally like work.
b. will work toward goals they are committed to.
c. have little ambition.
d. have the potential to accomplish the organization's goals.
e. seek out and accept responsibility.
ANSWER: c
POINTS: 1
REFERENCES: p. 273
71. Keith Smith's first year as parts manager for a local dealership was pretty rocky. To ensure that his subordinates
would follow through on established goals, he warned them about losing their jobs. Keith's managerial attitude
reflects assumptions underlying
a. Theory X.
b. Theory Y.
c. Theory C.
d. Theory Z.
e. the equity theory.
ANSWER: a
POINTS: 1
REFERENCES: p. 273
72. All of the following are characteristics of McGregor's Theory X except
a. people have the ability to help accomplish an organization's goals.
b. people dislike work and try to avoid it.
c. managers must coerce, control, and threaten employees.
d. people must be led because they have little ambition.
e. people are concerned mainly with security.
ANSWER: a
POINTS: 1
REFERENCES: p. 273
73. According to Theory Y by McGregor, managers think people

a. are concerned mainly with security.
b. must be led because they have little ambition.
c. dislike work and try to avoid it.
d. must be coerced, controlled, and threatened.
e. have the ability to help accomplish an organization's goals.
ANSWER: e
POINTS: 1
REFERENCES: p. 273
74. Tim Long's first year as unit supervisor for a local manufacturer was quite a challenge. To encourage his
subordinates to meet unit and company goals, he instituted quality circles. These circles were then enabled to
directly affect unit operations. Tim's managerial attitude reflects the assumptions underlying
a. the expectancy theory.
b. Theory Y.
c. the equity theory.
d. reinforcement.
e. Theory X.
ANSWER: b
POINTS: 1
REFERENCES: p. 273
75. All of the following are assumptions of Theory Y except

a. people will work toward goals to which they are committed.
b. work is an important part of people's lives.
c. managers must coerce and control workers to achieve organizational goals.
d. organizations generally do not make full use of their human resources.
e. people often seek out and willingly accept responsibility.
ANSWER: c
POINTS: 1
REFERENCES: p. 273
76. After graduating with a marketing degree, James Smith was hired by a well-known public relations (PR) firm
offering the opportunity to do PR work for large and small companies. According to Theory Y, James' supervisor
would expect him to
a. ask how early he can leave each day.
b. avoid working too hard.
c. delegate most of his work to others.
d. seek to generate clientele and contacts for present and future public relations assignments.
e. spend most of his time reviewing the company's early retirement package.
ANSWER: d
POINTS: 1
REFERENCES: p. 273
77. Theory Y is most suitable in a work situation in which workers are

a. in need of close supervision.
b. just beginning to learn their jobs.
c. highly motivated.
d. unskilled.
e. none of the above.
ANSWER: c
POINTS: 1
REFERENCES: p. 273
78. When Hewlett-Packard assumes that employees accept responsibility and work toward company goals and thus
also achieve personal rewards, it is using
a. Theory M (for Maslow).
b. scientific management theory.
c. Herzberg's theory of reinforcement.
d. Theory X.
e. Theory Y.
ANSWER: e
POINTS: 1
REFERENCES: p. 273
79. At Redbone Co., employees are slowly evaluated and promoted, but they stay around until retirement. Groups make
decisions and take responsibility for their decisions. Company control is informal, and everyone is concerned with
the general well-being of the other employees. Employees do whatever the company needs at the time rather than
following a specific job track. The environment at Redbone Co. most closely aligns with
a. Theory A.
b. type J firms.
c. Theory X.
d. Theory Y.
e. type A firms.
ANSWER: b
POINTS: 1
REFERENCES: p. 274
80. A firm characterized by lifetime employment, collective decision making, collective responsibility, slow evaluation
and promotion, implied control, nonspecialized career paths, and a holistic concern for employees is called
a. type A.
b. type Z.
c. type J.
d. type X.
e. type Y.
ANSWER: c
POINTS: 1
REFERENCES: p. 274
81. According to Ouchi, American industry is dominated by firms. These firms emphasize short-term
employment, individual decision making and responsibility, rapid evaluation and promotion, explicit control, and
specialized career paths.
a. type X
b. type Y
c. type Z
d. type A
e. type J
ANSWER: d
POINTS: 1
REFERENCES: p. 274
82. A firm emphasizing long-term employment, collective decision making, individual responsibility, slow evaluation and
promotion, informal control, moderately specialized career paths, and a holistic concern for employees is known as
a. Theory X.
b. Theory Y.
c. type J.
d. type A.
e. type Z.
ANSWER: e
POINTS: 1
REFERENCES: p. 274
83. IBM, Eastman Kodak, and Hewlett-Packard are organizations that emphasize long-term employment, collective
decision making, individual responsibility for the outcomes of decisions, and moderately specialized career paths.
These companies are examples of firms.
a. type J
b. type X
c. type A
d. type Y
e. type Z
ANSWER: e
POINTS: 1
REFERENCES: p. 274
84. The theory stating that rewarded behavior is likely to be repeated and that punished behavior is less likely to recur is
called
a. expectancy theory.
b. Theory Y.
c. equity theory.
d. reinforcement theory.
e. Theory X.
ANSWER: d
POINTS: 1
REFERENCES: p. 274
85. The reinforcement theory says that people are motivated

a. by receiving promotions.
b. by receiving a reward in accordance with their performance.
c. by receiving rewards or punishment based on their behavior.
d. only by their achievements.
e. by receiving primarily negative reinforcement.
ANSWER: c
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 274
86. An action directly following a particular behavior is called a(n)
a. activator.
b. motivator.
c. reinforcement.
d. extinction.
e. expectant.
ANSWER: c
POINTS: 1
REFERENCES: p. 274
87. Stephanie receives high praise from her boss when she attracts a new client to her firm. This praise leads
Stephanie to work hard to obtain more new clients. For Stephanie, the praise from her boss was
a. Theory X in nature.
b. unmotivational enforcement.
c. internal reinforcement.
d. negative reinforcement.
e. positive reinforcement.
ANSWER: e
POINTS: 1
88. The American Red Cross is a not-for-profit organization that uses volunteer workers the same way a for-profit
business uses paid employees. To encourage volunteers to continue to give their time, the Red Cross thanks
volunteers with public recognition. This would be an example of
a. scientific management.
b. piece-rate scaling.
c. Theory X.
d. positive reinforcement.
e. an ineffective reward system.
ANSWER: d
POINTS: 1
89. Mary Jo Lee received a special cash award for her perfect attendance record over the past two years. By giving
this reward, this company is practicing
a. continual, repetitive reinforcement.
b. positive reinforcement.
c. negative reinforcement.
d. extinction.
e. disciplinary reinforcement.
ANSWER: b
POINTS: 1
90. To retain its key middle managers and to reduce the effect of a bank closure on its incomes, X Bank has
established a two-year severance pay package. Theoretically, the bank is motivating employees to stay with the
company through
a. positive reinforcement.
b. continual, repetitive reinforcement.
c. negative reinforcement.
d. extinction.
e. disciplinary reinforcement.
ANSWER: c
POINTS: 1
REFERENCES: p. 275
91. Which of the following strengthens desired behavior by eliminating an undesirable task or situation?
a. Punishment
b. Positive reinforcement
c. Negative reinforcement
d. Behavior modification
e. Neutral reinforcement
ANSWER: c
POINTS: 1
REFERENCES: p. 275
92. Chad's boss demoted him when he did not meet his sales goal for the month. This action indicates the use of
b. negative reinforcement.
c. dismissal.
d. punishment.
e. extinction.
ANSWER: d
POINTS: 1
REFERENCES: p. 275
93. In 1977, two years after graduating from Yale Law School, Mr. Hyatt founded the firm Hyatt Legal Services with
two other lawyers. By 2003, the company had expanded to 200 offices in twenty-two states. With growth, the
company has found it easy to recruit staffers; however, it has faced other problems, most noticeably dissatisfaction
among staff lawyers. Recently staffers in seven Minneapolis regional offices revolted, writing a memo protesting
the firm's emphasis on generating fees at the expense of quality legal work. Mr. Hyatt fired the dissenters. His
action toward the dissenters indicates the use of
b. negative reinforcement.
c. extinction.
d. punishment.
e. collaboration.
ANSWER: d
POINTS: 1
REFERENCES: p. 275
94. Managers who rely on as a form of negative reinforcement will ignore an undesired behavior in the hope that
it will go away.
a. neglect
b. punishment
c. reprimand
d. elimination
e. extinction
ANSWER: e
POINTS: 1
REFERENCES: p. 275
95. Which of the following forms of reinforcement is considered the most effective?
a. Positive reinforcement
b. Continual, repetitive reinforcement
c. Negative reinforcement
d. Extinction
e. Disciplinary reinforcement
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 275
96. Alan is constantly interrupted from his work due to Gary's (one of his employees) taking advantage of Alan's open-
door policy by coming in and sitting down in his office, only to chat about sports. Alan should handle this behavior
by doing which of the following?
a. Sit and listen to Gary, and when Gary is finished speaking, explain to Gary that there is a lot more to life than
just sports.
b. Point at the door and demand that Gary leave immediately, and then slam the door behind Gary.
c. Work at his computer, giving very little eye contact or attention to Gary.
d. Sit and listen to Gary, and then give Gary his opinions about particular sports teams to show his knowledge
and to show he cares about the same things as does Gary.
e. Purchase two tickets for a game from the Internet and give them to Gary so that Gary will leave his office
and quit bothering him.
ANSWER: c
POINTS: 1
REFERENCES: p. 275
97. What is the main weakness of Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory?
a. They are too complicated to be of any practical value to managers.
b. They do not specify what motivates people.
c. They do not explain why or how motivation is developed and sustained.
d. They offer no improvement from the scientific management theory.
e. They apply only to large organizations and have no value for smaller companies.
ANSWER: c
POINTS: 1
REFERENCES: p. 275
98. Regina worked hard and successfully as a salesperson for B&J Realty Company. For the past three years, she
surpassed her peers in quality and quantity of sales. Yet in comparing pay, she discovered that she makes less than
two salespeople who are well liked by management. Consequently, she accepted a higher-paying job with B&J's top
competitor. To avoid losing other salespeople like Regina, management should understand and apply
a. Herzberg's theory.
b. the expectancy theory.
c. the equity theory.
d. negative reinforcement.
e. Theory Y.
ANSWER: c
POINTS: 1
REFERENCES: p. 275
99. The theory that people are motivated first to achieve and then to receive rewards in proportion to their contribution
is called
a. reinforcement.
b. hierarchy of needs.
c. expectancy.
d. motivation.
e. equity.
ANSWER: e
POINTS: 1
REFERENCES: p. 275
100. The equity theory states that people are motivated
a. only by their achievements.
b. by receiving pay equal to that of all other employees.
c. by the satisfaction of doing their jobs well.
d. by receiving promotions.
e. by receiving a reward commensurate with their performance.
ANSWER: e
POINTS: 1
REFERENCES: p. 275
101. Under the equity theory, when a worker feels under-rewarded, he or she may take all of the following actions
except
a. reduce input by working less.
b. forget about it.
c. ask for a raise.
d. leave the work situation.
e. do a new comparison to verify the other one.
ANSWER: b
POINTS: 1
REFERENCES: p. 276
102. If you were a manager who made sure that rewards were distributed to your employees fairly based on their
performance and that each employee clearly understood the basis for his or her own pay, you would be using
b. equity theory.
c. Theory X.
d. motivation-hygiene theory.
e. Theory Y.
ANSWER: b
POINTS: 1
REFERENCES: p. 275
KEYWORDS: Bloom's: Evaluation
103. A manager who believes that employee motivation depends on how much we want something and on how likely we
think we are to get it is using
a. Vroom's expectancy theory.
b. Herzberg's two-factor theory.
c. Maslow's hierarchy of needs.
d. McGregor's Theory Y.
e. Taylor's scientific management.
ANSWER: a
POINTS: 1
REFERENCES: p. 276
104. Victor Vroom's expectancy theory is based on the very simple assumption that
a. people will do whatever it takes to achieve their goals.
b. people won't bother to try to achieve a goal if they don't think they are likely to achieve it.
c. motivation is based on the expectation of equitable treatment.
d. motivation is based on an employee's understanding of what management expects her or him to accomplish.
e. motivation depends on how much people want something and how likely they are to get it.
ANSWER: e
POINTS: 1
REFERENCES: p. 276
105. The expectancy theory says that people are motivated

a. by how much they want and the chance they have of getting it.
b. only by their achievements.
c. by receiving pay equal to that of all other employees.
d. by the satisfaction of doing their job well.
e. by all of the above.
ANSWER: a
POINTS: 1
REFERENCES: p. 276
106. All of the following are accurate statements about the expectancy theory except that
a. it is easy to apply.
b. there are various reasons why employees work.
c. the reasons people work may change.
d. it is necessary to show employees how to attain the outcomes they desire.
e. it is a very complex model of motivation.
ANSWER: a
POINTS: 1
107. Joyce works hard and puts in many extra hours. For this, she can anticipate a pay raise, a promotion, or an
expanded sales territory. However, getting a promotion is most important to Joyce. According to the useful
guidelines of the theory, Jim, her manager, must recognize that (1) she is putting in hard work and long hours
to obtain a promotion, (2) what motivates Joyce will change over time, and (3) he must clearly show Joyce how to
attain the desirable reward.
a. motivation-hygiene
b. expectancy
c. equity
d. reinforcement
e. hierarchy of needs
ANSWER: b
POINTS: 1
REFERENCES: p. 277
108. Every year, Barbara and her boss sit down together and discuss what Barbara should accomplish for the next year.
Barbara's boss takes time to meet with all his employees like this to motivate them to accomplish their objectives.
These actions rely on
a. expectancy theory.
b. goal-setting theory.
c. equity theory.
d. Theory Y.
e. goal-motivation theory.
ANSWER: b
POINTS: 1
REFERENCES: p. 277
109. MBO stands for

a. managing by organizing.
b. management by objectives.
c. management by others.
d. motivation by objective.
e. management by orders.
ANSWER: b
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 278
110. The technique in which managers and subordinates collaborate on setting goals and reviewing performance is
a. motivation by organization.
b. management by observation.
c. maintaining better output.
d. management by objectives.
e. motivation by openness.
ANSWER: d
POINTS: 1
REFERENCES: p. 278
111. The director of personnel at Eastern corporate headquarters wants to institute an MBO system nationwide. She
should begin by
a. ensuring that top management endorses and participates in MBO.
b. evaluating and documenting her subordinates' performances.
c. establishing reasonable goals for all levels above her.
d. establishing reasonable goals for all levels below her.
e. ensuring that her subordinate managers support and understand the goals she has set for them.
ANSWER: a
POINTS: 1
REFERENCES: p. 278
112. Before manager Kim can begin the MBO process with her associates, what step needs to be taken?
a. Her associates need to decide for themselves what goals they want to achieve.
b. She needs to think about what goals she wants her associates to achieve.
c. Her managers, who make up top management, need to give annual goals to her.
d. She should talk with her associates about what resources they will need to achieve their goals.
e. She needs to evaluate the performance of each of her associates.
ANSWER: c
POINTS: 1
REFERENCES: p. 278
113. Raul, an engineer with a leading manufacturer, could not figure out why he was so motivated in his job. However, in
conversation he pointed out a few things that may have contributed to such motivation. First, top managers were
sharing company goals with employees. Second, his manager recently met with Raul's engineering group to discuss
the goals relevant to their jobs. Third, his manager requested that each person think about how he or she could
personally help achieve these goals. As he followed through on his manager's request, Raul found himself becoming
clearer about the role he is expected to play in reaching the organization's goals. This manufacturer is using to
help its managers boost employee motivation.
a. behavior modification
b. reinforcement theory
c. expectancy theory
d. management by objectives
e. scientific management
ANSWER: d
POINTS: 1
REFERENCES: p. 278
114. Securing the acceptance of top management is the first step in an MBO program. Which of the following is not one
of the four remaining steps?
a. Establishing preliminary goals
b. Having the manager and subordinate work together to determine how the subordinate can work toward
accomplishing company objectives
c. Conducting a periodic review
d. Conducting an evaluation
e. Reassigning the employee
ANSWER: e
POINTS: 1
115. A sales manager has implemented a program for his salespeople that involves a meeting with each salesperson,
during which the sales manager gives the salesperson the yearly quota for the salesperson's territory. The sales
manager has missed the key concept in management by objectives, which is
a. reducing the paperwork involved in the MBO process.
b. a mutual understanding of the punishment to be given if the salesperson does not meet the goal set by the
sales manager.
c. mutual goal setting between the sales manager and the salesperson.
d. documentation of the sales quota in the salesperson's personnel file.
e. ensuring that the economy can support the sales quota assigned.
ANSWER: c
POINTS: 1
REFERENCES: p. 279
116. A contemporary manager who wants employees to have more control over their work might implement either
a. the Theory X or Theory Y system.
b. MBO or job enrichment.
c. job enrichment or the Theory X system.
d. MBO or a reward system that emphasizes Theory X.
e. Theory X and Theory Y.
ANSWER: b
POINTS: 1
117. At midyear, Susan, the manager of a store, realizes that the new outlet mall with 300 stores down the street is
taking much of the sales away from her store, so she will need to revise the sales goals of her sales associates.
Susan is in what stage of the MBO process?
a. One
b. Two
c. Three
d. Four
e. Five
ANSWER: d
POINTS: 1
REFERENCES: p. 279
118. Tom Willis, owner-manager of J&P Manufacturing Company, has tried just about everything to motivate his
employees. He has added new fringe benefits, including legal services; he has improved safety conditions; and he
has increased employee pay by 7 percent across the board. None of these actions seem to have worked. Now Tom
wonders what he should do next. Which of the following would you suggest?
a. Increase pay to 17 percent across the board.
b. Add a day-care center to the employee benefits package.
c. Prepare and distribute a company policy manual.
d. Improve job security.
e. Enrich jobs as necessary.
ANSWER: e
POINTS: 1
REFERENCES: p. 279
119. Which of the following motivational techniques involves expanding a worker's assignments to include additional but
similar tasks?
a. Job enlargement
b. Job enhancement
c. Job redesign
d. Job sharing
e. Management by objectives (MBO)
ANSWER: a
POINTS: 1
REFERENCES: p. 279
120. At Chevrolet, teams of workers make their own job assignments, plan their own work, control their material and
inventory needs, and select new team members. This is an example of job
a. switching.
b. redesign.
c. enrichment.
d. sharing.
e. rotation.
ANSWER: c
POINTS: 1
REFERENCES: p. 279
121. Jane Freeman, a merchandise manager at JCPenney, has just been informed by her superior that all managers in
the store have been reassigned departments of responsibility because top management has done some reorganizing.
Jane previously was in charge of the infants' department and the girls' department, and now she is also in charge of
the boys' department. This is an example of
a. job enlargement.
b. job enrichment.
c. the MBO program in progress.
d. job redesign.
e. job modification.
ANSWER: a
POINTS: 1
REFERENCES: p. 279
122. Job redesign is a type of in which work is restructured in ways that cultivate the worker-job match.
a. behavior modification
b. employee empowerment
c. job enrichment
d. job enlightenment
e. job enlargement
ANSWER: c
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 279
123. A motivation tool that attempts to provide workers with more tasks and more control over these tasks is
a. compressed work schedules.
b. employee participation.
c. job enrichment.
d. modified work weeks.
e. job rotation.
ANSWER: c
POINTS: 1
REFERENCES: p. 279
124. At Jack's Automotive Repair, the mechanics rarely interacted directly with customers. Work orders were processed
by the customer service department and passed on to the mechanics. After experiencing excessive customer
complaints about the poor quality of work, Jack realized he was not motivating his mechanics to do quality work. To
rectify the situation, Jack designated all of his employees as customer service representatives. The mechanics' roles
were expanded to include direct customer contact. This motivational technique is called
a. job enlargement.
b. job redesign.
c. behavior modification.
d. employee empowerment.
e. management by objectives (MBO).
ANSWER: b
POINTS: 1
REFERENCES: p. 279
125. For job enrichment to benefit the company, what must happen first?
a. There must be an obvious need for it due to inefficiencies in the firm.
b. Employers must have exhausted all other possibilities in an effort to improve the efficiency of the firm.
c. Employers must train their associates on new job tasks before assigning them these new tasks.
d. Employers must have employees who fear failure and have low self-confidence.
e. Employees must show interest in taking on other tasks.
ANSWER: e
POINTS: 1
REFERENCES: p. 280
126. A key technique for increasing employee motivation is
b. Theory X.
c. behavior modification.
d. EEM.
e. modification of expectations.
ANSWER: c
POINTS: 1
REFERENCES: p. 280
127. The systematic use of reinforcement to encourage desirable organizational behavior is called
a. behavior modification.
b. replacement theory.
c. equity theory.
d. expectancy theory.
e. reinforcement theory.
ANSWER: a
POINTS: 1
REFERENCES: p. 280
128. Behavior modification as applied to business management is mainly based on

a. reinforcement theory.
b. equity theory.
c. Theory X.
d. employee participation.
e. having an all-salaried workforce.
ANSWER: a
POINTS: 1
DIFFICULTY: Mod.
REFERENCES: p. 286
129. At an architectural firm, all employees except administrative staff are allowed to work whatever hours they choose
from Monday through Saturday between 7 a.m. and 10 p.m., as long as they put in forty hours per week. This plan
is called
a. flextime.
b. job-sharing.
c. part-time.
d. flex-schedule.
e. self-scheduled work.
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 280
130. First Tennessee Bank introduced a new program that allowed employees to determine their own work schedules.
This type of program is called as
a. job modification.
b. job redesign.
c. job sharing.
d. flextime.
e. telecommuting.
ANSWER: d
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 280
131. Amy Crane is allowed to create her own work hours on a limited basis. She must be at work from 9 a.m. to 11
a.m. and 1 p.m. to 3 p.m. every day, which represents time, and she can choose which hours she will work
between 8 a.m. and 6 p.m. around the required hours, which represents time. The total required time is eight
hours per day.
a. shared; open
b. mandatory; free
c. flexible; core
d. core; free
e. core; flexible
ANSWER: e
POINTS: 1
REFERENCES: p. 280
132. The difference between part-time work and job sharing is that
a. a firm saves money by hiring part-timers to do full-time work by classifying them as part-time, but if they
classify two part-timers as job sharing, they must pay them more than they would a part-time employee.
b. jobs that are classified as part-time are jobs that can be done in a shorter amount of time than that of a full-
time job, whereas job sharing creates one full-time position out of two part-time employees.
c. part-timers work individually they simply come to work, do their jobs, and leave whereas people in job-
sharing positions work more on teams.
d. part-time work requires people who have more skills than does job sharing, where one person can have
certain skills, and the person he job shares with has skills he does not.
e. people in job-sharing positions still receive benefits because they are essentially filling a full-time position,
while part-timers do not receive benefits.
ANSWER: b
POINTS: 1
REFERENCES: p. 281
133. Tom works from 8 a.m. to 12 noon, and Jerry works from 1 p.m. to 5 p.m. Both are working on the same tasks.
This is an example of
a. job sharing.
b. flextime.
c. part-time work.
d. telecommuting.
e. self-managed work.
ANSWER: a
POINTS: 1
REFERENCES: p. 281
134. Following the birth of his first child, Bill Simpson, a software designer for Microsoft, wished to spend more time
with his family. He asked his employer if he could perform a portion of his work at home and come into the office
only Tuesday through Thursday. Microsoft allowed it. By allowing Bill to work at home on Mondays and Fridays,
Microsoft practices as a motivational technique.
a. employee empowerment
b. flextime
c. job sharing
d. part-time work
e. telecommuting
ANSWER: e
POINTS: 1
REFERENCES: p. 282
135. Debbie is a financial analyst for a health care company in Phoenix. Her husband is transferred to Atlanta, but
Debbie's employer allows Debbie to keep her job and work from her new home in Atlanta. Debbie has to travel
back to Phoenix for one week every other month to meet in person with company officials. This arrangement is
called
a. flextime.
b. part-time.
c. self-managed work.
d. telecommuting.
e. long-distance empowerment.
ANSWER: d
POINTS: 1
REFERENCES: p. 282
136. The motivational technique that is made possible through the use of personal computers, modems, fax machines,
voice mail, cellular phones, and overnight delivery service is referred to as
a. job enrichment.
b. telecommuting.
c. job redesign.
d. employee empowerment.
e. flextime.
ANSWER: b
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 282
137. means giving employees greater involvement in their jobs and the organization's operations by increasing their
participation in decision making.
a. Behavior modification
b. Flextime
c. Job sharing
d. Empowerment
e. Job enlargement
ANSWER: d
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 282
138. For employee empowerment to work effectively, management must be involved and must perform all of the
following functions except
a. communicate standards.
b. institute periodic evaluations.
c. guarantee follow-up.
d. retain top-down management controls.
e. set expectations.
ANSWER: d
POINTS: 1
REFERENCES: p. 283
139. Employee ownership is a situation in which
a. employees take much pride in their work and make decisions as though they owned the company.
b. employees actually buy a franchise, own it, and operate it on funds borrowed from the company. c.
employees own shares of stock in the company.
d. only employees own the stock of the company for which they work.
e. employees receive money to purchase stock in the company.
ANSWER: c
POINTS: 1
REFERENCES: p. 283
140. Which of the following stages is not a part of the team development process?
a. Forming
b. Performing
c. Norming
d. Adjourning
e. Remanding
ANSWER: e
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 286
141. Which of the following is not a type of team?
a. Problem-solving team
b. Job-share team
c. Self-managed team
d. Cross-functional team
e. Virtual team
ANSWER: b
POINTS: 1
142. Two or more workers functioning together to achieve a common goal or purpose is called a
a. unit.
b. force.
c. team.
d. business unit.
e. task force.
ANSWER: c
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 284
143. What happens to a problem-solving team after the assigned problem has been tackled?
a. Team members receive a promotion.
b. Team members are fired.
c. The team is disbanded.
d. The team is given another problem.
e. The team is given a party.
ANSWER: c
POINTS: 1
REFERENCES: p. 284
144. The first stage of team development is

a. beginning.
b. starting.
c. forming.
d. creation.
e. inauguration.
ANSWER: c
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 286
145. The second stage of team development, in which teams begin to develop concrete goals, is called
a. storming.
b. forming.
c. norming.
d. organizing.
e. grouping.
ANSWER: a
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 286
146. The stage of team development in which a team reaches its full potential is called
a. forming.
b. storming.
c. norming.
d. performing.
e. adjourning.
ANSWER: d
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 286
147. The team member that places the team's goals first is fulfilling what role?
a. Leadership
b. Team advocate
c. Task specialist
d. Expert
e. Virtuoso
ANSWER: c
POINTS: 1
DIFFICULTY: Mod.
REFERENCES: p. 293
148. The team member concerned with the emotional needs of others is fulfilling what role?
a. Caregiver
b. Psychologist
c. Mother hen
d. Leadership
e. Socioemotional
ANSWER: e
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 286
149. The personal force causing someone to behave in a particular way is called morale.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 268
150. The high level of morale at Southwest Airlines does not have a significant impact on productivity, absenteeism, and
employee turnover.
a. True
b. False
ANSWER: False
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 268
151. Motivation, morale, and satisfaction of employees' needs are interrelated.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 268
152. Scientific management is the application of scientific principles to the management of work and workers.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 268
153. The piece-rate system is based on the assumption that simply paying an employee more money will increase that
person's motivation.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 269
154. Frederick W. Taylor made his most significant contribution to management practice by his involvement with the
Hawthorne studies.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 269
155. The human relations movement in management was born out of experiences cited in the Hawthorne studies.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 270
156. Maslow's theory explains how to motivate people with money.

a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 270
157. According to the hierarchy of needs concept, people satisfy their needs in order of importance.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 270
158. According to Maslow's hierarchy of needs, the most basic needs are physiological needs.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 270
159. Physiological needs are satisfied by job security, health insurance, pension plans, and good working conditions.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 270
160. Food, shelter, and clothing will probably satisfy a person's physiological needs.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 270
161. According to Maslow's theory, safety is the most basic and the most important need.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 270
162. Maslow's hierarchy of needs includes psychological needs, safety needs, social needs, security needs, and self-
importance needs.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 270
163. The need for esteem may be satisfied through personal accomplishments, promotion to more responsible positions,
and honors and awards.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 271
164. Maslow believed each level of need must be completely satisfied before an individual can advance to the next level.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 271
165. Herzberg recognized only two dimensions: motivation and hygiene.

a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 271
166. In Herzberg's theory, if satisfiers are missing, the employees will be dissatisfied.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 272
167. Frederick W. Taylor originated the theory of satisfaction and dissatisfaction.

a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 268
168. Herzberg thought a state of complete satisfaction was common among employees.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 271
169. The concepts underlying Theory Z were first presented in the 1960 book, The Human Side of Enterprise.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 274
170. The Human Side of Enterprise was a management book written by Frederick W. Taylor.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 273
171. The logical outcome of the assumptions underlying Theory X is a highly controlled work situation in which
managers make all decisions and workers carry them out.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 273
172. The assumptions underlying Theory X generally agree with Frederick W. Taylor's concepts of scientific
management.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 273
173. Theory Y is a set of assumptions that is consistent with scientific management.

a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 273
174. Reinforcement theory is based on the premise that behavior that is rewarded is likely to be repeated.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 274
175. The basic premise of reinforcement is that behavior that is rewarded is likely to be repeated and behavior that is
punished is less likely to recur.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 274
176. When a manager has a choice, positive reinforcement should be used before negative reinforcement.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 275
177. The weakness in Maslow's hierarchy of needs and Herzberg's theory is that, although each one explains how
motivation is caused and sustained, neither specifies what motivates individuals.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 275
178. The equity theory of motivation contends that people are motivated first to achieve and then by the desire to be
rewarded in direct proportion to their contributions.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 275
179. The equity theory of motivation is based on the premise that people are motivated first by rewards and then by
achievement.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 275
180. According to the expectancy theory, rewarded behavior is likely to be repeated, whereas punished behavior is less
likely to be repeated.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 276
181. Goal-setting theory suggests that employees are more likely to experience a high degree of motivation when
management assigns a series of specific goals for the employee to achieve.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 277
182. Employee participation in decision making is frequently cited as a motivation-boosting technique.

a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 278
183. A work schedule that allows employees to work ten hours a day for four days instead of eight hours a day for five
days is an example of a flextime system.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 280
184. One advantage of part-time work is that it usually provides the same benefits that full-time employees receive.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 281
185. Part-time work and job sharing provide flexibility but at the expense of reduced benefits compared to full-time
employment.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 281
186. Employee empowerment replaces top-down management control, giving employees a voice in what they do and
how and when they do it.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 282
187. Employee stock ownership plans (ESOPs) provide considerable employee incentive and increase employee
involvement.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 283
188. A growing number of companies are organizing their workforces into teams.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 284
189. Problem-solving teams are created to work together permanently.

a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 284
190. Self-managed teams take over most management functions.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 284
191. Virtual teams are unassigned teams of friends within an organization.

a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 285
192. During the storming phase of team development, the team has just been created.
a. True
b. False
ANSWER: False
POINTS: 1
REFERENCES: p. 286
193. Performing is the stage where the team begins to focus strongly on the assigned tasks.
a. True
b. False
ANSWER: True
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 286

Foundations of Business 4th Edition Pride Test Bank

Uploaded by

Copyright:

Available Formats

Foundations of Business 4th Edition Pride Test Bank

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Foundations of Business 4th Edition Pride Test Bank

Uploaded by

Copyright:

Available Formats

1. How does motivation differ from morale?

7. How does a positive reinforcement differ from a negative reinforcement?

ANSWER: Positive reinforcement strengthens desired behavior by providing a reward while

ANSWER: Answer not provided.

16. Describe the various stages of team development.

23. Refer to Gina Robinson, Inc. Flextime is

39. The hierarchy of human needs was developed by

41. Which of the following is not a physiological need?

45. Which of the following is not a level in Maslow's hierarchy of needs?

47. A sense of belonging is a characteristic of which need level?

49. The need for esteem concerns an employee's desire for

53. The most difficult need to satisfy is

55. The motivation-hygiene theory was developed by

59. Which of the following is an example of Herzberg's motivation factors?

63. Which of the following is one of Herzberg's hygiene factors?

67. Who was responsible for developing Theory X and Theory Y?

69. According to Theory X by McGregor, managers assume that employees

73. According to Theory Y by McGregor, managers think people

75. All of the following are assumptions of Theory Y except

77. Theory Y is most suitable in a work situation in which workers are

85. The reinforcement theory says that people are motivated

105. The expectancy theory says that people are motivated

109. MBO stands for

128. Behavior modification as applied to business management is mainly based on

144. The first stage of team development is

156. Maslow's theory explains how to motivate people with money.

165. Herzberg recognized only two dimensions: motivation and hygiene.

167. Frederick W. Taylor originated the theory of satisfaction and dissatisfaction.

173. Theory Y is a set of assumptions that is consistent with scientific management.

182. Employee participation in decision making is frequently cited as a motivation-boosting technique.

189. Problem-solving teams are created to work together permanently.

191. Virtual teams are unassigned teams of friends within an organization.

You might also like