ESP111 - PRACTISE TEST 1

TOPIC: MANAGEMENT

I. MULTIPLE CHOICE

1. Managers often __________ tasks to lower-level staff to increase efficiency.

A. transfer B. allocate C. delegate D. deploy
2. The __________ is a detailed document listing an applicant's educational and professional history.
A. curriculum vitae B. résumé C. dossier D. biography
3. In organizations with a __________ structure, decisions flow from top management down to
subordinates.
A. flat B. pyramidal C. matrix D. decentralized
4. The company decided to __________ certain services to third-party providers in order to reduce
costs.
A. outsource B. delegate C. discharge D. reassign
5. A __________ work culture emphasizes strong personal relationships and flexibility in time
management.
A. collectivist B. linear-active C. reactive D. multi-active
6. The concept of __________ assumes that most people are driven to achieve personal fulfillment
and growth in their work.
A. self-actualization B. autonomy C. physiological D. collectivism
7. Government employees typically work in the __________, providing essential services to the
population.
A. private sector B. third sector C. public sector D. cooperative sector
8. In many hierarchical organizations, the __________ determines how authority is passed down
through levels of management.
A. line of control B. chain of command C. delegation structure D. leadership stream
9. A __________ management approach focuses on meeting the needs and well-being of employees.
A. people-centred B. authoritarian C. hierarchical D. command-based
10. The __________ style of management is characterized by a strict focus on discipline and control,
often with limited employee input.
A. authoritarian B. collective C. participative D. inclusive
11. A company may offer __________ schemes, in which employees receive a share of the profits as
part of their compensation package.
A. performance-related pay B. wage vs salary
C. profit-sharing D. incentive options
12. An organization's resources must be __________ carefully to ensure efficiency and meet its goals.
A. collected B. distributed C. allocated D. invested
13. A __________ workplace can integrate the talents and expertise of people from multiple
departments to solve complex problems.
A. linear-active B. multi-national C. cross-functional D. isolated
14. A person’s sense of __________ is crucial for their job satisfaction, as it reflects their feelings of
respect and recognition in the workplace.
A. hygiene B. autonomy C. esteem D. authority
15. Candidates applying for a job often need to submit a __________ along with their resume.
A. covering letter B. model skeleton
C. personal statement D. shortlisting document
16. The company hired a __________ to provide expert advice on improving their operational
processes.
A. subordinate B. consultant C. middle manager D. intern
17. To meet short-term goals, some organizations use __________ planning, focusing only on
immediate needs.
A. operational B. strategic C. linear-active D. long-range
18. The management decided to adopt a more __________ structure to streamline decision-making
and reduce bureaucracy.
A. pyramidal B. divisional C. streamlined D. departmental
19. An organization’s __________ framework dictates how it is divided into different functional
areas, such as marketing, finance, and production.
A. divisional B. interdepartmental C. hierarchical D. departmental
20. Employees are encouraged to participate in __________, where decision-making power is
distributed among a group.
A. universalist B. particularist C. collective D. dual

II. READING COMPREHENSION (TRUE OR FALSE)

Herzberg’s Motivation-Hygiene Theory: Two-factor

Businesses and organizations have long sought for answers on how to boost employee production,
and therefore, profits. Fortunately, many researchers have extensively studied human motivation to
try and understand what drives humans to work. Herzberg’s two-factor theory outlines that humans
are motivated by two things: motivators and hygiene factors. These two factors are both critical to
motivation: motivators encourage job satisfaction and hygiene factors prevent job dissatisfaction.

Many are familiar with Abraham Maslow’s Hierarchy of Needs, which outlines the basic,
psychological and self-fulfillment needs of humans. His theory explored the needs that human have,
particularly growth and connection with others. Herzberg conducted his studies at the same time as
Maslow, and built on his theory to address motivation in the workplace. Herzberg focused on the
attitudes of workers and job satisfaction. He made some interesting discoveries, including the lack of
linear relationship between intrinsic and extrinsic needs. His most dramatic discovery, however, was
that the result of his studies was reliant on what the researcher was looking for. He then changed his
factors to discover both the satisfiers and the dissatisfiers in the workplace.
There is one key idea that one must keep in mind when using Herzberg’s theory: intrinsic needs and
extrinsic needs are distinct things. An individual will not suddenly become satisfied with their job if
you suddenly change the environment or remove what is bothering them. Similarly, an individual
will not be suddenly satisfied with their job if you make the work more enriching.

In order to apply Herzberg’s theory in the workplace, one must examine the hygiene factors. As
stated above, hygiene factors do not contribute to workplace satisfaction but must be present in order
to prevent workplace dissatisfaction. Hygiene factors consists of a set of 10 factors: company
policies and administration, quality of technical supervision, quality of interpersonal relations among
peers, subordinates, and superiors, salary, job security, personal life, working conditions, and status.

If any of these factors are lacking or missing, a worker is much more likely to be dissatisfied with
their job. Workers who consistently file complaints often have one or more of their needs that is not
being met. Similarly, examples of dissatisfiers would be poor workplace policy, aggressive
management, or a negative workplace environment.

Managers can often increase workplace satisfaction by simply having a conversation with their
colleagues to find out what they are unhappy with. Some problems have easy solutions, such as
keeping supplies organized or having more materials in stock. An employee’s pay is often a more
challenging issue to rectify, but supervisors should still evaluate their business plan and
compensation strategy. Supervisors should also reach out to employees to discover if there are any
factors in their personal lives that may affect their job satisfaction. Overwhelmed and stressed
employees are rarely productive or happy. It is vital that workplaces offer emotional support and
maintain positive relationships with their employees.

There is a small play in words in the use of “hygiene” factors. Medically speaking, this means
maintaining good personal hygiene in order to prevent disease. Having good hygiene does not mean
that you will never die; it means that you can hold off discomfort or disease in your lifetime. In an
organization, maintaining good “hygiene” means that your employees remain productive; it does not
mean that you will grow. Hygiene factors allow corporations to maintain their employees. This leads
us to the second part of the two-factor theory: motivation. Just because employees are satisfied does
not mean that they are motivated to brainstorm new ideas or take on a new project.

The dating of the two-factor theory is believed to be particularly important. Like Maslow, Herzberg
established his theory in the 1960s, a time where the culture believed that people were mostly
motivated by money. Herzberg rebuked this traditional idea, believing that it was actually the content,
not the context, of a job that caused satisfaction. If a corporation is looking to develop new products
and expand into new areas, they need to understand what motivates people to be more productive.
They can begin with looking at the intrinsic needs of workers:

Essentially, managers will need to reevaluate the ‘human’ aspect of their employees, including their
goals, values and hobbies. They will need to invest emotionally into the relationship by taking the
time to talk to them, thank them for their loyalty, or send a card acknowledging their hard work.
Managers can also celebrate an employee’s creativity or an important milestone in their career.
Above all, they need to be good leaders by helping their subordinates develop to their full potential.

Like the hygiene factors, the motivation factors do not lower the level of dissatisfaction. Even if
employees are motivated to work on new projects, they are still affected by extrinsic needs. Potential
problems, such as pay rate or low amounts of office supplies, still need to be addressed. This is why
both factors are necessary in the two-factor theory.
True or False?

1. Herzberg’s two-factor theory claims that job satisfaction can be achieved by simply removing
hygiene factors.

2. According to Herzberg, extrinsic needs alone can lead to a motivated and productive workforce.

3. Herzberg believed that, in order to boost employee satisfaction, intrinsic and extrinsic needs must
be treated as separate entities.

4. Hygiene factors contribute directly to job satisfaction in the workplace.

5. Herzberg’s two-factor theory was developed in response to Maslow’s Hierarchy of Needs.

6. Herzberg argued that the content of a job, rather than its context, plays a more significant role in
employee satisfaction.

7. The term “hygiene” in Herzberg’s theory refers to maintaining job satisfaction through intrinsic
motivators.

8. Herzberg’s research emphasized that addressing personal issues outside of work is unnecessary for
employee motivation.

9. The application of Herzberg’s theory suggests that increasing employee pay alone can ensure
motivation.

10. Herzberg's study revealed that workers' satisfaction and dissatisfaction were found to be
influenced by completely different factors.

III. WRITING

Task 1: Write the correct words according to the definitions below.

1. A system where tasks or responsibilities are passed from one person to another to achieve greater
efficiency. (01 word) _____________.

2. The sector that comprises government services and organizations, focusing on public welfare
rather than profit. (02 words) _____________.

3. A form of motivation where employees are offered extra rewards based on the company's profits.
(02 words) _____________.

4. The top-down structure that outlines how authority and responsibility are distributed within an
organization. (03 words) _____________.

5. The process of deciding the order of tasks based on their relative importance. (01 word)
_____________.

6. A financial document detailing an individual's professional experience, education, and skills,

usually submitted when applying for a job. (02 words) _____________.

7. A style of management where decisions are made by a single authority with little input from
subordinates. (01 word) _____________.
8. A working environment that prioritizes the well-being and engagement of employees. (02 words)
_____________.

9. The belief that one’s job or tasks should be performed independently, with minimal supervision.
(01 word) _____________.

10. A practice where companies hire external organizations to perform tasks or services that were
previously done in-house. (01 word) _____________.

Task 2: Fill in the blanks below.

1. The company had to __________ some of its services to third-party providers to reduce
operational costs. (01 word)

2. An effective manager knows how to __________ tasks to subordinates in order to improve

efficiency. (01 word)

3. Many European countries offer __________ programs to help parents with young children,
providing daycare services. (01 word)

4. In a __________ structure, authority flows from the top down through different levels of
management. (02 words)

5. To keep employees motivated, the company introduced a __________ scheme where workers
receive a share of the company's profits. (01 word)

6. The manager's leadership style was __________, requiring strict adherence to rules and leaving
little room for employee input. (01 word)

7. A well-written __________ is essential when applying for jobs, as it provides a concise summary
of the candidate's qualifications. (02 words)

8. The government works within the __________, delivering services that benefit the general public
rather than seeking profit. (02 words)

9. In large multinational corporations, __________ teams are common, as they bring together experts
from various departments to solve complex problems. (02 words)

10. Employees’ sense of __________ can be boosted by recognition of their achievements and
contributions to the company. (01 word)

Task 3: Answer the following questions.

1. According to Peter Drucker’s management theory, what are the five key tasks of management?

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2. How should managers allocate resources to meet both organizational goals and subordinates’
objectives?
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3. How does Theory X describe workers' attitude toward responsibility and motivation?

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4. What does Maslow’s Hierarchy of Needs suggest about self-actualization in relation to employee
motivation?

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5. What are the main advantages of a flat organizational structure compared to a hierarchical model?

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6. In a matrix organization, how does dual reporting affect prioritization and decision-making?

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7. What is the difference between a linear-active culture and a multi-active culture in terms of time
management and communication?

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8. How do reactive cultures handle confrontation and decision-making in business negotiations?

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9. What are the key differences between a curriculum vitae and a covering letter in terms of content
and purpose?

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10. How should candidates prepare for an interview?

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Task 4: Write an essay of at least 250 words to answer these questions.

In many industries, workers are increasingly motivated by financial rewards, while in other sectors,
factors such as autonomy and job satisfaction play a greater role in motivating employees.

Why do some industries prioritize financial incentives as a primary motivator? To what extent should
companies focus on non-monetary motivators like autonomy and personal growth to maintain a
productive workforce?

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