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Exam 10: Motivating Employees

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Question 31

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Which of the following statements about high-context cultures reflects how managers in this type of culture might operate?

A) Your personal life would not be of concern to a manager that operates in a high-context culture.
B) If you are selling your company's product to another business that has a high-context culture, it is almost guaranteed that the product or service will sell itself.
C) As a manager in a high-context culture, you will always stress that employees compartmentalize their work life and home life, so that each does not interfere with the other.
D) As a sales professional trying to sell your product to a business that operates within a high-context culture, you may have to visit the decision makers several times and get to know them on a personal level.

E) All of the above
F) C) and D)

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Question 32

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Abraham Maslow thought that once needs at one level of his hierarchy were met:

A) motivation would diminish.
B) another, higher-order need would emerge to motivate that person.
C) that type of need would never again be an effective motivator.
D) he or she would become more interested in lower-level needs.

E) B) and C)
F) All of the above

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Question 33

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Management by objectives is most effective in organizations that:

Mini-Case The first meeting between the new CEO of Idle Time Gaming, Inc., John Noble, and Howie Spradlin, the production manager, did not go smoothly. The purpose of the meeting was to discuss the problem of declining productivity and to develop a strategy to turn the situation around. Howie started the conversation by handing Mr. Noble the most recent production report. "I've always thought that most of our employees were lazy, and now I've got proof," Howie stated. "We pay these guys the highest wages in the industry, provide them with a safe place to work, and make the job as simple as possible. We aren't asking these guys to do brain surgery, but productivity still lags and our production costs increase. I've told all the supervisors to watch these lazy bums every second to make sure they put in a full day's work. If those guys think I'm going to let them get away with goofing off, they're in for a rude awakening." CEO Noble responded in a way that surprised Howie. "Maybe these employees aren't lazy, Howie, maybe they are just bored and resent the way we've treated them," he said. "The employees are experienced and well trained. They might work harder and smarter if the work were more interesting and rewarding. Their attitudes might even improve if we treated them with more respect. Maybe one of the best ways for you and me to understand where they're coming from is to spend some time alongside them." For the next hour, the two discussed ways to improve worker motivation and performance. Howie left the meeting with an unsettled feeling. Many of Mr. Noble's suggestions seemed naïve to Howie. "Mr. Noble is the boss, but I think he is too optimistic regarding human nature," Howie mused. Reluctantly, Howie had to admit that his own approach had not succeeded in improving the plant's performance. He decided to take a hard look at some of Mr. Noble's ideas. -According to McGregor, Howie's views of his employees suggest he is a ____________ manager.

Feedback helps enrich a job by satisfying an employee's esteem needs.

Job enlargement is about breaking down a sizeable job into smaller parts so that the employee is not overwhelmed by a large task.

Milo currently has a good job and can afford a decent apartment and plenty of food. Due to significant political unrest and recent street violence in his town, he is considering uprooting himself and applying for a visa to move to another country. According to Maslow, Milo's concern reflects a desire to satisfy his:

Jacob recently returned from a tour of duty in Iraq, where he served with the U.S. Army's 1st Infantry Division. Sitting at the kitchen table in his parents' home, he listens to his mom spend several hours making plans for a Caribbean cruise with her new group of friends. He hears about his sister's recent promotion at work, and about his Dad winning the "Innovator of the Year" award at his company. He reflects back on the lives of the people he has just left, their nightly fears of mortar attacks, their need to boil the drinking water on a daily basis, and the children that flocked around him begging for something to eat. As he concentrates on his business management text, he finds himself analyzing his present and past environment in terms of Maslow's hierarchy of needs theory. He concludes that:

When Anna's manager sees her coming through the front door, he is greatly relieved. He knows that the tasks he has planned for the day will not need to be adjusted. Anna's work productivity and performance on the job are very good. Recently, however, her ability to get to work on time has affected her job performance. Anna's supervisor has documented a number of unrelated health issues that have prevented Anna from being at work on time. Which of the following views would Maslow likely share with Anna's supervisor?

Members of Generation X tend to be more independent and need less feedback than members of older generations.

According to expectancy theory, worker motivation almost always increases when employees are assigned a very challenging task.

Recent economic problems as well as demographic and social changes in Japan have led some Japanese firms to seek new approaches to management.

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

____________ is based on the notion that setting ambitious but attainable goals will improve motivation and performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions.

The Spotlight on Small Business box asserts that it is impossible for small businesses to offer intangible benefits for its employees.

As the marketing director for Chipper's Golf Resort, you are making plans for the annual golf tournament, and trying to decide on the amount for the top three prizes. In past years, you successfully raised $25,000 through registration fees and sponsorship. You know that you could easily attract some great local talent if you made the top prize $10,000, but can you afford to announce a $10,000 top prize at the expense of losing out on a portion of the registration fees of lesser players who decide not to participate? Using expectancy theory rationale that you learned in business class, you explain to the general manager that if you set the prize too high, several better than average golfers in the area will find their chances to be "out of their league" when the top players join in and will be unmotivated to participate and spend their money. Your analysis of the situation is reasonable to the general manager.

The basic principle of equity theory is that employees try to maintain fairness between their efforts and their compensation compared to others in similar positions.

Theory Y managers adhere to the principle that most people do not work to their fullest intellectual potential.

As the marketing manager for Chipper's Golf Resort, you hired three interns from the local university to go out and sell your annual golf event. You provided each of the interns with their own list of past sponsors, participants, and prize contributors. You 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 contact a few sponsors on each of the three lists and quickly learn that one of the interns has slacked off on the job. As a motivational technique, you prefer to provide positive reinforcement, so when you meet with the interns, you withhold the bonus from the one that did not do the job and inform him that his internship grade will reflect the fact that he was not motivated to get the job done.

As Gen Zers are starting to enter the workforce, they are likely to be less cautious and unmotivated to make improvements in the world around them.