Deck 14: Management, Motivation, and Leadership: Bringing Business to Life

Question 1

First­line managers are mainly involved in strategic planning and thus rely heavily on
conceptual skills.

Answer 1

False

Question 2

The most basic needs required for survival, such as food and shelter, are called
physiological needs in Maslow's hierarchy.

Answer 2

True

Question 3

The levels of management typically create a rather inverted pyramid, with a small number
of supervisory managers and a larger number of top managers above.

Answer 3

False

Question 4

The typical titles in top management include director, division head, and branch manager.

Question 5

Sharon began her work at Timeline Vintage Clocks as a shift leader. Over the years, she
moved up the management ranks, and recently she was promoted to a position in top
management. In her new position, Sharon is likely to find that she must rely more heavily
on technical skills and less on conceptual skills.

Question 6

First­line managers often need a high degree of technical skills.

Question 7

According to Douglas McGregor, management attitudes toward workers directly affect
worker motivation.

Question 8

Theory Y managers tend to believe that workers usually lack the intelligence and
motivation to perform complex jobs.

Question 9

In the workplace, benefits like healthcare plans and life insurance serve to satisfy the
esteem needs of employees.

Question 10

By creating a mission statement that communicates the importance of the work, a firm
uses the self­actualization need of its workers to motivate them.

Question 11

The role of management is radically transforming as the business pace accelerates, but the
bottom­line goal remains the same: to create value for the organization.

Question 12

The primary function of middle managers is to train, evaluate, and motivate
nonmanagement employees.

Question 13

Planning determines the structure for individual jobs and the overall organization.

Question 14

By formal definition, managers achieve the goals of an organization merely through
controlling organizational resources, including people, money, and time.

Question 15

Maslow's hierarchy of needs theory was based on the workplace.

Question 16

Technical skills always relate to technology.

Question 17

Managers with strong conceptual skills typically excel at strategic planning.

Question 18

Managers with strong technical skills have expertise in a specific functional area or
department.

Question 19

While not needed by other types of managers, technical skills are absolutely critical for
managers working in high­tech industries.

Question 20

Conceptual skills refer to a manager's ability to work effectively with and through other
people in a range of different relationships.

Question 21

Lucy works for TechNotions, Inc. Her company has offered her the chance to participate
in some specialized training that will render her new technical skills. TechNotion's
emphasis on training is likely to increase Lucy's motivation.

Question 22

Annissa has been working in the Boulevard Building Company for seven years. She is
dedicated to her work and tries to follow the company's rules as far as possible. Lately, she
has been observing that the new, younger employees in the office don't follow most of the
company's rules. They tend to spend fewer hours at work than is required but earn more
than her. According to equity theory, Annissa would try to change her own work habits.

Question 23

According to equity theory, a worker's response to perceived inequity involves trying to
change the system or changing his or her own work habits.

Question 24

Theory X managers typically assume that work is as natural as play or rest, and workers do
not inherently dislike it.

Question 25

Henry's professor announces on the first day of class that he has never given any student
an A in his class. Henry will not be motivated to do well in the class because his link
between performance and reward has been broken.

Question 26

Theory X managers believe that fear is a motivating factor for workers.

Question 27

Expectancy theory deals with the relationship among individual effort, individual
performance, and individual reward.

Question 28

According to the job enrichment principle, it is important that workers understand the
impact of their work on others.

Question 29

Expectancy theory suggests that employees will be motivated if they believe their effort
will lead to performance and that performance will lead to a meaningful reward.

Question 30

Douglas McGregor developed equity theory to explain the relationship between
performance and reward.

Question 31

John perceives that he works much harder than his two coworkers, Sam and Arnie, yet
they are both more highly paid and receive more perks. Equity theory suggests that John's
most likely response would be to work even harder in an attempt to achieve the status of
Sam and Arnie.

Question 32

Juan Ramirez believes that the workers he manages are intelligent, creative, and
hardworking. He is convinced that managers receive satisfaction from their work and that
all he needs to do is provide support and encouragement. Juan's attitude is more consistent
with Theory Y views of workers than with Theory X views.

Question 33

Equity theory proposes that individual rewards are based on employee motivation and not
based on individual efforts or performance.

Question 34

The job enrichment principle is based on the assumption that challenging, creative work
will motivate employees to give their best effort.

Question 35

Job enrichment typically relies on monetary rewards to motivate workers.

Question 36

On the first day of work, Emily's manager informed her that since their company was a
small enterprise, workers should expect only salaries and no other performance­based
incentives. The manager was acting in accordance to the expectancy theory.

Question 37

Employee training is a noncash motivational tactic gaining momentum across the economy
in response to the growing array of complex skills needed by the workforce.

Question 38

Autonomy is one of the essential factors for job enrichment.

Question 39

Equity theory proposes that perceptions of fairness directly affect worker motivation.

Question 40

One element of job enrichment is to assign workers to tasks that are long­lasting and have
no definite beginning or end.

Question 41

Strategic goals are concrete benchmarks that managers use to measure performance in
each key area of the organization.

Question 42

Top management of a software enterprise in India is currently involved in designing the
process of evacuation of employees in the possibility of a terror attack on its office. This
type of planning is known as strategic planning.

Question 43

Defining the organization's mission and evaluating results are steps involved in setting a
strategic agenda.

Question 44

An organization's mission statement is usually a complex document that provides a
detailed description of the principles that guide the organization and the way those
principles should be applied to its major business initiatives.

Question 45

A famous restaurant chain's statement, "To spice up everyday life" is too short to be a
mission statement.

Question 46

threats can be comp ex, since these areas include both current and potential issues.

Question 47

In centralized companies, a small number of people at the top of the organization have the
power to make decisions.

Question 48

Planning for unexpected events is called tactical planning.

Question 49

"Reducing delinquent accounts" is an example of a weak strategic goal.

Question 50

A SWOT analysis is a strategic planning tool that evaluates a company's competitive
position in the marketplace.

Question 51

Costco's top management has made the decision to open two new stores. This decision
illustrates the development of a contingency plan.

Question 52

Operational planning is specific, short­term planning that applies tactical plans to daily,
weekly, and monthly operations.

Question 53

Strategic planning is high­level, long­term planning that establishes a vision for the
company, defines long­term objectives and priorities, determines broad action steps, and
allocates resources.

Question 54

Development of a firm's mission is part of the operational planning process.

Question 55

Organizations that want to improve the morale of employees tend to use a centralized
organization.

Question 56

When developing contingency plans, firms typically focus on the events that are most
likely to occur rather than on the events that could cause the most harm.

Question 57

An organization chart is a set of rules and regulations that all the employees are expected
to follow.

Question 58

Mission statements tend to vary in their length, their language, and even their names, but
they share a common goal: to provide a clear, long­term focus for the organization.

Question 59

Management considers various factors such as the goals and strategies of the firm, its size,
and the structure of its competitors before choosing the right structure for a company.

Question 60

H&M's lower prices and more fashionable clothes would not be considered a competitive
advantage strategy because it is not significant enough.

Question 61

One advantage of a line organization is that irrespective of the size of the organization, it
ensures that decision­makers have access to specialized assistance and advice whenever
they need it.

Question 62

Matrix organizations have a flexible structure that brings together specialists from
different areas of the company to work on individual projects on a temporary basis.

Question 63

Autocratic leaders reserve the right to make the final decision, but they usually consult
with their followers and frequently follow their advice.

Question 64

The line approach is best suited for medium­sized and large companies as this structure
makes expert advice and support available for all workers.

Question 65

The matrix structure encourages teamwork, flexibility, and innovative solutions.

Question 66

The style of leadership that works the best depends on the situation and on the
characteristics of the followers.

Question 67

Autocratic leadership focuses on employee development and seeks to empower
employees.

Question 68

Mercy is a manager in SLV Inc.'s accounting department. Her primary responsibility is to
develop, interpret, and communicate accounting information needed by her company's
marketing and production managers to make better decisions. Mercy is a staff manager.

Question 69

Empathy, intelligence, and fairness are key leadership traits.

Question 70

Staff managers set the overall direction of the firm by articulating a vision, establishing
priorities, and allocating time, money, and other resources.

Question 71

Span of control refers to the number of tasks allotted to an individual.

Question 72

Autocratic leadership may be appropriate when consumers desire consistency in the
delivery of the product.

Question 73

While they still make final decisions, democratic leaders typically solicit and incorporate
input from their followers.

Question 74

A firm that often works on special projects requiring the cooperation of people from
several different functional areas would likely prefer a line organization for these projects.

Question 75

Many manufacturing firms departmentalize their organization based on process.

Question 76

In a line­and­staff organization, the staff managers supervise the functions that contribute
directly to the firm's profitability while the line managers provide support and advice.

Question 77

A manager's leadership style is defined by the way he or she utilizes power.

Question 78

Free­rein leadership works well during new­product brainstorming.

Question 79

Effective managers usually determine a particular style of leadership that works best for
them and then consistently use that style.

Question 80

Companies that are faced with turbulent environmental challenges are likely to find that a
decentralized approach to their organization allows employees to respond more quickly to
these challenges.