Question 1

In the expectancy theory of motivation, motivation is a product of valence, the value of a particular reward to the individual, and expectancy, the individual's perception of whether or not their behavior will likely lead to satisfaction.

Accepted Answer

Expectancy theory of motivation states that motivation is a product of valence and expectancy. Valence is the value of a particular reward to the individual, and expectancy is the individual's perception of whether or not their behavior will likely lead to satisfaction.

Question 2

In the equity theory of motivation, individuals choose what need can be met if the supervisor is fair and equitable.

Accepted Answer

The equity theory of motivation suggests that individuals are motivated by fairness and will compare their input-output ratio to others, but it does not involve choosing which need can be met based on a supervisor's fairness.

Question 3

Goal setting is the process of developing and setting general work goals or `do the best you can' targets for employees to accomplish.

Accepted Answer

Goal setting involves creating specific, measurable, achievable, relevant, and time-bound (SMART) objectives, rather than vague or general targets.

Question 4

Goal setting theory advises managers to allow employees who have a high need for achievement to participate in decision making but to assign tasks and goals to those who have a low need for achievement.

Accepted Answer

The answer of Goal setting theory advises managers to allow...

Question 5

Studies by GLOBE research teams have provided a better understanding of leadership in different cultures.

Accepted Answer

The GLOBE (Global Leadership and Organizational Behavior Effectiveness) research project has conducted extensive studies to explore how cultural differences impact leadership and organizational practices across various countries.

Question 6

Miriam Erez and her colleagues found quality control circles worked uniformly across national boundaries.

Accepted Answer

Miriam Erez and her colleagues found that quality control circles did not work uniformly across national boundaries due to cultural differences affecting their implementation and effectiveness.

Question 7

The "two-factor theory" of job design has been widely and effectively applied in developing nations.

Accepted Answer

The "two-factor theory" of job design has been widely and effectively applied in developed nations, not developing nations.

Question 8

Charismatic leaders get things done by delegating and sharing their power with others.

Accepted Answer

Charismatic leaders often rely on their personal charm and influence to inspire and motivate others, rather than primarily delegating and sharing power.

Question 9

Transformational leaders change the beliefs of their followers so that they will obey and follow without asking questions.

Accepted Answer

Transformational leaders inspire and motivate followers to achieve their full potential and foster an environment of open communication and innovation, rather than demanding unquestioning obedience.

Question 10

In his study of American corporations, Chandler concluded "strategy follows structure."

Accepted Answer

Chandler's research found that the structure of an organization, such as its size, complexity, and division of labor, influences the strategies it can pursue.

Question 11

Organizations, such as business firms, are "open systems"
in that they both are affected by and affect their environment.

Accepted Answer

Organizations interact with their external environment, adapting to changes and influencing it through their operations and decisions.

Question 12

Expectancy theory is based on the assumption that rewards will be commensurate with an employee's expectations.

Accepted Answer

Expectancy theory is based on the idea that an individual's motivation is influenced by their expectation that effort will lead to performance, performance will lead to rewards, and the rewards will satisfy personal goals. It does not assume rewards are commensurate with expectations.

Question 13

Lincoln Electric's pay for performance plan has proven to be an exception to our understanding of cross-cultural compensation practice---that is, everybody wants to be rewarded for their effort.

Accepted Answer

The answer of Lincoln Electric's pay for performance plan has...

Question 14

Would say that the formal organization structure interferes with healthy personality development.

Accepted Answer

Chris Argyris is known for his work on organizational behavior and development, and he argued that traditional organizational structures can hinder personal growth and development.

Question 15

One could measure an individual's degree of self-actualization by plotting his or her position on the

Accepted Answer

The answer of One could measure an individual's degree of...

Question 16

According to Argyris and Schon, individuals' defensive reactions to organizational change could be reduced by:

Accepted Answer

Double-loop learning involves questioning and modifying the underlying assumptions and policies, which can help reduce defensive reactions to change by promoting openness and adaptability.

Question 17

According to Argyris, individuals may engage in certain defense mechanisms to adapt or react to the demands of the organization, which is to

Accepted Answer

Individuals may engage in defense mechanisms to adapt or react to the demands of the organization, such as becoming aggressive, restricting output, or becoming apathetic.

Question 18

From his experience as President of Antioch College,_______ developed a "new" theory of management.

Accepted Answer

Douglas McGregor developed the "Theory X and Theory Y" management theories based on his experiences, including his time at Antioch College.

Question 19

Felt that managerial assumptions about human nature and human behavior were all-important in determining managers' styles of operating.

Accepted Answer

Douglas McGregor is known for his Theory X and Theory Y, which describe different assumptions managers might have about their employees' motivations and behaviors, influencing their management style.

Question 20

According to McGregor, managers who accepted the_______ _______ image of human nature would not structure, control or closely supervise the work environment.

Accepted Answer

Theory Y suggests that managers view employees as self-motivated and capable of self-direction, thus they do not need to closely supervise or control them.

Quiz 20: Organizational Behavior and Organization Theory