Question 1

The acceptance of feedback should be treated as a given.

Accepted Answer

A) True 
 B)False  False

Question 2

_____ is a management system that incorporates participation into decision making, goal setting, and objective feedback, and focuses on getting individual employees to "own" a piece of a collective effort.

Accepted Answer

A) Management by objectives 
B) Management buyout 
C) Scientific management 
D) 360-degree feedback 
E) Annual performance appraisal system 
A) Management by objectives 
B) Management buyout 
C) Scientific management 
D) 360-degree feedback 
E) Annual performance appraisal system A

Question 3

Managers can accomplish leading for choice by supporting and coaching their employees.

Accepted Answer

A) True 
 B)False  False

Question 4

Psychic rewards qualify as extrinsic rewards.

Accepted Answer

A) True 
 B)False

Question 5

Managers should remember to give plenty of feedback when the final results are accomplished, but not for the incremental improvement steps along the way.

Accepted Answer

A) True 
 B)False

Question 6

Philip got a mail from his supervisor with compliments and praises for his work over the past few months. This instance is an example of _____ schedule of reinforcement.

Accepted Answer

A) continuous 
B) fixed ratio 
C) variable ratio 
D) fixed interval 
E) variable interval 
A) continuous 
B) fixed ratio 
C) variable ratio 
D) fixed interval 
E) variable interval

Question 7

Matt completed his assignments on time as his teacher had said that she would allow extra play time to children who submit their assignments on or before time. Which of the following made Matt complete his assignments on time?

Accepted Answer

A) Positive reinforcement 
B) Negative reinforcement 
C) Respondent behavior 
D) Unlearned reflexes 
E) Intermittent reinforcement 
A) Positive reinforcement 
B) Negative reinforcement 
C) Respondent behavior 
D) Unlearned reflexes 
E) Intermittent reinforcement

Question 8

Managers who have proven untrustworthy and not credible have a hard time improving job performance through feedback.

Accepted Answer

A) True 
 B)False

Question 9

According to the concept of building blocks, leading for competence involves:

Accepted Answer

A) inspiring employees and modeling desired behaviors. 
B) empowering employees and delegating meaningful assignments and tasks. 
C) supporting and coaching employees. 
D) carefully selecting employees with the right attitude. 
E) monitoring and rewarding employees. 
A) inspiring employees and modeling desired behaviors. 
B) empowering employees and delegating meaningful assignments and tasks. 
C) supporting and coaching employees. 
D) carefully selecting employees with the right attitude. 
E) monitoring and rewarding employees.

Question 10

Every instance of a target behavior is reinforced when a _____ reinforcement schedule is in effect.

Accepted Answer

A) fixed reward 
B) continuous 
C) variable interval 
D) fixed interval 
E) variable ratio 
A) fixed reward 
B) continuous 
C) variable interval 
D) fixed interval 
E) variable ratio

Question 11

The purpose of a learning goal is to accomplish a specific end-result.

Accepted Answer

A) True 
 B)False

Question 12

Pay for performance refers to linking at least some portion of the paycheck directly to results or accomplishments.

Accepted Answer

A) True 
 B)False

Question 13

Discuss the factors that influence a recipient's readiness for and interpretation of feedback.

Accepted Answer

Personality characteristics such as self

Question 14

Discuss the general steps to follow when implementing a goal-setting program.

Accepted Answer

There are three general steps to follow

Question 15

Feedback serves two functions for those who receive it: to instruct and to ____.

Accepted Answer

A) assess 
B) evaluate 
C) motivate 
D) clarify 
E) punish 
A) assess 
B) evaluate 
C) motivate 
D) clarify 
E) punish

Question 16

To shape behavior, a manager should reinforce the desired behavior as quickly as possible.

Accepted Answer

A) True 
 B)False

Question 17

Extrinsic rewards often fail to motivate because there is too long a delay between performance and rewards.

Accepted Answer

A) True 
 B)False

Question 18

"We truly appreciate your hard work!" is an example of objective feedback.

Accepted Answer

A) True 
 B)False

Question 19

Personal feelings of self-satisfaction and accomplishment are examples of _____ rewards.

Accepted Answer

A) extrinsic 
B) social 
C) intrinsic 
D) material 
E) financial 
A) extrinsic 
B) social 
C) intrinsic 
D) material 
E) financial

Question 20

Feedback is objective information about individual or collective performance.

Accepted Answer

A) True 
 B)False

The acceptance of feedback should be treated as a given.

_____ is a management system that incorporates participation into decision making, goal setting, and objective feedback, and focuses on getting individual employees to "own" a piece of a collective effort.

Managers can accomplish leading for choice by supporting and coaching their employees.

Psychic rewards qualify as extrinsic rewards.

Managers should remember to give plenty of feedback when the final results are accomplished, but not for the incremental improvement steps along the way.

Philip got a mail from his supervisor with compliments and praises for his work over the past few months. This instance is an example of _____ schedule of reinforcement.

Matt completed his assignments on time as his teacher had said that she would allow extra play time to children who submit their assignments on or before time. Which of the following made Matt complete his assignments on time?

Managers who have proven untrustworthy and not credible have a hard time improving job performance through feedback.

According to the concept of building blocks, leading for competence involves:

Every instance of a target behavior is reinforced when a _____ reinforcement schedule is in effect.

The purpose of a learning goal is to accomplish a specific end-result.

Pay for performance refers to linking at least some portion of the paycheck directly to results or accomplishments.

Discuss the factors that influence a recipient's readiness for and interpretation of feedback.

Discuss the general steps to follow when implementing a goal-setting program.

Feedback serves two functions for those who receive it: to instruct and to ____.

To shape behavior, a manager should reinforce the desired behavior as quickly as possible.

Extrinsic rewards often fail to motivate because there is too long a delay between performance and rewards.

"We truly appreciate your hard work!" is an example of objective feedback.

Personal feelings of self-satisfaction and accomplishment are examples of _____ rewards.

Feedback is objective information about individual or collective performance.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters

Exam 9: Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

The acceptance of feedback should be treated as a given.

_____ is a management system that incorporates participation into decision making, goal setting, and objective feedback, and focuses on getting individual employees to "own" a piece of a collective effort.

Managers can accomplish leading for choice by supporting and coaching their employees.

Psychic rewards qualify as extrinsic rewards.

Managers should remember to give plenty of feedback when the final results are accomplished, but not for the incremental improvement steps along the way.

Philip got a mail from his supervisor with compliments and praises for his work over the past few months. This instance is an example of _____ schedule of reinforcement.

Matt completed his assignments on time as his teacher had said that she would allow extra play time to children who submit their assignments on or before time. Which of the following made Matt complete his assignments on time?

Managers who have proven untrustworthy and not credible have a hard time improving job performance through feedback.

According to the concept of building blocks, leading for competence involves:

Every instance of a target behavior is reinforced when a _____ reinforcement schedule is in effect.

The purpose of a learning goal is to accomplish a specific end-result.

Pay for performance refers to linking at least some portion of the paycheck directly to results or accomplishments.

Discuss the factors that influence a recipient's readiness for and interpretation of feedback.

Discuss the general steps to follow when implementing a goal-setting program.

Feedback serves two functions for those who receive it: to instruct and to ____.

To shape behavior, a manager should reinforce the desired behavior as quickly as possible.

Extrinsic rewards often fail to motivate because there is too long a delay between performance and rewards.

"We truly appreciate your hard work!" is an example of objective feedback.

Personal feelings of self-satisfaction and accomplishment are examples of _____ rewards.

Feedback is objective information about individual or collective performance.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters