Deck 9: Motivation, Decision Making, and Organizational Culture

Question 1

Which of the following is an important variable in individual performance?

A) motivation
B) ability
C) organizational structure
D) All of the above are important variables in individual performance.
E) None of the above are important variables in individual performance.

Answer 1

D

Question 2

Material and non-monetary incentives for workers such as pay, fringe benefits, health insurance, pension, use of company vehicles, day care for children and health club members are examples of

A) intrinsic rewards.
B) extrinsic rewards.
C) self-esteem rewards.
D) safety and security needs.
E) altruism.

Answer 2

B

Question 3

Those who studied the psychological basis of motivation subscribe to which of the following models?

A) unfulfilled needs or desires $\rightarrow$ response in the form of behavior to satisfy the need $\rightarrow$ fulfillment of the need.
B) group identity $\rightarrow$ group process $\rightarrow$ group outcomes
C) identification of goals $\rightarrow$ identification of alternative means of achieving those objectives and goals $\rightarrow$ prediction and evaluation of outcomes resulting from each alternative $\rightarrow$ selection of the alternative that best achieves the desired objectives and goals
D) All of the above.
E) None of the above.

Answer 3

unfulfilled needs or desires $\rightarrow$ response in the form of behavior to satisfy the need $\rightarrow$ fulfillment of the need.

Question 4

Which of the following is NOT an element of Maslow's hierarchy of needs?

A) self-actualization
B) social needs
C) self-awareness
D) safety and security
E) self-esteem

Question 5

The theory that holds the assumption that people hate work and do all they can to avoid it is called

A) path goal theory
B) hierarchy of needs
C) Theory X
D) Theory Y
E) two-factor theory

Question 6

Which of the following corresponds to Maslow's lower-level needs?

A) motivating factors
B) job-related goals
C) positive reinforcement
D) POSDCORB
E) hygienic factors

Question 7

Disadvantages of the behavioral modification approach to motivation consist of which of the following?

A) Behavioral modification can be manipulative and dehumanizing.
B) The approach is flawed because the reinforcement must be carefully tailored to the personality of each employee.
C) Effectiveness is reduced when employees become aware that they are being manipulated in this fashion.
D) All of the above.
E) None of the above.

Question 8

The group-decision technique designed to reduce or eliminate groupthink that involves the use of written questionnaires and anonymity is called

A) the Delphi Method.
B) the Abilene Paradox.
C) Nominal Group Technique.
D) mixed scanning.
E) positive reinforcement.

Question 9

Which of the following statements about organizational culture is TRUE?

A) Because of formalization and complexity of modern organizations, the existence of subcultures is rarely found.
B) While an organization's culture may not be readily apparent to insiders because they are used to it, it can have an immediate and dramatic effect on outsiders.
C) Organizational culture has little to do with the nature of the work an agency performs.
D) All of the above are true.
E) None of the above are true.

Question 10

Which of the following is an accurate statement about cultural change in public organizations?

A) People in organizations seldom enthusiastically welcome change.
B) Strong leadership is required in order to effect permanent change.
C) Changing organizations requires considerable resources to be successful.
D) All of the above are accurate statements about cultural change in public organizations.
E) None of the above are accurate statements about cultural change in public organizations.

Question 11

With Total Quality Management, workers are empowered to participate actively in managing the organization through the use of quality circles and self-directed work teams.

Question 12

Studies examining attempts to implement Total Quality Management in government clearly indicated that its adoption has resulted in savings and efficiencies without significant impediments.

Question 13

Organizational development is the intellectual heir to the human relations school and open systems theory.

Question 14

In order to make true organizational change, it is often necessary to change the culture as well.

Question 15

Nominal Group Technique has a tendency to exacerbate the problems of group decision making and groupthink; in part, because it tends to decrease the group leader's power in the process and because it increases political influences on group decision making.

Question 16

In the Delphi Method participants do not communicate or meet with each other face to face.

Question 17

Group decision making is usually faster and more efficient than individual decision making.

Question 18

Skinner believed that negative reinforcement is more effective than rewards over time because there is a strong human drive to avoid punishment.

Question 19

Implicit in every theory of motivation is the idea that individuals are rational and goal-directed.

Question 20

According to Abraham Maslow, after a need has been satisfied, it no longer serves to motivate.

Question 21

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Theory X

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 22

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Positive reinforcement

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 23

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Groupthink

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 24

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Organizational culture

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 25

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Motivation

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 26

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Negative reinforcement

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 27

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Theory Y

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 28

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Hierarchy of human needs

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 29

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Hygienic factors

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.

Question 30

Matching Exercise
Match the concepts in the left-hand column to their counterparts in the right-hand column.
-Extrinsic rewards

A) A psychological state that stimulates and directs human behavior toward some goal that fulfills a need.
B) Organizational incentives to perform not related to position or employment.
C) The employee incentives that relate to working conditions and pay. Herzberg also called them dissatisfiers.
D) A view of human behavior that observes that people hate work and do whatever is possible to avoid it.
E) A view of human behavior that observes that people are creative and find work as a natural outlet for talents.
F) A motivational approach that emphasizes the removal of negative consequences as the spur to learning.
G) The unique character or "personality" of an organization, consisting of the core beliefs, attitudes, and values that influence employees' actions, often on a subconscious level.
H) A motivational approach thatemphasizes material rewards as the key organizational learning.
I) A situation in which members become so strongly identified with the group thatthey avoid criticism and fail to consider all alternatives.
J) A model developed by Abraham Maslow to explain how different levelsof needs, from food to self-actualization,motivate people.