Deck 13: Management, Motivation, and Leadership: Bringing Business to Life

Question 1

Top managers provide vision and direction for their organizations but do not decide on how to use resources to achieve business goals.

Answer 1

False

Question 2

The four basic functions of management are planning, organizing, leading, and controlling.

Answer 2

True

Question 3

Theory X managers assume that workers dislike their jobs and prefer to be directed rather than use their own initiative.

Answer 3

True

Question 4

Middle managers act as the bridge between departments and coordinate people and projects.

Question 5

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

Question 6

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

Question 7

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

Question 8

First-line managers often need a high degree of technical skills in order to hire, train, and evaluate workers.

Question 9

Job enrichment is the creation of jobs with more meaningful content, reflecting the belief that workers can be motivated by challenging, creative work.

Question 10

Management is achieving the goals of an organization through planning, organizing, leading, and controlling organizational resources including people, money, and time.

Question 11

Top management sets the overall direction of the firm, articulating a vision, establishing priorities, and allocating time, money, and other resources.

Question 12

Conceptual skills refer to a manager's ability to work effectively with and through other people.

Question 13

In Maslow's hierarchy of human needs, the desire to realize one's fullest potential is categorized as an esteem need.

Question 14

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

Question 15

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

Question 16

First-line managers are mainly involved in strategic planning and thus rely heavily on conceptual skills.

Question 17

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

Question 18

Human skills demonstrate the ability to work effectively with and through other people.

Question 19

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

Question 20

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

Question 21

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

Question 22

Victor Vroom was the first proponent of equity theory.

Question 23

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

Question 24

Tactical planning identifies specific tasks that need to be accomplished in the next few days or weeks in order to carry out operational plans in functional areas.

Question 25

Josef Rubinstein believes that the workers he manages are intelligent, creative, and hardworking. He is convinced that they get satisfaction from their work and that all he needs to do is give them support and encouragement. Josef's attitudes are more consistent with Theory Y views of workers than with Theory X views.

Question 26

Job enrichment relies mainly on monetary rewards to motivate workers.

Question 27

In recent weeks, Elliott has been working especially hard because he thinks he is in line for special recognition as employee of the year-an award that might eventually lead to other types of recognition and perhaps even a promotion. Elliott appears to be motivated largely by the desire to satisfy what Maslow would classify as esteem needs.

Question 28

Canadian workers with secure jobs and good paycheques are likely to be motivated primarily by the desire to satisfy their physiological needs.

Question 29

Gen Yers tend to be patient, embrace stability, and remain focused on the achievement of long-run objectives.

Question 30

Justin perceives that he works much harder than his two co-workers, Tameko and Arienne, 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 Tameko and Arienne.

Question 31

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

Question 32

Strategic planning is high-level, long-term planning that establishes a vision for the company, defines long-term objectives and priorities, determines broad action steps, and allocates resources.

Question 33

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

Question 34

Acknowledgement, promotions, and perks are examples of rewards that would fulfill the self-actualization needs in Maslow's hierarchy.

Question 35

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

Question 36

Managers can often motivate workers who are seeking to fulfill self-actualization needs by assigning them challenging work that uses their skills to the fullest extent possible.

Question 37

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

Question 38

Theory X and Theory Y assumptions are based on Maslow's hierarchy of needs.

Question 39

Skill variety is one factor that contributes to job enrichment.

Question 40

According to Maslow's hierarchy of needs, one must satisfy a lower need before progressing to the next level.

Question 41

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

Question 42

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

Question 43

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

Question 44

Many manufacturing firms departmentalize their organization based on process.

Question 45

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

Question 46

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

Question 47

SWOT analysis evaluates a company's competitive position in the marketplace.

Question 48

Planning for unexpected events is called tactical planning.

Question 49

Line organizations have a clear, simple chain of command from top to bottom.

Question 50

"What emergency preparedness process should we consider in the event of a catastrophic emergency?" is an example of a question answered by a contingency plan.

Question 51

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.

Question 52

Yvon Chouinard, Patagonia founder, believes in making the best products to inspire and implement solutions to the environmental crisis. He hires employees who appreciate the outdoors and share his vision. This is an example of building a business with employees who are motivated to support the company's mission.

Question 53

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 54

The strategies of most successful firms focus on developing one core advantage rather than trying to develop competitive advantages on multiple fronts.

Question 55

Departmentalization based on areas of expertise tends to work best for very large firms with many divisions and complex operations.

Question 56

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 57

Span of control refers to the number of people that a manager supervises.

Question 58

An organization chart is a visual representation of the company's formal structure.

Question 59

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

Question 60

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 61

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

Question 62

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

Question 63

A key step in effective controlling is establishing clear performance standards.

Question 64

Free-rein leadership often works well when dealing with experienced, highly professional individuals who take a great deal of pride in their work.

Question 65

Establishing clear standards, measuring actual performance against standards, and taking corrective actions are the key elements of the planning function of management.

Question 66

Marquita is a manager in Bigbux 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. Marquita is a staff manager.

Question 67

An earthquake has just severely damaged one of Lottadoe Manufacturing's key production facilities. Some quick decisions must be made to deal with the crisis, and close coordination of efforts is extremely important. The manager of the plant would find a free-rein style of leadership to be particularly effective in such a situation.

Question 68

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

Question 69

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

Question 70

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

Question 71

The control process monitors performance and initiates corrective actions.

Question 72

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

Question 73

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

Question 74

Free-rein leaders set objectives for their employees, but they give them the freedom to choose how they want to accomplish goals.

Question 75

Autocratic leadership often works well when consumers desire consistency in the delivery of the product.

Question 76

As a manager in his company's production department, Derek Marchand wants to get his employees involved and help them feel like they contribute more than just physical effort to the success of their department. But he also needs to maintain a consistent approach to make sure that everyone is on the same page when it comes to coordinating efforts. Derek is likely to find that a democratic approach is the most effective form of leadership.

Question 77

One advantage of a line organization is that it ensures that decision-makers have access to specialized assistance and advice whenever they need it.

Question 78

Adolf Hitler's short-term success was due to the fact that he was a powerful and effective leader.

Question 79

The main purpose of the controlling function of management is to monitor and control the flow of sensitive information to the firm's stakeholders.

Question 80

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