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exploring management
Exploring Management 1st Asia-Pacific Edition John R. Schermerhorn - Solutions
13 The purpose of negative reinforcement as an operant conditioning technique is to (a) punish bad behaviour (b) discourage bad behaviour (c) encourage desirable behaviour (d) cancel the effects of shaping
12 (b) Task significance (c) Task autonomy (d) Feedback desirable behaviour. (a) Extinction is a positive reinforcement strategy that rewards successive approximations to a (b) Negative reinforcement (c) Shaping (d) Merit pay
11 When a job allows a person to do a complete unit of work, it is high on which core characteristic? (a) Task identity
10 The law of states that behaviour followed by a positive consequence is likely to be repeated, whereas behaviour followed by an undesirable consequence is not likely to be repeated. (a) reinforcement (b) contingency (c) goal setting (d) effect
9 When someone has a high and positive 'expectancy' in expectancy theory of motivation, this means that the person, (a) believes they can achieve performance expectations (b) highly values the rewards being offered (c) sees a performance-reward link (d) believes rewards are equitable
8 When a team member shows strong ego needs in Maslow's hierarchy, the team leader should find ways to (a) link this person's compensation with team performance (b) provide the individual with praise and recognition for good work (c) encourage more social interaction with other team members (d)
7 The expectancy theory of motivation says that Motivation Expectancy x Instrumentality x (a) Rewards (b) Valence (c) Equity (d) Growth
6 In Herzberg's two-factor theory, base pay is considered a(n). (a) hygiene factor. (b) satisfier (c) equity (d) higher order
5 Which of the following is a correct match? (a) McClelland-ERG theory (b) Skinner-reinforcement theory (c) Vroom-equity theory (d) Locke-expectancy theory
4 In the needs. needs in ERG theory. power in McClelland's theory tries to use power for the good theory of motivation, an individual who feels under-rewarded relative to a co-worker might be expected to reduce their work efforts in the future. (a) ERG (b) acquired needs (c) two-factor (d) equity
3 A worker high in need for of the organisation. (a) position (b) expert (c) personal (d) social
2 Lower order needs in Maslow's hierarchy correspond to. (a) growth (b) affiliation (c) existence (d) achievement
1 Maslow's progression principle stops working at the level of (a) growth (b) self-actualisation (c) achievement (d) self-esteem
3 You can predict with great confidence that when Jobin comes to a meeting of your student team, he will spend most of his time cracking jokes, telling stories and otherwise entertaining other team members. He doesn't do any real work. In fact, his behaviour makes it hard for the team to accomplish
2 It's apparent that something is not going right for Kate. Her great performance as a web designer got her promoted to team leader. But you notice that she now appears anxious, stressed and generally unhappy in the new assignment. This is quite a contrast from the highly motivated and happy Kate
1 Two student workers are being considered for promotions at a campus recreation centre that you manage. One works really well with people and seems to thrive on teamwork and social interaction. The other tackles tough jobs with enthusiasm and always wants to do her best, while preferring to do
14.3 explain how goal setting and job design influence motivation to work.
14.2 identify how perception, process and reinforcement affect motivation to work
14.1 describe how human needs influence motivation to work
9 it permits advancement to high administrative responsibility.
8 it provides comfortable working conditions
7 it rewards good performance with recognition
6 it is intellectually stimulating
5 it provides the opportunity to earn a high income
4 it provides a feeling of accomplishment
3 it provides job security
2 it encourages continued development of knowledge and skills
1 it is respected by other people
20 Nadir, a manager at a retail store, is having a conversation with Matt who is the HR head responsible for the recent hiring for their retail chain. Nadir argues that personality tests have been frequently used when hiring employees and could be a beneficial approach for the business. The
19 How does emotional intelligence affect a manager's work performance?
18 How does the halo effect differ from selective perception?
17 What is the relationship between personality and stress?
16 What is the most positive profile of Big Five personality traits in terms of positive impact on work behaviour?
15 Which statement about the job satisfaction-job performance relationship is most accurate based on research? (a) A happy worker will be a productive worker. (b) A productive worker will be a happy worker. (c) A productive worker well rewarded for performance will be a happy worker. (d) There is
14 A(n). whereas a(n) (a) attitude; emotion represents a rather intense but short-lived feeling about a person or a situation, describes a more generalised positive or negative state of mind. (b) external locus of control; internal locus of control (c) self-serving bias; halo effect (d) emotion;
13 A person who is always willing to volunteer for extra work or to help someone else with their work is acting consistent with strong. (a) job performance (b) emotional intelligence (c) self-serving bias (d) organisational citizenship
12 Job satisfaction is known from research to be a strong predictor of (a) personality (b) conscientiousness (c) job burnout (d) absenteeism
11 The term for the discomfort someone feels when their behaviour is inconsistent with a previously expressed attitude is (a) alienation (b) cognitive dissonance (c) job dissatisfaction (d) job burnout
10 The whereas the component of an attitude is what indicates a person's belief about something. component indicates a specific positive or negative feeling about it. (a) cognitive; affective (b) cognitive; attributional (c) emotional; affective (d) behavioural; attributional
7 Use of special dress, manners, gestures and vocabulary words when meeting a prospective employer in a job interview are all examples of how people use. (a) the halo effect (b) introversion (c) impression management (d) mood contagion in daily life. is a form of attribution error that involves
6 If a manager allows one characteristic of a person-say, a pleasant personality to bias performance ratings of that individual overall, the manager is falling prey to a perceptual distortion known as (a) the halo effect (b) impression management (c) stereotyping (d) projection
5 A new team leader who designs jobs for people on her work team mainly because I would prefer to work the new way rather than the old' is committing a perceptual error known as (a) the halo effect (b) stereotyping (c) impression management (d) projection
4 How is a person with an authoritarian personality expected to act? (a) Strong tendency to obey orders (b) Challenges the authority of others (c) Tries to play down status differences (d) Always flexible in personal behaviour
3 When a person tends to believe that they have little influence over things that happen in life, this indicates a(n). (a) low emotional stability (b) external locus of control (c) high self-monitoring (d) intuitive-thinker personality.
2 A person with a(n). indicates someone who tends to be responsible. personality would most likely act unemotional and manipulative when trying to influence others to achieve personal goals. (a) extroverted (b) sensation-thinking (c) self-monitoring (d) Machiavellian
1 Among the Big Five personality traits.. dependable and careful in respect to tasks. (a) authoritarianism (b) agreeableness (c) conscientiousness (d) emotionally stability
3 Your team leader has just told you that some of your teammates have complained that you have been in a really bad mood lately and it is rubbing off on the others. They like you and point out that this isn't characteristic of you at all. They don't know what to do about it. Can they do anything to
2 You've noticed that one of your co-workers is always rushing, always uptight and constantly criticising herself while on the job. She never takes time for coffee with the rest of the team. Even at lunch, it's hard to get her to sit and just talk for a while. Your guess is that she's a Type A and
1 While standing in line at the office coffee machine, you overhear the person in front of you saying this to his friend: 'I'm really tired of having to deal with the old-timers here. It's time for them to call it quits. There's no way they can keep up the pace and handle all the new technology
13.3 explain how attitudes, emotions and moods influence individual behaviour.
13.2 contrast how different personalities influence individual behaviour
13.1 discuss how perceptions influence individual behaviour
9 Top management has decided to make a change that will affect everyone on your team. You know that they will be upset because it will cause them hardship. One or two may even quit. The change goes into effect in 30 days. Your team members are very capable.
8 You believe performance by your team could be improved. You have some improvement ideas, but you're not sure of them. Your team members are very experienced, and almost all have been in the department longer than you have.
7 A change has been handed down from top management. How you implement it is your decision. The change takes effect in one month. It will personally affect everyone in your department. The acceptance of the department members is critical to the success of the change. In the past, they have not
6 Your boss rang you to tell you that someone has requested an order for your department's product with a very short delivery date. She asked that you call her back with the decision about taking the order in 15 minutes. Looking over the work schedule, you realise that it will be very difficult to
5 The technology in your industry is changing faster than the members of your organisation can keep up. Top management hired a consultant who has given a recommendation for change. You have two weeks to make your decision. Your employees are capable, and they enjoy participating in the decision-
4 Flextime has become popular in your organisation. Some departments let each employee start and end work whenever they choose. In your department, however, because of the need for cooperative effort. everyone has traditionally worked the same eight hours. You are not sure of the level of interest
3 Your department has been facing a problem for several months. Many solutions have been tried and have failed. You finally thought of a new possible solution, but you are not sure of its possible consequences or its acceptance by the highly capable employees.
2 Your main product has new competition in the industry. Your organisation's revenues have been dropping. You have been told to lay off three of 10 employees in two weeks. You have been the supervisor for just over one year. All employees are very capable.
1 You have developed a new work procedure that will increase your team's productivity. Your boss likes the idea and wants you to try it within a few weeks. You view your team members as quite capable and believe they will be receptive to the change.
2 For the 10 situations described below, decide which of the three styles you would use for that unique situation. Place the letter A, P or L on the line before each situation's number. -A authority; make the decision alone without additional inputs. P-consultative; make the decision based on group
1 Form groups as assigned by your instructor. Share and compare your choices for each decision situation. Reconcile any differences and be prepared to defend your decision preferences in general class discussion.
20 When Birgit took over as leader of a new product development team, she was both excited and apprehensive. I wonder', she said to herself on the first day of her new assignment, if I can meet the challenges of leadership'. Later that day, Birgit shares this concern with you during a coffee break.
19 How do you sum up in two or three sentences the notion of servant leadership?
18 Describe the situations in which House's path-goal theory would expect (a) a participative leadership style and (b) a directive leadership style to work best.
17 Use Fiedler's terms to list the characteristics of situations that would be extremely favourable and extremely unfavourable to a leader.
16 Why are both position power and personal power essential in management?
15 The critical contingency variable in the Hersey-Blanchard situational model of leadership is (a) follower maturity (b) LPC (c) task structure (d) EI
14 A leader whose actions indicate an attitude of 'do as you want and don't bother me' would be described as having a(n). (a) autocratic (b) country club (c) democratic (d) laissez-faire leadership style.
13 The interactive leadership style is characterised by. (a) inclusion and information sharing (b) use of rewards and punishments (c) command-and-control behaviour (d) emphasis on position power
12 Managerial power = (a) Reward; Punishment (b) Reward; Expert (c) Legitimate; Position (d) Position; Personal power x power.
11 Someone who communicates a clear sense of the future and the actions needed to get there is considered leader. E (a) task-oriented (b) people-oriented (c) transactional (d) visionary
10 In House's path-goal theory, a leader who sets challenging goals for others would be described as using the leadership style. (a) autocratic (b) achievement-oriented (c) transformational (d) directive
9 In the discussion of gender and leadership, it was pointed out that some perceive women as having a style that seems a good fit with developments in the new tendencies towards workplace. (a) interactive leadership (b) use of position power (c) command-and-control (d) transactional leadership
8 In terms of leadership behaviours, someone who focuses on doing a very good job of planning work tasks, setting performance standards and monitoring results would be described as (a) task oriented (b) servant oriented (c) achievement oriented (d) transformational
7 Vision, charisma, integrity and symbolism are all attributes typically associated with leaders. (a) people-oriented (b) democratic (c) transformational (d) transactional
6 Which leadership theorist argues that one's leadership style is strongly anchored in personality and, therefore, very difficult to change? (a) Daniel Goleman (b) Peter Drucker (c) Fred Fiedler (d) Robert House
5 In Fiedler's contingency model, both highly favourable and highly unfavourable leadership situations are best dealt with by a(n). leadership style. (a) task-motivated (b) vision-motivated (c) ethics-motivated (d) relationship-motivated
4 In the research on leader behaviours, which style of leadership describes the preferred 'high-high' combination? (a) Transformational (b) Transactional (c) Laissez-faire (d) Democratic
3 The personal traits that are now considered important for managerial success include (a) self-confidence (b) gender (c) age (d) personality
2 When a manager says, "Because I am the boss, you must do what I ask', what power base is being put into play? (a) Reward (b) Legitimate (c) Moral (d) Reference
1 When managers use offers of rewards and threats of punishments to try to get others to do what they want them to do, they are using which type of power? (a) Formal authority (b) Position (c) Reference (d) Personal
3 Okay, so it's important to be 'interactive' in leadership. By personality, though, you tend to be a bit withdrawn. If you could do things by yourself, that's the way you would prefer it. Yet, here you are taking over as a team leader in the first upwards career step at your present place of
2 You've just been hired as a visual effects artist by a top movie studio. Members of the team you are joining have already been working together for about two months. There's obviously an in-group when it comes to team leader and team member relationships. This job is important to you, and the
1 Some might say it's bad luck. Others will say it's life and you'd better get used to it. You've just gotten a new boss, and within the first week it was clear that she is as autocratic as can be. The previous boss led in a very democratic way and so does the next higher level manager with whom
12.3 discuss current issues and directions in leadership development.
12.2 summarise insights of the contingency leadership theories
12.1 describe the foundations of effective leadership
4 Recommend what Uber could do to bring quality control to its management. How could Uber manage high performance?
3 Given that Uber has been accused of price gouging, what strategy could it adopt to minimise the issues with its driver-partners and restore its consumers' trust in the Uber brand once again? Is there any control mechanism that Uber could put in place?
2 From a security and safety perspective, what approaches did Uber develop to prevent problems before they occurred? What actions did it take to manage organisational performance?
1 What does controlling signify for organisations like Uber to establish trust and accountability among their riders and driver-partners? How does Uber maintain the quality of vehicles and ensure safety requirements in Australia?
5 Be prepared to share your team project results with the class.
4 Share results of both the assessment and mirror test with one another. Discuss their implications (a) for the future success of the group on another project and (b) for the members as they go forwards to work with other groups on other projects.
3 Each person in the group should then take the 'mirror test'. They should ask: (a) What are my thoughts about my team and my contributions to the team now that the project is finished? (b) What could I do in future situations to end up with a 'perfect' score after a meeting or after a project
2 Make sure everyone in your group completed this assessment for the same team project.
1 Complete the following assessment after participating in a meeting or a group project.37 (a) How satisfied are you with the outcome of the meeting/project? Not at all satisfied 1 2 3 4 5 6 7 Totally satisfied (b) How do you think other members of the meeting/project group would rate you in terms
10 (a) Getting along with people is a skill that must be practised. (b) It is almost impossible to figure out how to please some people.
9 (a) Much of what happens to me is probably a matter of chance. (b) I am the master of my fate.
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