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business
understanding management
Understanding Management 5th Edition Richard L. Daft, Dorothy Marcic - Solutions
Do I have a best friend at work?LO.1
Are my coworkers committed to doing quality work?LO.1
Does the mission or purpose of my company make me feel that my job is important?LO.1
At work, do my opinions seem to count?LO.1
Is there someone at work who encourages my development?LO.1
Does my supervisor, or someone at work, seem to care about me as a person?LO.1
In the past seven days, have I received recognition or praise for doing good work?LO.1
At work, do I have the opportunity to do what I do best every day?LO.1
Do I have the materials and equipment that I need to do my work right?LO.1
Do I know what is expected of me at work?LO.1
Feedback. The extent to which doing the job provides information back to the employee about his or her performance. Jobs vary in their ability to let workers see the outcomes of their efforts. A football coach knows whether the team won or lost, but a basic research scientist may have to wait years
Autonomy. The degree to which the worker has freedom, discretion, and selfdetermination in planning and carrying out tasks. A house painter can determine how to paint the house; a paint sprayer on an assembly line has little autonomy?LO.1
Task significance. The degree to which the job is perceived as important and having impact on the company or consumers. People who distribute penicillin and other medical supplies during times of emergencies would feel they have significant jobs?LO.1
Task identity. The degree to which an employee performs a total job with a recognizable beginning and ending. A chef who prepares an entire meal has more task identity than a worker on a cafeteria line who ladles mashed potatoes?LO.1
Skill variety. The number of diverse activities that compose a job and the number of skills used to perform it. A routine, repetitious, assembly line job is low in variety, but an applied research position that entails working on new problems every day is high in variety?LO.1
Extrinsic rewards assume people are driven by lowerlevel needs. Rewards such as bonuses, pay increases, and praise presume that the primary reason people initiate and persist in behavior is to satisfy lower-level needs. However, behavior is based on yearnings for self-expression and on feelings of
Extrinsic rewards are temporary. Offering outside incentives may ensure short-term success but not long-term high performance. When employees are focused only on the reward, they lose interest in their work. Without personal interest, the potential for exploration, creativity, and innovation
Extrinsic rewards diminish intrinsic rewards. When people are motivated to seek an extrinsic reward, whether bonus, award, or supervisor approval, they generally focus on the reward rather than on the work they do to achieve it. Thus, the intrinsic satisfaction people receive from performing their
When I am working with other people, I usually want toa. do better than they dob. organize and direct the activities of the others LO.1
In my work life, I oftena. make certain I give adequate time to my personal life (family, friends, etc.)b. get so over-scheduled I have less time for my personal life LO.1
When working on a project, I like toa. have a lot of say in the outcomeb. be an accepted “team player”LO.1
When involved in sports or other games, I usually playa. to have a good timeb. to win or at least to do better than I have previously LO.1
Regarding rules and regulations, I generallya. follow them unless there is a compelling reason not tob. disregard them if they get in the way of freedom LO.1
At work or school, I usuallya. avoid risksb. stick my neck out and take moderate risks to get ahead LO.1
At work, I pretty mucha. keep to myself and get the work doneb. enjoy chatting with other people LO.1
In a group,a. I let the ideas or recommendations develop naturallyb. I try to influence those in the group to my opinion LO.1
When there is a disagreement, I usuallya. refrain from saying much if people I like are arguing against my opinionb. speak my mind LO.1
My goals at work or school are usually toa. be good enough, to get byb. to outperform others LO.1
With a project, I prefera. to do it my wayb. to see how others have done it or want it done LO.1
In a group,a. I try to be a leaderb. I let others take the lead LO.1
When working on a project, I usuallya. spend a great deal of time to make it excellentb. try to just make it acceptable LO.1
At work or in class, I would rather worka. aloneb. in a group LO.1
Describe ways that managers can create a sense of meaning and importance for employees at work.LO.1
Explain how empowerment heightens employee motivation.LO.1
Discuss major approaches to job design and how job design influences motivation.LO.1
Describe reinforcement theory and how it can be used to motivate employees.LO.1
Identify and explain process theories of motivation.LO.1
Identify and describe content theories of motivation based on employee needs.LO.1
Define motivation and explain the difference between current approaches and traditional approaches to motivation.LO.1
Which of the five sources of power does Rick Federico use most?LO.1
Would you characterize Rick Federico as a charismatic or transformational leader? Why?LO.1
Describe some of Rick Federico’s personal leadership traits.LO.1
Are these traits or behaviors right for this situation? Why or why not?LO.1
Which leadership behaviors or traits does he emphasize?LO.1
What aspects of leadership does Dahlgren say are important for a submarine commander?LO.1
What leadership approach would you have taken in this situation?LO.1
Based on the Hersey-Blanchard theory, should Terrill have been less participative? Should he have initiated more task structure for the engineers? Explain.LO.1
What leadership style did John Terrill use? What do you think was his primary source of power?LO.1
Ask for the same salary you are making now. You know you are going to be worth it, and you do not want to ask your family to suffer monetarily as well as in their quality of life during this transition.LO.1
Take a bigger cut in pay with generous incentive bonuses.Ask the board and the entire workforce to do the same.Open the books and let the whole company know where it stands.LO.1
Take the same salary as the current director for one year.Circulate the information that although you are taking a cut to come to Resitronic, you are confident that you can make a difference. Build in pay incentive bonuses for the following years if the subsidiary succeeds.LO.1
What were common themes in your group?LO.1
Trace those assumptions back to theories on leadership in this chapter.LO.1
What did you learn about your own assumptions about leadership?LO.1
I would ask that group members follow standard rules and regulations. A F O S N LO.1
I would act without consulting the group.A F O S N LO.1
I would urge the group to beat its previous record.A F O S N LO.1
I would permit the group to set its own pace.A F O S N LO.1
I would persuade others that my ideas are to their advantage. A F O S N LO.1
I would refuse to explain my actions. A F O S N LO.1
I would schedule the work to be done.A F O S N LO.1
I would trust the group members to exercise good judgment.A F O S N LO.1
I would ask the members to work harder.A F O S N LO.1
I would be willing to make changes. A F O S N LO.1
I would assign group members to particular tasks.A F O S N LO.1
I would allow the group a high degree of initiative.A F O S N LO.1
Things would usually turn out as I had predicted.A F O S N LO.1
I would let some members have authority that I could keep. A F O S N LO.1
I would push for increased production.A F O S N LO.1
I would decide what should be done and how it should be done. A F O S N LO.1
I would be reluctant to allow the members any freedom of action. A F O S N LO.1
I would represent the group at outside meetings.A F O S N LO.1
I would get swamped by details. A F O S N LO.1
I would settle conflicts when they occur in the group.A F O S N LO.1
I would turn the members loose on a job and let them go to it. A F O S N LO.1
I would keep the work moving at a rapid pace.A F O S N LO.1
I would speak for the group if there were visitors present.A F O S N LO.1
I would tolerate postponement and uncertainty.A F O S N LO.1
I would be working hard for a promotion.A F O S N LO.1
I would let members do their work the way they think best. A F O S N LO.1
I would test my ideas in the group.A F O S N LO.1
I would needle members for greater effort.A F O S N LO.1
I would speak as a representative of the group.A F O S N LO.1
I would stress being ahead of competing groups.A F O S N LO.1
I would permit members to use their own judgment in solving problems. A F O S N LO.1
I would encourage the use of uniform procedures.A F O S N LO.1
I would allow members complete freedom in their work.A F O S N LO.1
I would encourage overtime work. A F O S N LO.1
I would most likely act as the spokesperson of the group. A F O S N LO.1
Do you think leadership is more important or less important in today’s flatter, team-based organizations? Explain.LO.1
How does Level 5 leadership differ from the concept of servant leadership? Do you believe anyone has the potential to become a Level 5 leader? Discuss.LO.1
What is transformational leadership? Differentiate between transformational leadership and transactional leadership. Give an example of each.LO.1
Consider Fiedler’s theory as illustrated in Exhibit 11.4.How often do favorable, intermediate, or unfavorable situations occur in real life? Discuss.LO.1
What skills and abilities does a manager need to lead in a virtual environment? Do you believe a leader with a consideration style or an initiating-structure style would be more successful as a virtual leader? Explain your answer.LO.1
Suggest the sources of power that would be available to a leader of a student government organization. To be effective, should student leaders keep power to themselves or delegate power to other students?LO.1
What is the difference between trait theories and behavioral theories of leadership?LO.1
Suggest some personal traits that you believe would be useful to a business leader today. Are these traits more valuable in some situations than in others?LO.1
Do you think leadership style is fixed and unchangeable for a leader or flexible and adaptable? Discuss.LO.1
Explain innovative approaches to leadership in a turbulent environment.LO.1
Identify the five sources of leader power and how each causes different subordinate behavior.LO.1
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