Quiz 10: Motivating Employees

The sense of satisfaction you get when you achieve an important goal is an intrinsic reward.

Extrinsic rewards are those that are given to a person by someone else.

Since motivation comes from within an individual, there is little that managers can do to help motivate employees.

When unhappy employees leave a company, the firm normally ends up benefiting financially.

Frederick Taylor's goal was to find ways to improve worker motivation by making work more interesting and challenging.

A key element of Frederick Taylor's approach was the time-motion study, which examined the tasks performed to complete a job and the time needed to complete each task.

Frederick Taylor based his approach on the belief that each worker was an individual who should be treated as a unique asset to the firm.

Scientific management became the dominant strategy for improving productivity during the early 1900s.

Elton Mayo conducted studies know as the Hawthorne Studies and became known as the father of scientific management.

Frederick Taylor believed that employees would be more productive if they were allowed to decide for themselves which methods at work to use.

Three elements were basic to Taylor's approach: time, methods, and rules of work.

Frank and Lillian Gilbreth developed the principle of motion economy, which said that every job could be broken down into a series of elementary motions.

Frederick Taylor's ideas about improving worker productivity attracted a lot of attention at the time, but had little lasting significance.

The concept engagement is used to describe the level of passion and motivation that a person has about their work.

Frederick Taylor encouraged managers to make use of psychological techniques to improve worker motivation.

Frederick Taylor believed that workers existed to make management's job easier and more efficient. He believed that workers were interested in one thing: good pay. If a business provided good pay, workers would provide the grueling labor necessary to get the job done.

Janis works for a local bakery. At one time, she loved the idea of becoming a head pastry chef, but now she is not sure that this is how she would like to spend her working career. Her current supervisor does not believe in breaks. And, lately, he stands next to her and instructs her as to how to roll out the bread dough and ice the cupcakes, as though she never learned these basic skills in culinary school. Just this morning, he commented loudly from the other side of the room, "You should be able to ice five cupcakes in a minute! Time yourself!" Frederick Taylor would have approved of Janis's supervisor.

Mark successfully completed a very challenging assignment given to him by his supervisor at work. The feeling of accomplishment and satisfaction Mark experienced is an example of an extrinsic reward.

The Green Velvet Lawn Care Company teaches all of its employees specific methods for fertilizing and seeding lawns. The methods are designed to ensure adequate lawn coverage with a minimum of time and effort. All employees are expected to follow these methods precisely. Green Velvet's approach to lawn care is consistent with the ideas of scientific management.

Andy is a supervisor at a web design company. Andy has observed that most employees he supervises are more productive if he lets them have some freedom and flexibility in how they go about their work. Andy's experience is consistent with the teachings of scientific management.

One of the original objectives of the Hawthorne studies was to determine the degree of lighting needed in the workplace to enable employees to achieve optimum productivity.

The original results of the Hawthorne studies proved that employees were much more productive when they worked in well-lit areas than when they worked in poorly lit areas.

A major conclusion of the Hawthorne studies was that the best way to motivate employees is with monetary incentives such as pay raises and bonuses.

The tendency of employees to behave differently when they know they are being studied is known as the Taylor effect.

The results of the Hawthorne studies encouraged researchers to begin studying human motivation and managerial styles that lead to higher productivity.

Elton Mayo's researchers concluded that worker motivation improved when managers listened to worker's ideas and suggestions.

The Hawthorne studies proved that the methods of scientific management were the best way to achieve maximum productivity among employees.

The Hawthorne studies concluded that intrinsic rewards are always better than extrinsic rewards.

The Hawthorne studies concluded that productivity at work seldom changed, but an employee's attitude could show significant improvement if he/she were given the opportunity to think critically at work.

Although Elton Mayo originally intended to collect data for a traditional scientific management study, his breakthrough research led to further research on the kinds of things that drive employees to successfully meet and exceed productivity goals at work.

Harrison is a manager at the local post office. He wants to find ways to improve worker motivation, and has read about the Hawthorne studies conducted by Elton Mayo and his colleagues. He believes these studies offer important insights into what motivates employees. Harrison is not likely to support the methods and ideas associated with scientific management.

Bianca is conducting an experiment to determine how temperatures affect the productivity of employees. She has just completed the first phase of her experiment, in which she had a group of employees perform job-related tasks in a special room where the temperature was 10 degrees cooler than on the factory floor. The employees in the experimental group consistently outperformed employees in the factory. The Hawthorne effect suggests that the most likely reason for this improvement in performance is that the cooler working conditions allowed the employees in the experiment to work harder without getting tired.

Greg is a small business owner who wants to find a way to increase the productivity of his employees. He has just finished reading a book on worker motivation, and found the book's discussion of the Hawthorne studies particularly relevant. Based on his reading, Greg is likely to view pay increases as the best way to improve employee motivation.

Marissa works for a large pharmaceutical company in the greater Chicago area. Last week she visited with an advisor at the nearby university because her employer encourages workers to continue their education and gives them time off to go to academic related appointments, even during regularly scheduled work hours. One would assume that management at Marissa's company values the results of the Hawthorne studies, more so than traditional scientific management principles.

Abraham Maslow believed that motivation arises from the desire to satisfy unmet needs.

According to Maslow, it is impossible to rank human needs in any logical order.

According to Maslow, people will try to satisfy lower-order needs before they turn their attention to higher-order needs.

Safety needs are placed at the lowest level in Maslow's hierarchy of needs.

Maslow referred to the needs people had for recognition and acknowledgement from others as esteem needs.

According to Maslow, a satisfied need is no longer a motivator.

In Maslow's hierarchy, self-actualization needs are those needs associated with basic survival, such as the need for food and shelter.

In Maslow's view, social needs include the need to feel loved and accepted.

Maslow believed that lower-level needs may emerge at any time when they are not met and take our attention away from higher-level needs.

Referring to Maslow's Hierarchy of Needs Theory, one would agree that U.S. workers are more often interested in satisfying their physiological and safety needs, as opposed to their self-esteem needs.

According to Maslow, if you have a self-esteem problem, you probably will not be able to concern yourself with developing to your fullest potential.

Often we hear that teenagers have unmet social needs. According to Maslow, their desire to become socially accepted will consume them, at the expense of reaching for higher goals, such as developing to their fullest potential.

Jimmy is a talented musician, and has already won a number of awards. Still, he practices about two hours every day, trying to reach his highest potential. Jimmy is motivated by self-actualization needs.

Millie recently accepted a new job with better pay and a high degree of job security. She is now able to live in a nicer apartment and maintain a fairly comfortable life style. However, she still feels like an outsider at work, and does not yet perceive that her fellow employees have accepted her into their group. According to Maslow's theory, Millie is driven by a desire to satisfy her social needs.

Jon earns a decent salary and is on friendly terms with the other employees in his department. Lately, he is frustrated because they don't recognize or appreciate some of his accomplishments. According to Maslow's hierarchy of needs theory, Jon will have a desire to satisfy his self-esteem needs before his self-actualization needs.

The late famous broadcast journalist Walter Cronkite said that one of his regrets in life was not actively participating in the space program as an astronaut. Back in the 1980s, he was selected as a candidate to be the first journalist to fly into space, but NASA decided to take a teacher instead. In some ways, this may appear as though Cronkite was pursuing a self-esteem need; however, having already achieved celebrity status, for Cronkite, this was the pursuit of a self-actualization need.

Talk about "shell-shock"! Two nights ago, Adam was living in a tent with 30 other Marines in the hills of Afghanistan. Today he is waking up to the smell of fresh linen, in a king-sized bed, in his very own room in DeKalb, Illinois. Three days ago, his first priority was the welfare of his battle buddies. This morning, his first priority according to his family is not wasting any time in getting back into college. But Adam sees it a bit differently. Although he has always believed in the importance of school and the respect that comes with achieving a degree, and wants to pursue his education, right now he is not quite in the frame of mind. His first desire is to spend time renewing old friendships, including organizing a couple of float trips and ballgame nights with the group of friends he left behind. According to Maslow's hierarchy of needs, Adam has a strong desire to satisfy his self-esteem needs.

Herzberg's research focused on determining which management style achieved the highest level of worker motivation.

Herzberg's research examined how conditions related to the job itself affected the motivation of employees.

Herzberg's study showed that pay was the job characteristic that ranked highest as a motivator.

Herzberg found that the factors associated with job content ranked high as employee motivators.

Herzberg found that the sense of achievement employees experienced when they performed their jobs was an important motivator.

Herzberg used the term hygiene factor to refer to an element of job content that was most important as a source of worker motivation.

According to Herzberg, when a hygiene factor is not fulfilled, employees will become dissatisfied.

Herzberg's research found that improvements in the work environment were a more effective way to motivate employees than improvements in job content.

Maslow identified and categorized basic needs that most persons would like to satisfy, while Herzberg's research identified motivators and hygiene factors that inspire employees to fulfill their needs.

Herzberg's research identified the key factors that motivate workers, including company policies and administration, wage rates, interpersonal relations with co-workers, and physical environment at work.

Herzberg's findings suggest that the best way for firms to increase worker motivation is to focus on improving pay and making working conditions more pleasant.

Since hygiene factors do not motivate workers toward high achievement at work, managers can safely ignore these factors when trying to develop an effective work environment.

Herzberg's findings suggest that many U.S. firms can help workers satisfy higher-order needs by identifying those things that motivate (inspire) them to work at their fullest potential.

Douglas McGregor observed that all managers tend to share common assumptions about employees.

According to McGregor, Theory X managers assume that employees dislike work, and will avoid it if possible.

According to McGregor, Theory X managers motivate employees by giving them a great deal of freedom and responsibility.

Managers who make Theory X assumptions about employees tend to watch their subordinates very closely and provide detailed instructions to employees about how they should do their jobs.

Theory X management has essentially disappeared from the real-world workplace.

Theory Y managers assume that most people are capable of using a relatively high degree of imagination and creativity to solve problems.

Theory Y managers assume that the main factor that motivates most employees is the desire to earn more money.

Theory Y managers are likely to use empowerment to motivate employees.

Theory Y managers adhere to the principle that most people do not work to their fullest intellectual potential.

According to William Ouchi, two of the main features of the Japanese approach to management are individual decision making and rapid promotions.

William Ouchi concluded that culture should not be a factor in one's management style.

Ouchi's Theory Z is a blend of Type A and Type J business cultures.

Theory Z calls for the creation of a sense of participation and cooperation within an organization.

Theory Z emphasizes reliance on individual creativity and initiative rather than collective decision making.

Recent economic problems as well as demographic and social changes in Japan have led some Japanese firms to seek new approaches to management.

In the view of William Ouchi, managers of U.S. firms would have a smooth transition when implementing the management styles employed by Type J managers.

The best way for U.S. firms to become more competitive is to adopt the Type J approach to management.

Recent economic events and demographic trends in Japan have clearly demonstrated the superiority of a Type J approach to management.

The goal of William Ouchi was to develop a modified business culture that blends the best of Type J with the best of Type A.

Alan tries to make life easy on his employees by telling them exactly what to do and how to do it. He believes that most of his subordinates are lazy, and will goof off if he doesn't keep an eye on them, so he spends much of his time monitoring their work. When he finds an employee who is not performing up to his expectations, Alan uses threats and punishment to increase the worker's motivation. Alan is a Theory X manager.

Jerry has a great deal of faith in the abilities of his subordinates. He believes that most employees want to be productive, and will work hard if given the proper incentives. He also believes that most firms do not take full advantage of the intelligence and creativity of their employees. For these reasons Jerry favors a managerial style that allows employees to be flexible and creative in how they do their jobs, and empowers them to make and implement decisions. Jerry is a Theory Y manager.

Jenny is a creative and intelligent person who likes to work independently on challenging projects. Jenny would be most effective when working for a Theory X manager.

Martina is a very talented and ambitious person who likes to work independently and wants to move up in her company as quickly as possible. Martina might become frustrated if she worked in a firm that took a Theory Z approach to management.

Hillary enjoys working with others to solve problems and make decisions, but is also able to assume individual responsibility. She prefers working for a company that takes a holistic view of its employees. These preferences suggest that Hillary might enjoy working at a company that uses a Theory Z approach to management.

After a 3-year probationary period, career positions at Fairview Community College are fairly secure, even though the opportunity for promotion runs pretty slowly. These jobs would probably appeal to people who currently work for Type A companies, similar to the way many companies operate in Silicon Valley.

Peter Drucker made an important distinction when he stated that managers do not motivate employees, but employees motivate themselves.

Management by objectives (MBO) is a goal-setting theory model that sets goals by getting all employees active in the goal formulation process, committing employees to meeting the goals, and then monitoring performance.

The central idea behind MBO (management by objectives) is that employees motivate themselves through the process toward goal achievement.

The management by objectives model devised by Peter Drucker works best in a dynamic, rapidly changing business environment, where management makes short-term plans.

It may be difficult to utilize the MBO (management by objectives) model when employees have not agreed upon the goals set by top management.

According to Victor Vroom, the effort employees exert on a specific task depends on their expectations of the outcome.

According to Victor Vroom's expectancy theory, expectations of employees can affect their motivation.

Vroom's expectancy theory contends that prior to committing maximum effort to a task, employees want to know if they can accomplish the task and if it will equally reward everyone at work, even if others were not involved in the accomplishment of the task.

According to expectancy theory, one of the things employees want to know before they commit to making a maximum effort on a task is whether the reward for accomplishing the task is worth the effort.

Expectancy theory says that employees will be motivated if (1) they can actually achieve the task; (2) they will be rewarded for their achievement; and (3) the reward will be worthy of their effort.

According to researchers David Nadler and Edward Lawler, managers should set performance standards that are attainable only by the most talented and dedicated employees.

According to expectancy theory, employees in a given organization tend to have very similar expectations.

Reinforcement theory suggests that employees respond to carrots (rewards) but not to sticks (punishment).

According to reinforcement theory, individuals act to receive rewards and to avoid punishment.

In reinforcement theory, reprimands and reductions in pay are examples of negative reinforcements.

The basic principle of equity theory is that employees try to maintain fairness between their efforts and their compensation compared to others in similar positions.

Equity theory tells us that when employees perceive inequitable treatment they will respond in a manner that will attempt to reestablish fairness.

According to equity theory, if employees perceive that their level of effort is greater than their compensation, they will work to increase their productivity.

Equity theory suggests that if employees perceive inequity in the workplace, they might respond with reduced productivity, higher absenteeism, or even voluntary resignation.

Equity judgments are precise, objective measurements of the fairness between an employee's effort and their compensation.

The best strategy to deal with a perceived inequity in the compensation of different employees is to require that salaries and other forms of compensation are kept secret.

For management by objectives to be successful, employees must be willing to accept the objectives set by top management without question and without hesitation.

A major problem with the MBO approach is that it provides no way for employees to provide input into the goal-setting process.

According to expectancy theory, worker motivation almost always increases when employees are assigned a very challenging task.

U.S. workers value being treated fairly. According to equity theory, if things seem unfair, they will do their best to make them equitable by withholding effort, increasing effort, or by rationalizing that they are undeserving of the same as others.

In reinforcement theory, extinction refers to a strategy of responding to undesirable behavior with negative reinforcements, such as verbally reprimanding an employee in front of his peers.

Elias is disappointed with the work effort of the employees in his department. According to expectancy theory, Elias could improve employee performance by setting more ambitious performance standards that exceed the ability of most employees to attain them.

Cedric works for a landscaping business. His employer has asked Cedric if he would be willing to work overtime this weekend to finish a job for an important client. According to expectancy theory, Cedric will want to compare the compensation or other rewards offered by his employer to the extra effort involved before he decides whether to agree to the job.

Ruth Eday is sorry she ever hired Helen Highwater since Helen's work is sloppy and often late. Moreover, she doesn't get along well with most of the other employees and frequently initiates arguments. According to reinforcement theory, the only effective way for Ruth to deal with Helen's behavior is to wait for Helen to do something good, and then praise and reward her for the result.

You get a lower grade in a course than your friend did even though you studied more during the semester and attended class more often. As a result, equity theory predicts that you might convince yourself that "Grades aren't all that important. After all, lots of people who succeed in the real world didn't make good grades in school."

Jill operates her own small business and is a strong advocate of equity theory. Because of her acceptance of this theory, Jill is likely to try to assure employees that they are compensated in a way that reflects their efforts and contributions relative to those of other employees.

As a human resources manager for your company, you are looking for ways to motivate employees to favor your company over competitors. The company cannot afford to offer a wide array of benefits, but you are confident that if you survey employees and provide them the opportunity to vote on the benefits that are most important to them, they will see this as a fair and equitable way to operate.

LivWell Biotechnology Company has four locations in California. You work as a marketing specialist at the oldest and southernmost location. Your colleagues at the three other locations get an hour off each day to work out because there are workout facilities at each of their locations. You know that you make a little more money than they do, but after measuring the cost of stopping off at the gym on your way home each evening, you realize that your extra compensation does not cover the cost of the membership. You are keeping tabs on marketing positions that may open at the company's other sites. Equity theory suggests that you are motivated to bring a sense of fairness to what you perceive as an inequity.

You are a graduate student in the biology department at Fair University. You have several graduate student friends who have graduate appointments in the business department and the English department. While everyone's compensation and employee benefits are exactly the same, your department requires you to always show up and tutor students at least four hours each day and to serve on one university committee each semester. Graduate students at the other departments are not required by their management to follow these rules. Lately, you are doing your best to limit your daily obligation to 2 to 3 hours each day. Relating your situation to one of the theories we have studied, your goal of limiting inputs is explained by expectancy theory.

As the marketing director for Chipper's Golf Resort, you are making plans for the annual golf tournament, and trying to decide on the amount for the top three prizes. In past years, you successfully raised $25,000 through registration fees and sponsorship. You know that you could easily attract some great local talent if you made the top prize $10,000, but can you afford to announce a $10,000 top prize at the expense of losing out on a portion of the registration fees of lesser players who decide not to participate? Using expectancy theory rationale that you learned in business class, you explain to the general manager that if you set the prize too high, several better than average golfers in the area will find their chances to be "out of their league" when the top players join in and will be unmotivated to participate and spend their money. Your analysis of the situation is reasonable to the general manager.

As the marketing manager for Chipper's Golf Resort, you hired three interns from the local university to go out and sell your annual golf event. You provided each of the interns with their own list of past sponsors, participants, and prize contributors. You asked each to create a marketing plan to secure five new sponsors in the next four weeks, and promised them a bonus at the end of the fourth week if they could verify that they followed their own plan, contacted everyone on their list and also developed new sponsors. During the fourth week, you randomly contact a few sponsors on each of the three lists and quickly learn that one of the interns has slacked off on the job. As a motivational technique, you prefer to provide positive reinforcement, so when you meet with the interns, you withhold the bonus from the one that did not do the job and inform him that his internship grade will reflect the fact that he was not motivated to get the job done.

Based on Herzberg's theory of motivators, job enrichment will motivate employees to satisfy higher-order needs.

Job enrichment is based on Herzberg's higher motivators, such as responsibility, achievement, and recognition.

Job enlargement is about breaking down a sizeable job into smaller parts so that the employee is not overwhelmed by a large task.

Skill variety is one of the characteristics of work that lead to improved motivation and performance.

Using job enrichment strategy, management can contribute to improved motivation and worker performance primarily by increasing employee pay.

Feedback enhances worker motivation by giving employees a feeling of achievement and recognition.

Task identity refers to the degree to which a job has a substantial impact on the lives or work of others in the company.

Job simplification attempts to increase task efficiency by breaking the job into simple steps and assigning people to perform each of those steps.

Job simplification is an effective strategy for managers who want to achieve job enrichment.

Job enlargement is the strategy of assigning employees to different jobs within the organization on a regular basis.

Job enlargement attempts to enrich jobs by combining a series of tasks into one challenging and interesting assignment, as opposed to simplifying the job.

Job rotation attempts to make a job more interesting and motivating by moving employees from one job to another.

As part of their open communication strategy, management should reward upward communication, even if it is negative.

Open communication is a verbal strategy. It does not involve listening.

Open communication strategies include the removal of physical barriers such as separate offices.

As a motivational technique, open communication is enhanced when management provides several opportunities for employees to congregate and share ideas.

Special parking areas, dining rooms, and restrooms set aside for executives are barriers to open two-way communication within an organization.

By the time they graduate from high school, most people have received ample training to develop good listening skills.

To implement self-managed teams, managers at most companies must reinvent work.

The first step in any motivational program is to establish open communication among employees in order to encourage teamwork and cooperation.

Teamwork tends to occur naturally within business organizations regardless of the plans or actions of managers.

In order to encourage teamwork among managers and employees, top management must create an organizational culture that allows autonomy, decentralizes authority, and rewards good work.

As a motivational technique, letting employees know they've done a good job is not as powerful as providing them with a bonus.

Progressive managers are rewarding good work in all kinds of ways including family trips, informal events at work, and just letting everyone know when someone does a good job.

When asked why they change jobs, nearly 80% of those surveyed said they felt a lack of appreciation.

Managers who believe job enrichment can effectively improve motivation would try to give employees a significant degree of freedom and flexibility in scheduling their work and in determining the procedures they use.

The key to achieving task identity is to design jobs that demand the use of many different skills.

Job simplification is an extension of the ideas of Frederick Herzberg.

Feedback helps enrich a job by satisfying an employee's esteem needs.

One way for a firm to improve motivation of employees is to establish special rest rooms, dining areas, and parking areas for top executives.

If managers want to retain their employees, a good strategy may involve mentoring them for more senior roles in the organization and provide opportunities for job advancement.

According to the Adapting to Change box, one out of five workplaces blocks access to Facebook on company computers, citing a waste of company time.

The Spotlight on Small Business box asserts that it is impossible for small businesses to offer intangible benefits for its employees.

Fast Track Corporation moves employees from one job to another on a regular basis in order to improve motivation. Fast Track's strategy is job enlargement.

Management at the local Hottie Potatee, a potato bar with all the fixings, is trying to improve task efficiency by breaking down jobs into simple steps and assigning each step to a different worker. The key benefit of this approach is that it is one of the most effective ways to achieve job enrichment.

Ellen supervises several employees in the accounting department of a large corporation. She makes it a priority to give her subordinates direct and clear information about their job performance. Ellen's efforts are likely to improve worker motivation.

David is the president and chief executive officer of Baxter National Bank. He wants to encourage more open two-way communication among the bank's employees and managers. One of the most important things David can do to achieve this goal is to become a good listener.

During the first year at the Millennium Company, management trainees spend two months in each of six different departments, where they have the opportunity to learn skills in each functional area, and also to decide where they have the best match. Job rotation is a motivational strategy used by contemporary organizations.

At Blastoff.com, a web-based auction headquartered in upstate New York, when employees are at the company's main office, they do not expect to necessarily sit at the same desk everyday. They may decide to situate in a projection room, in a temporary soundproof room, or in one of several lounge areas in the building. They may locate next to someone outside of their functional area. Blastoff management believes that breaking down barriers fosters more communication and innovation, and makes jobs more interesting.

Brandon's manager often tells his employees "there isn't a lot of time for chit-chat on the job. If you want to give us your opinion, as a believer in open communication, I'll gladly give you your chance to speak your mind, on your way out!" This manager is up to date on the purpose of the exit interview, as an important source of feedback for companies. Open communication always begins at this juncture.

Regardless of cultural background, most employees respond the same way to motivational approaches.

High-context cultures tend to jump right in and get work done without worrying about developing close work relationships.

In a high-context culture, relationship building is motivational.

In a low-context culture, employees are less likely to place emphasis on relationship building. They want to jump right in and get the job done.

Even if there are cultural differences across the globe, reward preferences do not vary across cultures.

If rewards are an important part of an international firm's motivational strategy, consideration should be given to adjusting rewards for cultural preferences.

Most Gen X managers are likely to be flexible and good at collaboration.

Members of Generation X tend to be more independent and need less feedback than members of older generations.

As a group, Gen Yers tend to be impatient, skeptical and image driven.

Members of Generation Y tend to be adaptable, tech savvy, and tolerant.

Gen Xers are difficult to motivate because they lack ambition.

Gen Xers and Gen Yers will be more tolerant of change than Baby Boomers.

Motivation is largely the result of external rewards and punishments.

Gen Zers grew up post-9/11, in the wake of the Great Recession and amid countless reports of school violence.

Gen Xers, Millennials, and Gen Zers often expect change and may find the lack of change questionable.

It is important when dealing with today's culturally diverse workforce that managers maintain a consistent motivational approach for everyone.

If you want to understand what motivates Gen X workers, it might be a good idea to study the personal experiences that this group shared, such as stay-at-home moms and dads that worked very steady nine-to-five jobs, with hardly any fear of layoffs.

When studying the differences in generations, it is fair to say that many ideas that each group shares result from common experiences during the first 10 years of life.

As Gen Zers are starting to enter the workforce, they are likely to be less cautious and unmotivated to make improvements in the world around them.

As indicated in the Reaching Beyond Our Borders box, the pool of employees is more diverse than ever. Therefore, it is essential that companies must strive to develop cultural intelligence among its management staff to avoid possible culture clashes.

Lisa is a Gen Xer who has just been promoted to a management position. If she is like many of her generation, one of Lisa's biggest problems is likely to be her inflexibility and difficulty at working collaboratively with other employees.

Anthony is putting together an employee group to help add new technology to his company's existing products. He is seeking employees who are comfortable with new technologies, and who are flexible, adaptable, and have a strong sense of commitment to their work. Many of his company's Millennial employees probably would meet these criteria.

Blake was asked by his team leader to explore and evaluate the best ways to communicate with customers online. Although Blake is relatively new to the company, and is not well versed on the entire product line, he is a Millennial, which makes him overall well suited to knowing how people find things in common with others in an online environment.

The personal satisfaction people feel when they have done a job well is a(n) __________ reward. A) cognitive B) extrinsic C) physiological D) intrinsic

Rewards that come from someone else in recognition of good work are _________ rewards. A) conditional B) self-actualized C) extrinsic D) secondary

_________________ was the father of scientific management. A) Elton Mayo B) Frank Gilbreth C) Henry Gantt D) Frederick Taylor

One of the elements essential to Frederick Taylor's approach to improving worker productivity was: A) teamwork. B) a hierarchy of needs. C) rules of work. D) open communication.

Frank and Lillian Gilbreth developed the principle of ___________, which said that every job could be broken down into a series of elementary motions. A) motion economy B) marginal productivity C) division of labor D) micro-motion analysis

______________ was the dominant strategy for improving worker productivity during the early 1900s. A) Management by objective B) Scientific management C) Social Darwinism D) Job enrichment

A basic idea of ___________ was to conduct time-motion studies to find the best way to perform each task, then teach people to use these methods. A) management by design B) Theory Z management C) scientific management D) expectancy theory

Frank and Lillian Gilbreth thought that every job could be broken down into a series of elementary motions that they called: A) therbligs. B) elementary steps. C) micromotions. D) lillifranks.

Weldon Taskman has just successfully negotiated a new long-term sales agreement with a major client. The personal satisfaction Weldon has about his efforts is his _______ reward. A) external B) extrinsic C) intrinsic D) reciprocal

Maureen's supervisor was so impressed by her work that he named her the employee of the month. This praise from her supervisor is an example of a(n) _________ reward. A) extrinsic B) intrinsic C) secondary D) extraneous

According to the principles of scientific management, the best way to improve productivity is to: A) give employees greater recognition for their efforts. B) establish open two-way communications among all of the organization's employees and managers. C) use time-motion studies to find the best method of doing each job, then teach those methods to employees. D) use job rotation and job enlargement to make work more interesting and challenging.

At Qliktech, the company CEO, Lars Bjork, honors employees who demonstrate the company's core values. Qliktech holds a summit each year, where it selects and awards one employee in each of several values categories that include (1) challenge; (2) move fast; (3) be open and straightforward; (4) teamwork for results; and (5) take responsibility. Rather than posting core values someplace everyone passes by each day, the CEO finds that providing _________ rewards once each year provides the message to all employees that these are important values. A) equality B) valued C) intrinsic D) extrinsic

New employees at Throneberry Manufacturing are carefully trained to use the most efficient production methods. They are then placed on an assembly line and expected to perform the same task day after day, using the methods they were taught. The work is boring, but the pay is good. Throneberry's approach is consistent with the principles of: A) management by objectives. B) expectancy theory. C) scientific management. D) human engineering.

Wally Tormach is a professional house painter. During busy periods, he often hires college students as helpers on his jobs. Wally tells his helpers that he has determined the most efficient way to paint a house and he expects them to follow his instructions exactly. Wally's approach is consistent with the ideas of: A) Peter Drucker. B) Frederick Herzberg. C) William Ouchi. D) Frederick Taylor.

Which of the following statements is the best description of how scientific management viewed employees? A) Employees are like machines that must be programmed to perform in a certain way. B) Most employees are creative and intelligent individuals who should be given a great deal of freedom and flexibility in how they perform their jobs. C) Employees will only exert their maximum effort if they believe that their goals are attainable. D) Employees are individuals who do not respond in the same way to a particular management style.

The Hawthorne studies concluded that worker motivation: A) increased when managers applied the scientific management approach. B) was most affected by monetary incentives. C) improved when employees felt like their ideas were respected. D) was mainly determined by physical working conditions such as lighting, temperature, and humidity.

The Hawthorne studies were conducted by ____________ and his colleagues from Harvard University. A) Henry Gantt B) Elton Mayo C) Peter Drucker D) John Hawthorne

The original goal of the Hawthorne studies was to determine: A) the average IQ of production employees. B) whether employees could work effectively in unsupervised teams. C) the level of illumination that was associated with optimum productivity. D) how to stimulate employees to be more creative.

The tendency for people to behave differently when they know they are being studied is known as the: A) Hawthorne effect. B) Taylor effect. C) Type II effect. D) induced motivation effect.

The Hawthorne studies found that employees in the experimental group: A) performed much better under bright lighting than they did when lighting was dim. B) were more productive than other employees regardless of the level of lighting. C) were more creative when working individually than they were when working in teams. D) performed poorly because they were distracted by all of the attention they received.

The findings of the Hawthorne studies led researchers to look more closely at how ____________ could lead to better productivity. A) changes in salary and benefits B) disciplinary factors and punishment C) changes in physical working conditions D) the human side of motivation

The most important impact of the Hawthorne studies was that it: A) helped managers find the level of lighting associated with optimum productivity. B) showed that employees could be programmed like machines to perform simple repetitive tasks, and thus led to the development of assembly lines. C) changed the direction of research away from Taylor's scientific management toward the study of human-based management. D) showed that physical working conditions have no impact on worker productivity.

In the Hawthorne studies, employees were involved in the planning of the experiments. This caused employees to: A) set rather simple, easily attainable goals. B) become distracted and thus reduced productivity. C) believe that management respected their ideas, which motivated them. D) have high levels of productivity, but show disrespect for the managers in their test area.

Which of the following statements about worker motivation is most consistent with the findings of the Hawthorne studies? A) Worker motivation will fall significantly if lighting conditions, temperature, and other elements of the physical environment are not at kept at their optimal levels. B) Employees are more motivated if they feel they are part of a special group or project. C) The best way to motivate employees is to offer pay raises, bonuses and other financial incentives to employees who meet or exceed clearly specified goals. D) Worker motivation is unimportant in determining the level of worker productivity, because productivity is primarily determined by external factors such as the speed of the machinery the employees operate.

Dr. Mo T. Vadar, a professor of psychology at a respected university, is planning a study of the factors that affect the motivation of employees. Dr. Vadar is concerned that the results of his experiments may be misleading because employees in an experimental group tend to behave differently when they know they are being studied. This concern shows that Dr. Vadar is aware of the: A) Hawthorne effect. B) Taylor effect. C) potential confusion between Theory X and Theory Y. D) Heisenberg principle.

Which of the following statements would Elton Mayo have most likely made soon after concluding his Hawthorne studies? A) Employees are not lazy, but they normally lack direction and respond best to an autocratic style of management. B) The key to increasing productivity is to provide employees with the best possible physical working conditions. C) When employees are put into an isolated group, their natural tendency is to compete against each other and establish a "pecking order." D) Employees who enjoy their work environment and believe they are respected are likely to be more productive employees.

The concept that a hierarchy of human needs could be used to explain motivation was developed by: A) Abraham Maslow. B) Frederick Taylor. C) Douglas McGregor. D) Frederick Herzberg.

Maslow was mainly concerned with explaining how: A) jobs could be broken down into very simple tasks that could be performed by unskilled employees. B) human motivation was related to a hierarchy of needs. C) managerial assumptions about employees affected their style of management. D) to achieve open two-way communication within an organization.

According to Maslow, a higher-order need: A) always provides greater motivation than a lower-order need. B) never provides as much motivation as a lower-order need. C) becomes a source of motivation after lower-order needs are satisfied. D) contributes directly to the physical survival of the individual.

Maslow classified the needs for basic items such as food, water, and shelter as: A) safety needs. B) sustenance needs. C) physiological needs. D) self-actualization needs.

Maslow called the needs people have for security at work and at home: A) physiological needs. B) stability needs. C) insurance needs. D) safety needs.

In Maslow's hierarchy of needs, the desire for love and acceptance would fall into the category of: A) social needs. B) esteem needs. C) primal needs. D) self-actualization needs.

Maslow would classify the need for recognition from others and for self-respect as _________ needs. A) social B) esteem C) security D) physiological

In Maslow's hierarchy, __________ needs refer to the desire to reach one's fullest potential. A) social B) esteem C) egoistic D) self-actualization

The need __________ would be classified as a social need. A) to reach one's full potential B) to feel safe and secure from unexpected threats C) for recognition and self-respect D) to feel accepted and loved

Maslow placed _________ needs at the highest level of his hierarchy. A) self-actualization B) esteem C) deferred D) social

When Elaine accepted a position with Cannon Corporation in Dallas, Texas, she felt uneasy. She was new to the area and new to this company. However, she was pleased that her new job offered her the opportunity to play on the company volleyball team. She quickly made new friends and, through her new friends, learned about the city. Apparently, her new job satisfies Elaine's ________ needs. A) social B) esteem C) self-actualization D) physiological

Jackie had been very pleased with her part-time job at a local convenience store until a recent incident occurred. During Jackie's shift, the store was burglarized. Although no one was hurt, Jackie now feels uneasy and fearful during her late night shift. She is so nervous and worried that she is having a hard time concentrating on her work and is thinking about quitting. Management needs to be aware of Jackie's unmet _______ needs. A) esteem B) self-actualization C) physiological D) safety

John dropped out of school after the ninth grade and now must support himself though he has few skills. He is a part-time employee at a small retailer earning the minimum wage. John would like to earn more, but hasn't been able to find a better job. He is having a hard time paying his rent and utility bills and has quit eating breakfast to try to save on his food bills. John is having trouble meeting his: A) esteem needs. B) self-actualization needs. C) social needs. D) physiological needs.

Abraham Maslow thought that once needs at one level of his hierarchy were met: A) motivation would diminish. B) another, higher-order need would emerge to motivate that person. C) that type of need would never again be an effective motivator. D) he or she would become more interested in lower-level needs.

According to Maslow's Hierarchy of Needs theory, which of the following would be an issue that requires the fulfillment of a lower-order need? A) The need for a challenging project at work. B) The need for a promotion at work. C) The need for a mentor to help you ascend within the company. D) The need to locate your business in an area with a low crime rate.

Julie has worked for the Healthy Nut Bread Company for several years. Recently, management recognized her as one of the company's best employees. Her co-workers respect and admire her, and she feels good about herself. According to Maslow, the type of needs that are likely to motivate Julie in the future are: A) social needs. B) self-actualization needs. C) physiological needs. D) safety needs.

Maalem is a refugee from Ethiopia who has none of the basic necessities Americans take for granted. He lives in an overcrowded tent in a refugee camp. He is often hungry and thirsty because food is scarce in the camp and the main water supply is polluted. According to Maslow, Maalem will be motivated to satisfy his ___________ needs, before addressing other concerns. A) physiological B) safety C) social D) self-actualization

When Anna's manager sees her coming through the front door, he is greatly relieved. He knows that the tasks he has planned for the day will not need to be adjusted. Anna's work productivity and performance on the job are very good. Recently, however, her ability to get to work on time has affected her job performance. Anna's supervisor has documented a number of unrelated health issues that have prevented Anna from being at work on time. Which of the following views would Maslow likely share with Anna's supervisor? A) A lack of socialization on the job may increase an employee's health-related issues. B) Self-actualization needs are not being met by this employer. C) Hygiene factors such as good pay are obviously not present through this employer. D) Lower-order needs such as physiological needs must be met before higher-order needs.

Milo currently has a good job and can afford a decent apartment and plenty of food. Due to significant political unrest and recent street violence in his town, he is considering uprooting himself and applying for a visa to move to another country. According to Maslow, Milo's concern reflects a desire to satisfy his: A) physiological needs. B) safety needs. C) social needs. D) self-actualization needs.

Than Wok emigrated from his war-torn country to the U.S. almost two years ago. He recently found a job working on an assembly line at a major computer manufacturer. Than left his friends and family behind when he came to the United States. He is lonely and hopes that his fellow employees will accept him so that he can build some lasting friendships. According to Maslow, Than wants to satisfy his: A) physiological needs. B) safety needs. C) social needs. D) self-actualization needs.

Although the overall unemployment rate during the past recession hovered between 9 and 10%, the unemployment rate for Millennials was much higher. As this generation struggled to find employment, they were often compelled to continue to live with their parents. Due to current economic concerns, this younger generation was struggling to fulfill _____________________. A) physiological needs B) safety needs C) esteem needs D) self-actualization needs

Melody has worked as a secretary at Consolidated Freight Handling for 10 years. Although she earns a good salary and has made friends at work, she has been passed over for promotion twice and feels that no one appreciates her abilities and skills. Melody is concerned with satisfying her: A) physiological needs. B) social needs. C) safety needs. D) esteem needs.

Marla always strives to excel in her career. Several years ago, she finished college, finally achieving a Ph.D. Although she works as an educator and has a secure position at an urban college, she does not hold a faculty position at a prestigious university. It is obvious to her colleagues that Marla is unsatisfied with her position at work. She constantly gives co-workers subtle reminders of her superior academic credentials and only participates in work activities where she will assume a leadership role. Analyzing Marla's situation using Maslow's hierarchy of needs, which of the following needs are unmet? A) self-actualization needs B) esteem needs C) social needs D) physiological needs

Several advocacy groups in the U.S. monitor firms that do business with sweatshops in developing nations. These watchdog groups are concerned about human rights abuses in foreign factories, often citing unsafe and unclean working conditions. Recently, business experts have shed new light on this issue, stating that these factories that do not meet the standards of developed nations are still perceived by their workers as a better way of life than what they had before because these employers offer steady wages. According to Maslow, these workers are motivated to satisfy which of his hierarchy of needs? A) self-actualization needs B) social needs C) safety needs D) physiological needs

Jacob recently returned from a tour of duty in Iraq, where he served with the U.S. Army's 1st Infantry Division. Sitting at the kitchen table in his parents' home, he listens to his mom spend several hours making plans for a Caribbean cruise with her new group of friends. He hears about his sister's recent promotion at work, and about his Dad winning the "Innovator of the Year" award at his company. He reflects back on the lives of the people he has just left, their nightly fears of mortar attacks, their need to boil the drinking water on a daily basis, and the children that flocked around him begging for something to eat. As he concentrates on his business management text, he finds himself analyzing his present and past environment in terms of Maslow's hierarchy of needs theory. He concludes that: A) his mom is motivated to satisfy her social needs; his sister is probably working toward her self-actualization needs; and the Iraqi citizens have a strong desire to meet their self-esteem needs. B) his mom is motivated to satisfy her self-esteem needs; his sister is probably working on her social needs; and the Iraqi citizens have a strong desire to meet their physiological and their safety needs. C) his mom is motivated to satisfy her social needs; his dad and sister are working on self-actualization needs; and the Iraqi citizens have a strong desire to meet their physiological needs and safety needs. D) his mom is motivated to satisfy her self-actualization needs; his dad and sister are probably working on their self-esteem needs; and the Iraqi citizens have satisfied their physiological needs, but definitely have safety issues to satisfy.

_____________ studied how the characteristics of the job itself affected worker motivation. A) William Ouchi B) Frederick Taylor C) Douglas McGregor D) Frederick Herzberg

Herzberg's research identified several ___________ factors that did not necessarily motivate employees if they were increased, but could cause employees to become dissatisfied if they were missing or inadequate. A) retroactive B) inferior C) hygiene D) negative

Herzberg found that factors that provided the highest level of motivation were mostly associated with: A) job content. B) level of pay. C) general working conditions. D) the style of management.

Herzberg found that good pay: A) was the strongest motivator. B) was a significant motivator, but not as important as job security. C) was a hygiene factor rather than a motivator. D) had no effect on worker attitudes.

According to Herzberg, a sense of achievement, earned recognition, and interest in the work itself were all: A) important motivators. B) hygiene factors. C) ways for employees to meet their social needs. D) consistent with his Theory X approach to motivation.

Herzberg's research found that the factor that ranked highest as a motivator was: A) the friendliness of supervisors. B) a sense of achievement. C) a compensation system that included bonuses and regular pay raises. D) the presence of clear and consistent company rules and policies.

According to Herzberg, job-related factors that motivated workers to work harder and more productively had one thing in common: A) they were easy to explain and easy to measure. B) they focused on making the jobs performed by employees simpler to accomplish. C) they were related to job content. D) they allowed more productive employees to receive higher compensation.

Herzberg's research found that safe working conditions and good pay: A) are important motivators for most employees. B) helped maintain worker satisfaction, but did little to increase motivation. C) had no impact on worker morale. D) were very important motivators for professional employees and managers, but were poor motivators for unskilled employees.

According to Herzberg's views, which of the following strategies would be most likely to result in a higher level of worker motivation? A) Improvements in the physical working conditions B) Providing clear and fair work rules and policies C) Making the work itself more interesting and challenging D) Using time-motion studies to find the most efficient techniques for employees to use

Which of the following is not considered one of Herzberg's strategies for creating enthusiasm at work? A) Focus on making the job interesting B) Similar pay and benefits for a similar job C) Company and management support in achieving employee objectives D) Provide opportunities for advancement and added responsibility

While Maslow's research categorized a person's needs in terms of higher-order and lower-order needs, Herzberg's research recognized that: A) employees aspire to satisfy lower-order needs at work and higher-order needs through other life activities. B) certain work-related factors satisfied higher-order needs, while other work-related factors satisfied lower-order needs. C) the physical environment and general working conditions were of no consequence to employees. These factors did not affect higher- or lower-order needs. D) hygiene factors satisfied higher-order needs and motivating factors satisfied lower-order needs.

According to Herzberg, the difference between motivators and hygiene factors is: A) motivators cause persons to work smarter, while hygiene factors cause people to work harder. B) hygiene factors make employees more enthusiastic about the work itself, whereas motivators make employees enthusiastic about how many hours they have to work and their next day off. C) hygiene factors develop more loyalty from workers, while motivators make workers enthusiastic about moving on to a different company. D) overall, motivators relate to greater job satisfaction, while hygiene factors make the work place a satisfying place to thrive.

According to Herzberg, which of the following groups of motivational factors would give employees the most satisfaction? A) A B) B C) C D) D

Tyler earned his construction management degree last May and landed his first job as a field engineer with a well-known company that provides maintenance and repair for oil and chemical companies. During his first week on the job, he expressed enthusiasm for what he heard from other employees. Although he would be traveling to many job sites during the first five years, many of his new colleagues remarked on the opportunities for growth and promotion and added responsibilities if he persevered with this company. If Herzberg were ranking the job factors that provide satisfaction for this young graduate, he would refer to these as: A) hygiene factors. B) needs factors. C) motivators. D) Theory X factors.

Charlie, the CEO of Collier Chemical, likes to boast that his company offers the highest salaries in the industry, has excellent working conditions, and has clear and consistent company policies. Yet he admits his workforce is not highly motivated. Herzberg's research suggests that Collier Chemical is having difficulty motivating its employees because it focuses on: A) interactive factors. B) motivating factors. C) altruistic factors. D) hygiene factors.

JP Pharmaceuticals has redesigned many jobs to make the work more interesting and challenging. The company encourages its employees to further their education by reimbursing them up to $5,000 per year for tuition and related expenses. JP also recognizes worker achievements at a company picnic each spring and a company party in December. Talented employees are given promotions and added responsibilities. These policies suggest that management at JP Pharmaceuticals is using the findings of: A) Frederick Herzberg to increase worker motivation. B) William Ouchi to implement a Theory Z approach to management. C) Frederick Taylor to improve worker productivity through the principles of scientific management. D) Abraham Maslow to satisfy lower-order needs of employees.

________ used the terms Theory X and Theory Y to describe different attitudes managers have about employees. A) Robert Colby B) Elton Mayo C) Douglas McGregor D) Victor Vroom

Douglas McGregor described two very different sets of managerial attitudes about employees, which he called: A) the positive view and the negative view. B) the macro perspective and the micro perspective. C) Theory X and Theory Y. D) individualism and collectivism.

Theory ___ managers see employees as having a general dislike for work and an unwillingness to accept responsibility. A) A B) X C) Y D) Z

Theory ____ assumes that the average person likes work, and has a relatively high degree of imagination and creativity. A) A B) Alpha C) X D) Y

Theory Y managers prefer: A) to closely supervise their employees. B) micro-management and a strong degree of control over subordinates. C) empowerment and letting employees design solutions. D) limited authority, but a significant amount of responsibility given to employees.

William Ouchi called the management approach typically used by Japanese firms: A) Type X. B) Type J. C) Type Q. D) scientific management.

_________ is the term William Ouchi used to refer to the management approach typically used by firms in the United States. A) Type A B) Type Z C) Theory Q D) Theory J

To be competitive, ____________ recommended that American firms adopt a new management style that was a hybrid of the approaches used by Japanese firms and those used by American firms called _________. A) Mi Yurchishin, Theory X B) Akiko Animoto, Theory Z C) William Ouchi, Theory Z D) Sam Hyakowa, Theory Y

_________ blends Japanese and American management practices into a hybrid approach which calls for long-term employment, collective decision making, and individual responsibility for the outcome of decisions. A) Theory A B) Theory X C) Theory Y D) Theory Z

Theory X managers are likely to believe that: A) the average person dislikes work and will seek to avoid it when possible. B) most employees know more about their job than the boss. C) employees are motivated mainly by the chance for advancement and recognition. D) job satisfaction is primarily related to higher-order needs.

Theory Y managers would: A) rely on monetary rewards to motivate employees. B) assume that most employees dislike their jobs. C) have confidence in the ability of employees to solve problems that arise during work. D) believe that job enrichment would be an ineffective way to improve motivation because it focuses too much on job content and not enough on working conditions.

Which of the following is a characteristic of Type J management? A) lifetime employment B) individual decision making C) rapid evaluation and promotion of employees D) individual responsibility

Which of the following is a characteristic of Type A management? A) lifetime employment B) slow evaluation and promotion C) nonspecialized career path D) individual decision making

An important criterion that helps to determine the type of management style (Type A, J, or Z) that works best for firms is: A) the education level of the workforce. B) the marital and family status of the workforce. C) the general culture of the firm. D) the number of managers vs. the number of employees in the firm.

UCLA management professor William Ouchi's Theory Z embraced which of the following management ideals? A) Once hired, the employee would be assured of lifetime employment. B) Employees would cooperatively solve problems and decisions would always be consensual. C) Management would cautiously only concern themselves with an employee's work life. D) An employee could be promoted, but both evaluation and promotion would not happen quickly.

Chase believes that most of his subordinates dislike work and would avoid it if possible. He also believes that his employees have little, if any, ambition, and that the only way to motivate them is by using threats and punishment. Chase views are consistent with ___________ management. A) Theory B B) Theory X C) Theory Y D) Theory Z

Kendra believes that if she leaves her employees unsupervised for a few minutes they will do nothing but slack off. She is known as the "Dragon Lady" (at least behind her back) for the harsh criticism and punishment she disburses whenever an employee makes an error. Kendra is a __________ manager. A) Theory X B) Theory Y C) Theory Z D) Theory plus

William Ouchi believed that a pure Type J approach to management would not work in the United States because it: A) failed to encourage open communication. B) could lead to violations of U.S. antitrust laws. C) is based on the values and attitudes of Japanese culture. D) is too dependent on the assumptions of scientific management.

At Solar Concepts, Inc., employees are promised long-term employment and are involved in decision making. The employees follow a somewhat specialized career path and have individual responsibility for results. Solar Concept's approach is an example of: A) Theory R management. B) Theory X management. C) Theory Y management. D) Theory Z management.

At Groovy Rags, a trendy retail store, manager Eon Forcer doesn't waste any time thinking about whether the employees on his shift get their breaks at a reasonable time. In fact, he claims he is hard pressed to determine which one has "worked hard enough" to even deserve a break. Earlier today, Eon remarked, "I've never met one that likes this job! They're only biding their time and here for the money." Eon's managerial style would be classified as _________. A) Theory X B) Theory Y C) Theory Z D) Type J

While Rachel, a psychology major at the local university, worked frantically at her job at Groovy Rags in anticipation of the regional manager's visit, her department manager Eon Forcer had an interesting word with her: "Don't worry Rachel, when I first started, I made $7.25 an hour too. It gets better!" Rachel shook her head as she reflected on how little Eon knew about what motivated her to seek perfection at this job. As she continued to neatly stack those pocket tees, she thought, "If the regional manager has the same attitude as this guy, I'm looking for another job." Rachel would prefer to work with a ___________ manager. A) Theory X B) Theory Y C) Type J D) Type A

In analyzing the differences among Theories X, Y, and Z managers, it is appropriate to assess that: A) Theory Z managers believe that employees prefer to be directed. B) Theory Z managers understand that workers prefer to work by themselves, and will do their best work individually rather than with a team. C) Theory Z managers believe that getting employees more involved in work-related decisions will generally increase productivity. D) Theory Z managers believe that decision making is not part of an employee's responsibilities.

Reflecting upon the differences in Type J and Type A work environments, which of the following statements is fundamental to Type J? A) Type J environments fiercely protect the individual rights of workers. B) Type J environments are only concerned about the employee functions at work. C) Type J, unlike Type A, environments believe in more prompt and expeditious promotion for employees. D) Type J, unlike Type A, environments embrace consensual decision making and have a concern for the employee's life at work and outside of work.