Motivation and Organizational Behavior Quiz

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Questions and Answers

What is the definition of motivation?

The psychological forces that influence the direction of a person's behavior in an organization.

The psychological forces that influence a person's level of effort in an organization.

The psychological forces that influence a person's level of persistence in an organization.

All of the above. (correct)

Which of the following is NOT a component of motivation?

Compensation (correct)

Direction

Persistence

Effort

What type of behavior is performed for its own sake?

Extrinsically motivated behavior

Intrinsically motivated behavior (correct)

Prosocially motivated behavior

None of the above

What is the term for anything a person contributes to their organization?

Input (D) Signup and view all the answers

Which theory states that motivation is high when workers believe high effort leads to high performance and high performance leads to desired outcomes?

Expectancy theory (D) Signup and view all the answers

Which of the following is NOT a component of expectancy theory?

Equity (D) Signup and view all the answers

What does expectancy refer to in expectancy theory?

The perception of the relationship between effort and performance (C) Signup and view all the answers

Instrumentality in expectancy theory refers to:

The belief that performance leads to desired outcomes (B) Signup and view all the answers

Which of the following would likely have a high valence for an employee?

A promotion to a more challenging role (C) Signup and view all the answers

According to expectancy theory, what can an organization do to increase employee motivation?

All of the above (D) Signup and view all the answers

What does a 'tall organization' have relative to its size?

More levels of authority (D) Signup and view all the answers

Which of these options defines a 'staff manager'?

A manager who oversees a specific functional area (C) Signup and view all the answers

What is the span of control?

The number of subordinates who report directly to a manager. (B) Signup and view all the answers

Which type of organization structure is more likely to have a longer decision-making process?

Tall Organization (C) Signup and view all the answers

What is an example of a mechanism used to increase communication and coordination?

Task Force (B) Signup and view all the answers

What is a strategic alliances?

A formalized agreement between two or more companies to exchange or share resources. (D) Signup and view all the answers

Decentralizing authority means:

Giving lower-level managers the right to make crucial decisions about how to use resources. (B) Signup and view all the answers

Which of the following is NOT a trait of effective leadership according to the Trait Model?

Intimidation (A) Signup and view all the answers

The Behavior Model identifies two basic types of behavior that leaders engage in to influence their subordinates. What are these two behaviors?

Consideration and Initiating Structure (C) Signup and view all the answers

Which of these is an example of 'Initiating Structure' behavior?

Clearly defining roles and responsibilities for each team member. (D) Signup and view all the answers

Which of the following statements is accurate regarding the Contingency Models of Leadership?

Contingency Models acknowledge that leadership effectiveness is a result of the interplay between the leader, their actions, and the specific circumstances. (C) Signup and view all the answers

According to Fiedler's Model, what is the manager's characteristic approach to leadership called?

Leadership Style (A) Signup and view all the answers

Which of the following situations might require a manager to prioritize 'consideration' behavior?

A team member is struggling to meet deadlines due to a personal crisis. (C) Signup and view all the answers

Which of the following is NOT a factor that might influence a manager’s decision to change their leadership behaviors?

The weather conditions affecting the work environment. (B) Signup and view all the answers

Which of the following is a potential benefit of using the Behavior Model to guide leadership behavior?

The Behavior Model provides managers with a framework to adapt their leadership style based on the needs of the situation and their team members. (C) Signup and view all the answers

Which of the following is a potential drawback of the Trait Model of Leadership?

Trait Model can create unrealistic expectations of leaders, leading to disappointment and disillusionment. (C) Signup and view all the answers

Which of the following is a potential benefit of using Contingency Models in leadership development?

Contingency Models emphasize the importance of understanding the situation and adapting leadership behavior accordingly. (A) Signup and view all the answers

What is the primary focus of the Age Discrimination in Employment Act?

To restrict mandatory retirement and protect those over 40 (D) Signup and view all the answers

Which act requires employers to provide accommodations for individuals with disabilities?

Americans with Disabilities Act (B) Signup and view all the answers

What type of leave does the Family and Medical Leave Act mandate for employees?

Unpaid leave for medical and family reasons (B) Signup and view all the answers

What does the Pregnancy Discrimination Act specifically prohibit?

Discrimination against women on the basis of pregnancy and childbirth (D) Signup and view all the answers

Which law allows the awarding of punitive damages in cases of intentional discrimination?

Civil Rights Act of 1991 (A) Signup and view all the answers

Which of the following ratios evaluates how well a company manages its resources to meet short-term debt obligations?

Current Ratio (A) Signup and view all the answers

What does the formula 'Sales Revenues - Cost of Goods Sold / Sales Revenues' calculate?

Gross Profit Margin (B) Signup and view all the answers

A company's inventory turnover ratio is 10. What does this indicate?

The company's inventory is moving quickly, indicating efficient inventory management. (B) Signup and view all the answers

What is the primary purpose of 'Stretch Goals' in goal setting?

To challenge and motivate managers, pushing them beyond their comfort zones. (B) Signup and view all the answers

Which ratio is used to measure how much debt a company uses to finance its operations compared to its total assets?

Debt-to-Assets Ratio (B) Signup and view all the answers

What does the formula '(Profit Before Interest and Taxes) / Total Interest Charges' represent?

Times-Covered Ratio (A) Signup and view all the answers

How does the 'Days Sales Outstanding' ratio relate to a company's financial performance?

It measures the number of days it takes a company to collect its receivables. (B) Signup and view all the answers

What is the primary distinction between the 'Current Ratio' and the 'Quick Ratio'?

The Current Ratio includes inventory in its calculation, while the Quick Ratio excludes inventory. (A) Signup and view all the answers

Which of the following correctly describes the primary function of activity ratios?

To measure how efficiently a company utilizes its assets to generate value. (A) Signup and view all the answers

Study Notes

Learning Objectives (Chapter 7)

Identify factors influencing managers' choice of organizational structure
Explain how managers group tasks into motivating and satisfying jobs for employees
Describe types of organizational structures and why one is chosen over another
Explain the need for managers to coordinate jobs, functions, and divisions using the hierarchy of authority and integrating mechanisms
Describe how technology aids in building strategic alliances and network structures to enhance efficiency and effectiveness

Designing Organizational Structure

Organizing is the process by which managers establish the structure of working relationships among employees to achieve goals
Organizational Structure is a formal system of task and reporting relationships that coordinates and motivates organizational members to reach organizational goals

Factors Affecting Organizational Structure

Organizational environment
Strategy
Technology
Human resources

Job Design

Job Design is the process managers use to divide tasks into specific jobs
Job Simplification is reducing the number of tasks each worker performs
Job Enlargement is increasing the number of different tasks in a given job by altering the division of labor
Job Enrichment is increasing the degree of responsibility a worker has over a job

Job Characteristics Model

Skill variety: Employee range of skills used
Task identity: Worker's involvement in all aspects of the production process
Task significance: Worker's feeling that the task is meaningful to the organization
Autonomy: Employee freedom to schedule tasks and carry them out
Feedback: Worker receiving direct feedback on job performance

Grouping Jobs into Functions

Functional Structure is the organizational structure that combines all departments required to produce a company's goods or services.
Functional Structure (Home Depot) Advantage: Promotes learning among employees performing similar jobs; Easy for managers to monitor and evaluate workers
Functional Structure (Home Depot) Disadvantage: Difficulties with communication between departments, Departments focus on department goals rather than organizational goals

Divisional Structures

Composed of separate business units where functions work together to produce a specific product for a specific customer
Product Structure: Each product line or business is served by its own division
Advantages of Product Structure: Functional managers specialize in one product area; Division managers become experts in their area; Corporate managers do not need direct supervision of the division; Divisional management improves the use of resources
Geographic Structure: Each region or country is served by a self-contained division
Global Geographic Structure: Managers locate different divisions in each world region where the organization operates
Global Product Structure: Not the country or regional managers, but the product divisions, decide where to manufacture and market their products in foreign countries
Market Structure: Each kind of customer is served by a self-contained division.

Matrix Design Structure

Organizational structure grouping people and resources by both function and product
Product structure: Employees are permanently assigned to a cross-functional team

Coordinating Functions and Divisions

Authority: Power to hold people responsible for actions and decisions about organizational resources
Hierarchy of Authority: Organization's chain of command
Span of Control: Number of subordinates reporting directly to a manager
Line Manager: Individual in the chain of command with formal authority over people and resources
Staff Manager: Individual responsible for managing a specialist function like finance or marketing

Tall and Flat Organizations

Tall Organization: Many levels of organizational hierarchy relative to company size.
Flat Organization: Fewer levels of organizational hierarchy relative to company size.

Centralization and Decentralization of Authority

Decentralizing Authority: Giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources

Integrating and Coordinating Mechanisms

Integrating Mechanisms: Tools to increase communication and coordination among functions and divisions
Liaison Roles: A role to facilitate communication and coordination among individuals in different departments
Task Forces: Group of managers from different departments working together to perform organizational tasks
Cross-Functional Teams: Group of managers from different departments performing organizational tasks
Integrating Roles: A position or role whose sole purpose is to integrate different areas of the organization

Strategic Alliances

Formal agreements that engage two or more companies to exchange and share resources in order to produce a desired product
B2B network structure: A series of strategic alliances that an organization creates to ensure it can produce and market a product
Outsource: Using outside suppliers and manufacturers to produce goods and services
Boundaryless Organization: Members are linked through technology rather than seeing each other daily

Knowledge Management Systems

Company-specific virtual information system that systematizes the knowledge of employees and facilitates sharing and integration of expertise.

Organizational Control

Controlling: Process where managers monitor and regulate how effectively and efficiently an organization and its members are performing the activities necessary to achieve organizational goals

Control Systems and Technology

Formal target-setting, monitoring, evaluation, and feedback systems to track how well the company’s strategy and structure are performing.

Control Systems and its elements

Be flexible so managers can respond quickly to organizational changes
Provide accurate and timely info regarding organizational performance
Should be able to respond as needed, be accurate and provide info in a timely manner

Three Types of Control

Feedforward Control: Anticipate problems before they occur
Concurrent Control: Manage problems as they occur (immediate feedback) during the process
Feedback Control: Manage problems and correct errors after they arise

Four Steps in Organizational Control

Establish standards (goals) against which performance is evaluated
Measure actual performance
Compare actual performance against standards
Evaluate and initiate corrective actions if needed

Output Control

Financial measures of performance such as return on investment (ROI), liquidity ratios (current and quick ratios), profit margin
Organizational goals and operating budgets

Behavior Control

Direct supervision: Engaging in direct monitoring of an employee’s behavior
Management by Objectives (MBO): Establish goals and objectives with subordinates and evaluate extent to which they are being achieved.
The Balanced Scorecard: Financial, customer service, internal business processes, and organization's capacity for learning and growth.
Bureaucratic control: A comprehensive system of rules and standards to control behavior

Organizational Culture and Control

Organizational Culture: Shared beliefs, expectations, values, norms, work routines that influence how members relate and work together to achieve organizational goals
Clan Control: Control exerted through shared values, norms, standards of behavior, and expectations

Adaptive versus Inert Culture

Adaptive Culture: Values and norms help build momentum and grow and change as needed for effectiveness
Inert Culture: Values and norms do not motivate employees or inspire them leading to stagnation and failure.

Organizational Change

Movement away from the current state to a desired future state to improve efficiency and effectiveness

Lewin's Force-Field Theory of Change

Two opposing forces impacting organizational change: Forces for change, Forces resisting change.
Three Stages: Unfreezing, Changing, Refreezing

Four Steps in Organizational Change Process

Assess the need for change
Decide on and define the change
Implementing the change
Evaluate the change

Organizational Learning

Process by which managers increase abilities of organizational members about how to understand and respond to changes, for decision making about implementing change

Implementing Change

Top-Down Change: Top managers initiate change throughout the organization
Bottom-up Change: Managers at all levels develop a change plan together

Recruitment and Selection

Recruitment: Activities to develop a pool of qualified candidates
Selection: Process to determine qualifications of job applicants and likelihood of successful job performance

Human Resource Planning

Human Resource Planning (HRP): Forecasting current and future human resources needs
Outsourcing: Using outside suppliers to perform services or build products
Job Analysis: Identifying tasks, duties, responsibilities of a job and knowledge, skills, and abilities that are required to perform the job
Recruiting - Internal Recruiting, External Recruiting, Lateral Move
Selection Process
Reliability: Measuring the same outcome every time
Validity: Measuring what is intended

Performance Appraisal and Feedback

Performance appraisal: Evaluating employee performance and contributions.
Objective appraisals: Numerical data, metrics
Subjective appraisals: Judgement-based appraisals
360-Degree appraisal: Evaluating performance by peers, subordinates, superiors, and clients
Formal appraisals: Evaluating performance at specified intervals
Informal appraisals: Evaluating ongoing performance

Pay and Benefits

Pay: Base salaries, pay raises, and bonuses
Pay Level: Relative position of an organization's pay compared to other organizations in the same industry
Benefits: Legally required benefits (social security, workers' compensation, unemployment insurance) and voluntary benefits (health insurance, retirement plans, daycare).
Benefits Plan types: Cafeteria-style benefit plans

Labor Relations

Activities managers engage in to create effective relationships with labor unions representing the workers' interests
Collective Bargaining: Negotiation process between labor unions and management to resolve conflicts and disputes.

Training and Development

Training: Teaching organizational members how to perform existing jobs, skills, knowledge
Needs Assessment: Evaluating what skills and knowledge employees need
Types of Training: Classroom instruction, on-the-job training, apprenticeships
Types of Development: Varied work experiences, formal education

Effective Communication

Communication: Sharing of info to understand between 2 or more parties
Communication process: Transmission phase (sending of messages/info) and feedback phase (ensuring common understanding)
Information Richness of communication media: Quality of info carried by different channels (Face-to-face, spoken communication electronically, personally addressed written, impersonal written)
Communication Networks: Formal (organizational chart), informal (grapevine) External (interest-oriented)
Communication Skills: Importance of managers as senders (clear, complete messages, appropriate mediums) and receivers (attention, listening, empathy)

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Description

Test your knowledge on motivation theories, components, and organizational behavior concepts. This quiz covers essential definitions and theories that influence workplace dynamics, including expectancy theory and organizational structure. Perfect for students and professionals looking to enhance their understanding of motivation in a work environment.