Management 3370 Final

Motivation is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal. It is the driving force behind individuals' actions and behaviors, influencing their level of commitment and determination. Motivation can be intrinsic, coming from within oneself, or extrinsic, stemming from external factors such as rewards or recognition. It plays a crucial role in goal achievement and is essential for maintaining focus and perseverance in the face of challenges and obstacles.

A goal refers to a specific target, objective, or result that an individual or organization aims to achieve. It represents a desired outcome and serves as a guiding principle for planning and decision-making. Goals provide direction, focus, and motivation to individuals or teams, helping them stay on track and work towards achieving their desired results.

The correct answer suggests that the motivation of Asa and Ruby is directly related to their individual needs. This means that their employer should consider their specific needs in order to effectively motivate them. This implies that Asa and Ruby have different needs based on their personal circumstances (such as being married with children or having recently purchased a new car), and their motivation will be influenced by these factors.

Goal specificity refers to the level of detail and clarity in a goal. It indicates how well-defined and unambiguous a goal is. When goals are specific, they leave no room for interpretation or confusion, and individuals have a clear understanding of what needs to be achieved. This helps in enhancing motivation, focus, and performance as individuals can effectively plan and work towards achieving the goal. Therefore, goal specificity is the extent to which goals are detailed, exact, and unambiguous.

Leadership is the correct answer because it refers to the process of influencing others to achieve group or organizational goals. Effective managers need to possess leadership skills in order to guide and motivate their team members towards achieving common objectives. Leadership involves inspiring and influencing others, setting a vision, making important decisions, and providing guidance and support to achieve desired outcomes. It is a crucial aspect of effective management and plays a significant role in achieving success in any organization.

Kinesics refers to the movements of the body and face in nonverbal communication. It includes gestures, facial expressions, body posture, and other physical movements that convey meaning and emotions. By using kinesics, individuals can express themselves, communicate intentions, and convey messages without using words. Proxemics refers to the study of personal space and how individuals use and perceive space in social interactions. Paralanguage refers to the nonverbal elements of speech, such as tone, pitch, and volume. Pseudo-language and semiotics are not directly related to body and facial movements in nonverbal communication.

Managers generally prefer and utilize oral communication more than written communication. This is because oral communication allows for immediate feedback, clarification, and the ability to convey tone and emotion. It also promotes a more personal and interactive communication style. On the other hand, managers may be less receptive to using written communication as it lacks the advantages of oral communication and can be more time-consuming and prone to misinterpretation. Written communication also requires careful planning and organization to ensure clarity and effectiveness.

The correct answer is achievement-oriented. This is because the statement mentions that John Mack set challenging goals for his employees and had high expectations for them. This indicates that he focused on pushing his employees to achieve their best and emphasized on accomplishing goals and targets.

According to equity theory, when employees perceive underreward, they tend to experience anger or frustration. This means that if employees feel that they are not being adequately rewarded or compensated for their efforts and contributions in comparison to others, they may become dissatisfied and feel unfairly treated. This perception of underreward can lead to negative emotions and potentially impact their motivation and overall job satisfaction.

Don Vlcek is discussing the importance of properly defining goals and states that vague goals are worthless. He provides an example of a clear and useful goal, which is to increase productivity by 12 percent within three weeks. This indicates that Vlcek is emphasizing the significance of having specific goals rather than vague ones. Therefore, the correct answer is "goal specificity."

Successful leaders are confident about their ability to make long-term strategic decisions even if the decisions seem risky to others. This statement suggests that successful leaders possess the self-assurance and conviction to make bold decisions, even in the face of potential criticism or opposition. They trust their judgment and are willing to take calculated risks for the benefit of their organization. This confidence is a key attribute that sets successful leaders apart from non-leaders, who may lack the same level of conviction or willingness to take risks.

Marriott used benchmarking to improve the quality of service it offered its customers. Benchmarking involves comparing one's own practices, processes, and performance against those of competitors or industry leaders in order to identify areas for improvement and implement best practices. By asking corporate guests to comment on their stay and compare Marriott to its competition, Marriott was able to gather valuable information and insights that it could use to make necessary adjustments and enhancements to its service.

According to the path-goal theory of leadership, participative leadership involves consulting employees for their suggestions and input before making decisions. This style of leadership encourages collaboration and involvement from team members, allowing them to contribute their ideas and perspectives. By including employees in the decision-making process, participative leaders foster a sense of ownership and commitment among team members, leading to increased job satisfaction and motivation. This approach is effective in situations where employees have the knowledge and expertise to contribute valuable insights and when their input is valued and implemented.

People perceive according to personaloty-, psychology-, and experience-based filters. This means that individuals' perception is influenced by their unique personality traits, psychological factors, and past experiences. These filters shape how people pay attention to stimuli, how they organize and interpret what they pay attention to, and how they remember things. Therefore, perception is not a universal process, but rather a subjective and individualized experience.

Negative reinforcement is also called avoidance learning because it involves the removal or avoidance of an unpleasant stimulus in order to increase the likelihood of a desired behavior. In negative reinforcement, a behavior is strengthened by the removal of an aversive stimulus. This creates an association between the behavior and the removal of the aversive stimulus, leading to the avoidance of the aversive stimulus in the future.

Selective perception refers to the cognitive bias where individuals tend to notice and accept information that aligns with their existing values, beliefs, and expectations, while disregarding or rejecting information that contradicts them. This bias can influence how individuals interpret and make sense of the world around them, as they selectively focus on information that confirms their preconceived notions and filter out anything that challenges or contradicts them. As a result, selective perception can lead to a distorted understanding of reality and hinder objective judgment and decision-making.

Honesty refers to the extent to which leaders are truthful with others. It is a trait that reflects transparency, integrity, and trustworthiness. Leaders who are honest are open and sincere in their communication, and they prioritize telling the truth even in difficult situations. Honesty is essential for building strong relationships, fostering trust, and promoting ethical behavior within a team or organization. It enables leaders to establish credibility and authenticity, which are crucial for effective leadership.

Procedural justice refers to the fairness of the process used to make reward allocation decisions in equity theory. This means that individuals perceive fairness when the procedures used to determine how rewards are distributed are transparent, consistent, and free from bias. It emphasizes the importance of fair decision-making procedures rather than the actual outcomes or distribution of rewards.

Cluster and gossip are the two primary types of grapevine communications networks. In a cluster network, information is shared within a specific group or cluster of individuals, often based on their proximity or common interests. This type of network allows for the quick and efficient dissemination of information within the cluster. Gossip network, on the other hand, refers to the spread of information through informal and often unreliable channels. This type of network is characterized by rumors and hearsay, and information may be distorted or exaggerated as it passes from person to person.

The correct answer is that hearing is the act of perceiving sounds, while listening is the act of making a conscious effort to hear. This explanation clarifies the distinction between hearing and listening by stating that hearing is the passive process of perceiving sounds, while listening involves actively paying attention and making an intentional effort to understand and interpret what is being heard.

Koresh used charismatic leadership to create strong relationships with his followers who were willing to die for him. Charismatic leadership is characterized by a leader's ability to inspire and influence others through their personal qualities and charm. Koresh likely possessed qualities that attracted and captivated his followers, such as his charisma, persuasive communication skills, and the ability to instill a sense of purpose and devotion. This type of leadership often creates a strong emotional bond between the leader and their followers, leading to a high level of commitment and loyalty.

The three basic control methods are concurrent control, feedback control, and feedforward control. Concurrent control involves monitoring and adjusting ongoing processes in real-time. Feedback control involves using information from past performance to make adjustments and maintain desired outcomes. Feedforward control involves anticipating potential issues or deviations and taking proactive measures to prevent them. These three methods provide a comprehensive approach to effectively managing and optimizing control systems in various contexts.

Feedforward control is a type of control system that takes action in anticipation of a problem or deviation. In this scenario, the supplier of the window assemblies shipped a sample to the car manufacturer for testing before sending the entire order. By doing so, they are implementing feedforward control to ensure that the window assemblies meet the required specifications before mass production. This proactive approach helps to prevent any potential issues or defects in the final product.

For workers to truly accept organizational goals, they must trust management. Trust is an essential factor in building a positive and productive work environment. When workers trust management, they are more likely to believe in the goals set by the organization and work towards achieving them. Trust fosters open communication, collaboration, and a sense of loyalty, which are all crucial for the success of any organization. Without trust in management, workers may resist or be skeptical of organizational goals, leading to a lack of commitment and potentially hindering the achievement of those goals.

According to the attribution theory, the fundamental attribution error occurs when individuals tend to overemphasize dispositional factors (such as personality traits) and underestimate situational factors when explaining someone else's behavior. In this case, if the employer solely blames Karl for the accident without considering the fact that Karl was trying to reach a high shelf and did not have access to a ladder, it would be an example of the fundamental attribution error. The employer is attributing the accident solely to Karl's personal choice and ignoring the situational factors that led to his actions.

Extrinsic rewards are exemplified by bonuses, trophies, and plaques. These rewards are external to the task itself and are given as recognition or incentives for completing a task or achieving a specific goal. They are tangible and can be seen or touched, providing a physical representation of accomplishment. Extrinsic rewards are often used to motivate individuals to perform better or to encourage specific behaviors. They are different from intrinsic rewards, which are the internal satisfaction or enjoyment that comes from performing a task for its own sake.

All of these statements about the importance of communication are true. Effective communication is crucial for basic management processes as it ensures clear understanding and coordination among team members. Oral communication is indeed a vital skill for college graduates entering the workforce as it facilitates effective collaboration and expression of ideas. Poor communication skills can hinder career advancement as it affects relationships, teamwork, and overall productivity. Communication is particularly important for top managers as they need to effectively convey goals, strategies, and expectations to their teams. Therefore, all the given statements accurately highlight the significance of communication in various aspects of professional life.

The given passage states that Ford Motor Company is aiming to create a culture shift and mass-produce leaders within the organization. These leaders, referred to as "warrior-entrepreneurs," are expected to possess several qualities and abilities. They should be able to take a long-term perspective, meaning they can think beyond immediate goals and consider the future implications of their actions. They should also be able to inspire and motivate employees to embrace change, as the company is undergoing an organizational overhaul. Additionally, they should understand that results are more important than processes, indicating that they prioritize outcomes over rigid adherence to procedures. Lastly, they should be architects rather than builders, meaning they focus on designing and strategizing rather than solely executing tasks. Therefore, the correct answer is that Ford's "warrior-entrepreneurs" are expected to do all of these things.

By doing away with traditional titles and bosses, W. L. Gore encourages a more horizontal communication style. Horizontal communication refers to communication that occurs between individuals at the same level in an organization, such as between associates. This type of communication promotes collaboration, teamwork, and the sharing of ideas and information among peers.

In a gossip chain type of grapevine communication network, information is shared by one highly connected individual with many other managers and workers. This means that the information spreads through a series of individuals who pass it on to others, creating a chain-like structure. This type of communication network is characterized by the rapid spread of information, as the highly connected individual serves as a central source of information dissemination.

Counseling is the correct answer because it refers to communication with someone about non-job-related issues that may be affecting or interfering with their performance. Counseling involves providing support, guidance, and advice to help individuals address personal issues that may be impacting their work. This type of communication aims to identify and resolve any challenges or obstacles that may be hindering the person's performance and overall well-being.

The two basic needs categories are extrinsic and intrinsic needs. Extrinsic needs refer to external motivators such as rewards, recognition, and status, which are driven by external factors. Intrinsic needs, on the other hand, are internal motivators such as personal growth, autonomy, and purpose, which are driven by internal factors. Research evidence supports the existence of these two categories, highlighting the importance of both external and internal motivators in fulfilling individuals' needs.

The correct answer is "expectancy" because according to the explanation provided, students' motivation to participate in teaching evaluations is influenced by their expectation that they will be able to provide meaningful feedback. This suggests that students are concerned with whether their efforts will be worth it, which aligns with the concept of expectancy in expectancy theory.

Creating a union at their place of employment allows workers to collectively negotiate for higher wages, which in turn increases their outcomes. By joining forces and bargaining as a group, workers can address their concerns about being underpaid and strive for fairer compensation. This mechanism helps restore equity by improving the financial outcomes for workers, ensuring they receive better wages for their work.

The normative decision theory helps managers determine how much employee participation should be used in decision making. This theory provides guidelines and frameworks for managers to assess the situation and determine the appropriate level of employee involvement in the decision-making process. It recognizes that different situations may require varying degrees of employee participation and allows managers to make informed decisions on how to involve employees in the decision-making process.

The correct answer is safety. Both Schlage and Clorox are appealing to consumers' need for safety by emphasizing the protection and elimination of germs that their products provide. This aligns with Maslow's hierarchy of needs, as safety is one of the fundamental needs that individuals strive to fulfill.

Concern for people is another term for considerate leadership behavior. This type of leadership focuses on the well-being and needs of the employees. Leaders who exhibit concern for people prioritize building relationships, supporting their team members, and showing empathy. They actively listen to their employees, provide support and encouragement, and create a positive work environment. This leadership style promotes teamwork, employee satisfaction, and engagement, ultimately leading to higher productivity and success for the organization.

Overreward is not a type of reinforcement contingency because it refers to excessively rewarding behavior, which can lead to negative consequences such as entitlement or a decrease in motivation. In contrast, the other options listed are all types of reinforcement contingencies commonly used in behavior modification. Negative reinforcement involves removing an unpleasant stimulus to increase the likelihood of a behavior, punishment involves adding an aversive stimulus to decrease the likelihood of a behavior, extinction involves withholding reinforcement to decrease the likelihood of a behavior, and positive reinforcement involves adding a desirable stimulus to increase the likelihood of a behavior.

Transactional leadership is based on an exchange process, in which followers are rewarded for good performance and punished for poor performance. This style of leadership focuses on setting clear expectations, providing rewards and recognition for meeting goals, and implementing corrective actions for underperformance. Transactional leaders use a system of rewards and punishments to motivate their followers and ensure that tasks are completed efficiently. They emphasize the importance of meeting targets and adhering to established procedures and policies. This style of leadership is often effective in situations where routine tasks need to be accomplished and immediate results are required.

The behavior of these card players is motivated by a variable ratio reinforcement schedule. In this type of schedule, the reinforcement (winning a $100,000 pot) is delivered after an unpredictable number of responses (playing high-stakes poker). The players do not know how many hands they need to play before winning, which creates excitement and keeps them motivated to continue playing. This type of reinforcement schedule is highly effective in maintaining behavior because it leads to high response rates and persistence.

In this scenario, Dieter Zetsche, as the chief executive of DaimlerChrysler, is explaining to unionized employees why the company had to reduce healthcare coverage for its employees. This indicates that he is communicating information from a higher level (the management) to a lower level (the employees). Therefore, this type of communication is considered downward communication, where information flows from superiors to subordinates.

The given answer, "high valence," suggests that engineering students who believe their efforts in filling out a teaching evaluation will lead to better teaching have a positive attitude towards the outcome. Valence refers to the value or desirability of an outcome. In this case, the outcome of improved teaching is considered important by engineering students, indicating a high valence. This means that they are motivated to fill out the evaluation because they believe it will result in a positive outcome.

The correct answer is bureaucratic. In the first instance, the manager fired the employee for giving free food to his friends, which indicates that she followed the rules and policies strictly, without any leniency. In the second instance, the manager rewarded the employee for staying late to help someone, showing that she also rewards employees who go above and beyond their duties. These actions demonstrate a bureaucratic control style, where the manager enforces rules and regulations consistently and rewards or punishes employees based on their adherence to those rules.

According to equity theory, outcomes refer to the rewards or benefits that individuals receive as a result of their efforts or performance. In this context, the outcomes for female athletes refer to media coverage, access, promotion, and institutional support, which are all examples of rewards or benefits that women in sports may receive. However, the question suggests that there are significant discrepancies between men's and women's sports in terms of these outcomes, indicating that women may receive less of these rewards or benefits compared to men.

The basic perception process involves several steps, including attention, organization, interpretation, and retention. Analysis, however, is not considered one of the steps in the process. Analysis typically refers to the breaking down of information or data into smaller parts to understand its components or relationships, whereas perception is more focused on how we perceive and make sense of the world around us. Therefore, analysis is not included in the basic perception process.

O'Neal demonstrated a high power position. This is evident from his actions of firing the entire management committee and two senior executives who were not willing to follow his orders unquestioningly. This suggests that O'Neal had the authority and ability to make these decisions, indicating a high power position.

The correct answer is trait theory. Trait theory suggests that certain stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior, form the foundation for effective leadership. This theory focuses on identifying the specific traits and qualities that make individuals natural leaders, and suggests that these traits are inherent and difficult to develop or change.

The passage describes Malcolm Thompson as someone who loves turning ideas into companies and shaping businesses to meet evolving challenges. He believes that there are always new opportunities and obstacles along the road, and he constantly looks for the next problem and solution. These characteristics align with those of a visionary leader, who is known for their ability to envision and drive change, and who constantly seeks new opportunities and solutions.

Behavior control refers to the regulation of workers' actions and routines on the job, ensuring that they adhere to specific guidelines and protocols. On the other hand, output control measures the results or outcomes of employees' efforts, focusing on the achievement of specific goals and targets. This means that behavior control is concerned with monitoring and directing employees' actions, while output control is focused on evaluating the outcomes or outputs of their work.

Unethical charismatics are leaders who prioritize their own interests over the well-being of their organization and followers. They manipulate and control their followers, only sharing information that benefits themselves and seeking positive feedback. Their moral standards prioritize their own interests above everyone else's.