Chapter 16 – Motivating Employees
True/False
A MANAGER’S DILEMMA
1. According to the company profile in ―A Manager’s Dilemma,‖ the majority of employees at Grupo M
consist of highly educated professionals who work from their homes?
False (easy)
2. Ba sed on the company profile in ―A Manager’s Dilemma,‖ Grupo M has been profiled as a sweatshop
where employees work long hours in dirty, dimly lit factories.
False (easy)
WHAT IS MOTIVATION?
3. Motivation is an internal state that makes certain outcomes appear attractive.
True (easy)
4. The three key elements in the definition of motivation are effort, organizational goals, and needs.
True (difficult)
EARLY THEORIES OF MOTIVATION
5. Based on McClelland's three-needs theory, high achievers perform best when the odds are against them.
False (moderate)
CONTEMPORARY THEORIES OF MOTIVATION
6. The best managers are high in the need for power and high in the need for affiliation.
False (difficult)
7. People with a high need for affiliation prefer cooperative situations over competitive ones.
True (moderate)
8. People will do better when they get feedback on how well they're progressing toward their goals.
True (easy)
9. Reinforcement theory is related to an individual's belief that she is capable of performing a task.
False (moderate)
10. The key to reinforcement theory is that it ignores factors such as goals, expectations, and needs, and
focuses solely on what happens to a person when he takes some action.
True (difficult)
11. The lower a person's self-efficacy, the more confidence he has in his ability to succeed in a task.
False (moderate)
12. Reinforcement theorists believe that behavior is a function of its consequences.
True (easy)
MANAGING YOUR CAREER
13. According to a recent survey, the primary reason employees stay with their jobs is because of flexible work
hours.
False (moderate)
14. Adding vertical depth to a job is called job enlargement.
False (moderate)
15. Job design refers to the way tasks are combined to form complete jobs.
True (easy)
16. When a mail sorter's job is expanded to include mail delivery, the mail sorter has experienced job
enlargement.
True (easy)
17. Job enlargement increases job depth.
False (easy)
18. In the job characteristics model, task significance refers to the degree to which a job requires completion of
a whole and identifiable piece of work.
False (moderate)
19. According to the job characteristics model, task autonomy is not important.
False (moderate)
20. Guidance from the job characteristics model suggests that job enlargement should take place rather than
task specialization.
True (moderate)
21. According to equity theory, a person who earns $50,000 will be less satisfied with their pay than a person
who earns $100,000.
False (moderate)
22. Equity theory has three referent categories: other, system, and self.
True (moderate)
23. The three variables in Vroom's expectancy theory are valence, instrumentality, and expectancy.
True (moderate)
24. Vroom would say that if a person values an outcome, their effort to obtain that outcome will always be
great.
False (moderate)
CURRENT ISSUES IN MOTIVATION
25. Flextime is a scheduling system in which employees work four 10-hour days.
False (easy)
26. Performance-based compensation is probably most compatible with expectancy theory.
True (difficult)
27. Open-book management is a motivational approach in which an organization's financial statements are
opened to and shared with all employees.
True (moderate)
28. The loyalty of professionals is to their organization.
False (easy)
MANAGING IN AN E-BUSINES WORLD
29. The challenge to motivating employees in an e-business is much less compared to motivating employees in
a traditional organization.
False (easy)
30. Many employers are installing Web-monitoring software since there is no evidence that such efforts can
negatively affect employee morale.
False (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31. According to the company profile in ―A Manager’s Dilemma,‖ Grupo M is the largest employer in
______________.
a.the United States.
b.Mexico.
c.Brazil.
d.Dominican Republic. (moderate)
e.Switzerland
WHAT IS MOTIVATION?
32. ______________ is the willingness to exert high levels of effort to reach organizational goals, conditions by
the effort’s ability to satisfy some individual need.
a.Attribution
b.Motivation (easy)
c.Leadership
d.Goal setting
e.Tenure
33. The three key elements in the definition of organizational motivation are ______________, organizational
goals, and needs.
a. personality
b. ability
c. effort (easy)
d. tenure
e. strategy
34. ______________ is an internal state that makes certain outcomes appear attractive.
a. A need (easy)
b. Motivation
c. Leadership
d. Goal setting
e. Attribution
EARLY THEORIES OF MOTIVATION
35. Who developed the Hierarchy of Needs motivational theory?
a. Herzberg
b. Vroom
c. McGregor
d. Lawler
e. Maslow (easy)
36. An individual who wants to buy a home in an expensive neighborhood with a low crime rate is satisfying
which psychological needs state?
a. esteem
b. safety (moderate)
c. physiological
d. self-actualization
e. social
37. The drive to find food, drink, and sexual satisfaction is based on what level of need?
a. physiological (easy)
b. safety
c. self-actualization
d. social
e. esteem
38. The need for such factors as status, recognition, attention, self-respect, autonomy, and achievement are
examples of which of the following needs according to Maslow’s hierarchy of needs?
a. physiological
b. esteem (moderate)
c. social
d. self-actualization
e. safety
39. Joining a civic club because the members are considered to be very powerful and popular would be
satisfying which needs state?
a. safety
b. social
c. esteem (moderate)
d. self-actualization
e. physiological
40. Enjoying friendship with coworkers satisfies what need?
a. physiological
b. esteem
c. social (moderate)
d. self-actualization
e. safety
41. Growth, achieving one’s potential, and self-fulfillment, and the drive to become what one is capable of
becoming are characteristics of which need according to Maslow’s hierarchy?
a. physiological
b. esteem
c. social
d. self-actualization (moderate)
e. safety
42. A manager who believes that employees need constant control would be described as ______________
according to McGregor.
a. a Theory X manager (easy)
b. a Theory Y manager
c. a Theory Z manager
d. a human relations manager
e. needs hierarchy
43. Which of the following would describe the beliefs of a Theory Y manager?
a. People have little ambition.
b. Work is acceptable because of financial needs, but play is more natural.
c. Employees readily accept responsibility. (easy)
d. People dislike work.
e. Managerial direction of employees is essential.
44. According to Herzberg, in order to provide employees with job satisfaction, managers should concentrate
on
a. hygiene factors.
b. issues such as pay.
c. motivator factors. (moderate)
d. extrinsic factors.
e. non-motivators.
CONTEMPORARY THEORIES OF MOTIVATION
45. An individual who would enjoy taking on the challenge of personally redesigning the workflow of a
manufacturing line to improve employee productivity would probably be rated high on which of the following?
a. need for affiliation
b. need for impact
c. need for achievement (difficult)
d. need for power
e. need for control
46. According to McClelland, the need to make others behave in a way they wouldn't have behaved otherwise
is which of the following work motives?
a. need for achievement
b. need for power (easy)
c. need for affiliation
d. need for motivation
e. need for self-fulfillment
47. Which of the following suggests that there is a need to have good relationships at work?
a. need for achievement
b. need for power
c. need for fulfillment
d. need for affective connection
e. need for affiliation (moderate)
48. Which of the following is not true concerning high achievers?
a. They perform best when the success probability is fifty-fifty.
b. They dislike gambling when the odds are high.
c. They like a high probability of success. (moderate)
d. They like goals that cause themselves to stretch a bit.
e. They dislike achievement from accidents.
49. Which of the following is true concerning individuals who have a high need for achievement?
a. They desire to do many things with medium impact on quality.
b. They seek achievement but not personal responsibility.
c. They want slow but sure feedback on their performance.
d. They dislike succeeding by chanc
e. (difficult)
e. They enjoy very difficult tasks.
50. Employees can be trained to stimulate their ______________ needs.
a. affiliation
b. self-esteem
c. achievement (difficult)
d. power
e. self actualization
51. The best managers are high in the need for ______________ and low in the need for ______________.
a. achievement; power
b. power; affiliation (difficult)
c. affiliation; power
d. achievement; affiliation
e. power; achievement
52. Which of the following is an accurate statement concerning McClelland's three-needs theory?
a. High achievers are best motivated in jobs with low personal responsibility but high task difficulty.
b. High achievers tend to be good managers.
c. The best managers are high in need for power and low in need for affiliation. (difficult)
d. Employee need for achievement is innate and cannot be changed.
e. High achievers are poor salespersons.
53. The proposition that specific goals increase performance and that difficult goals, when accepted, result in
higher performance than easy goals is termed ______________.
a. self-efficacy.
b. reinforcement theory.
c. path-goal theory.
d. goal-setting theory. (moderate)
e. equity theory.
54. Which of the following best summarizes the relationship between goal setting and need for achievement
findings?
a. Goal setting is superior because it recommends setting difficult goals.
b. They are incompatible theories but there is no empirical research to support either claim.
c. Difficult goals are still recommended for most people because only 10-20 percent of people are
high achievers. (difficult)
d. Goal setting is not needed with high achievers.
e. They are very similar theories.
55. People will do better when they get ______________ because it helps identify discrepancies between what
they have done and what they want to do.
a. input
b. goals
c. equity
d. power
e. feedback (easy)
56. The higher your ______________ , the more confidence you have in your ability to succeed in a task.
a. self-efficacy (easy)
b. self-esteem
c. reinforcers
d. job scope
e. motivation
57. Reinforcement theorists believe that behavior results from which of the following?
a. external consequences (moderate)
b. internal personality traits, such as need for achievement
c. setting high goals
d. intrinsic satisfiers
e. hygiene factors
58. A ______________ is any consequence immediately following a response that increases the probability
that the behavior will be repeated.
a. goal
b. reinforcer (moderate)
c. conclusion
d. job characteristics model
e. valence
59. ______________ is the way tasks are combined to form complete jobs.
a. Job scope
b. Job enlargement
c. Job enrichment
d. Job design (moderate)
e. Job criteria
MANAGING YOUR CAREER
60. According to a recent survey, which of the following is the main reason employees stay with their jobs?
a.pleasant work environment
b.easy commute
c.challenging work
d.like co-workers (moderate)
e.flexible work hours
61. According to reinforcement theory, an individual would behave in a desired manner if which of the
following occurred?
a. Nothing happened when they acted appropriately.
b. They are punished for doing the wrong behavior.
c. They set specific, difficult goals to achieve.
d. They are immediately rewarded, such as a monthly bonus. (moderate)
e. Their inner drives create the necessary tension level.
62. According to reinforcement theory, if a manager catches an employee exhibiting unproductive behavior,
the recommended action for eliminating the behavior would be to ______________.
a. punish the behavior.
b. reward their good behavior.
c. reward other employees' good behavior.
d. punish other employees exhibiting similar unproductive behavior.
e. ignore the behavior. (difficult)
63. The number of different tasks required in a job and the frequency with which those tasks are repeated is
______________.
a. job scope. (moderate)
b. job enlargement.
c. job enrichment.
d. job design.
e. job criteria.
64. Horizontally expanding the tasks of a job is known by which of the following terms?
a. job enrichment
b. job enlargement (moderate)
c. task improvement
d. job expansion
e. right sizing tasks
65. ______________ is vertical expansion of a job by adding planning and evaluating responsibilities.
a. Job scope
b. Job enlargement
c. Job enrichment (moderate)
d. Job design
e. Job criteria
66. Job enrichment increases job ______________, which is the degree of control employees have over their
work.
a. breadth
b. scope
c. variety
d. depth (moderate)
e. feedback
67. Which of the following is not associated with job enrichment?
a. vertical expansion
b. adding planning tasks
c. increasing job scope (moderate)
d. adding evaluating responsibility
e. increased employee control
68. The research evidence on the use of job enrichment programs could be classified as ______________.
a. encouraging.
b. strongly supportive.
c. moderately supportive.
d. inconclusiv
e. (moderate)
e. unsupportive.
69. What theory provides a conceptual framework for analyzing jobs by analyzing five core dimensions?
a. reinforcement theory
b. job characteristics model (moderate)
c. job design
d. equity theory
e. expectancy theory
70. Which of the following, according to the job characteristics model, is the degree to which a job requires a
variety of activities so that an employee can use a number of different skills and talents?
a. task identity
b. autonomy
c. feedback
d. task significance
e. skill variety (easy)
71. Which of the following, according to the job characteristics model, is the degree to which a job requires
completion of a whole and identifiable piece of work?
a. skill variety
b. autonomy
c. task significance
d. task identity (easy)
e. feedback
72. The job characteristics model identifies ______________ as the degree to which a job has substantial
impact on the lives or work of other people.
a. task significance (moderate)
b. task identity
c. skill variety
d. autonomy
e. feedback
73. ______________ is the degree to which a job provides substantial freedom, independence and discretion to
the individual in scheduling the work and determining the procedures to be used in carrying it out.
a. Task significance
b. Task identity
c. Skill variety
d. Autonomy (easy)
e. Feedback
74. ______________ is the degree to which carrying out the work activities required by a job results in an
individual's obtaining direct and clear information about the effectiveness of her performance.
a. Task significance
b. Task identity
c. Skill variety
d. Autonomy
e. Feedback (moderate)
75. In the job characteristics model, which combination of core job dimensions combine to produce
experienced meaningfulness of work by the employee?
a. skill variety, feedback, and autonomy
b. autonomy, task significance, and task identity
c. task identity, skill variety, and task significance (moderate)
d. task significance, task identity, and feedback
e. task identity, feedback, and autonomy
76. Which of the following personality variables moderates the relationship between job dimensions and
outcomes according to the job characteristics model?
a. need for achievement
b. growth need (difficult)
c. locus of control
d. risk taking
e. need for power
77. The job characteristics model provides guidance to managers concerning ______________.
a. job redesign. (easy)
b. employee selection.
c. pay satisfaction.
d. collective bargaining.
e. strategic planning.
78. According to the job characteristics model, ______________ suggests that managers should design tasks
that form an identifiable and meaningful whole.
a. combining tasks
b. creating natural work units (moderate)
c. opening feedback channels
d. expanding jobs vertically
e. establishing client relationships
79. Which of the following is an accurate statement about equity theory?
a. It explains why a factory worker resents how much professional baseball players make.
b. It suggests that people will feel fairly treated if they receive pay increases.
c. It is based on perceptions of our own situation to others who are like us. (moderate)
d. It is a theory based on needs.
e. It is a motivational theory based on our job characteristics.
80. In ______________ an employee compares his job's inputs-outcomes ratio with that of relevant others and
then corrects any inequity.
a. reinforcement theory
b. the job characteristics model
c. job design
d. equity theory (moderate)
e. expectancy theory
81. Which of the following is not an input according to equity theory?
a. effort
b. experience
c. pay level (easy)
d. education
e. job tenure
82. If a manager seeks equity by rethinking his situation and deciding that "on second thought my office is
nicer because it has better carpet," this manager is seeking equity through which of the following methods?
a. increasing his outcomes
b. decreasing comparison other outcomes
c. distorting others' outcomes (difficult)
d. leaving the situation
e. choosing a new comparison other
83. Based on equity theory, asking the boss to give a "comparison other" at work more responsibility is to seek
equity through which of the following methods?
a. decreasing your inputs
b. increasing comparison other outcomes
c. decreasing your outcomes
d. cognitively distorting the situation
e. increasing comparison other inputs (moderate)
84. Organizational pay policies are what type of referent according to equity theory?
a. other
b. system (difficult)
c. internal
d. external
e. self
85. In general, the research support for equity theory could be described as ______________.
a. strong. (moderate)
b. moderate.
c. weak.
d. inconclusiv
e.
e. there has been very little research on equity theory.
86. In expectancy theory, the probability perceived by the individual that exerting a given amount of effort will
lead to a certain level of performance is ______________.
a. valence.
b. expectancy. (moderate)
c. consistency.
d. flexibility.
e. instrumentality.
87. Which expectancy theory linkage explains the belief by a student that studying hard results in obtaining
high test grades?
a. valence of reward
b. expectancy (difficult)
c. input to outcome
d. goal setting to achievement
e. instrumentality to reward
88. In expectancy theory, the degree to which the individual believes that performing at a particular level is
instrumental in leading to the attainment of a desired outcome is ______________.
a. valence.
b. expectancy.
c. consistency.
d. flexibility.
e. instrumentality. (moderate)
89. Which expectancy theory linkage explains the belief that having a high grade point average is critical in
obtaining a good job?
a. instrumentality (difficult)
b. expectancy
c. goal setting to achievement
d. valence
e. input to outcome
90. Which expectancy theory linkage explains the degree to which a student desires a good job?
a. expectancy
b. effort to performance
c. input to outcome
d. instrumentality
e. valence (moderate)
91. Which of the following is not an important issue surrounding equity theory?
a. It emphasizes payoffs.
b. It is important to understand why outcomes are important or unimportant.
c. Expected behaviors are important.
d. Reality is key. (difficult)
e. Individuals are expected to maximize needs and/or wants.
CURRENT ISSUES IN MOTIVATION
92. To maximize motivation among today's diverse work force, managers need to think in terms of
______________.
a. flexibility. (easy)
b. consistency.
c. needs.
d. wants.
e. organizational strategy.
93. A ______________ workweek is a workweek where employees work longer hours per day but fewer days
per week.
a.flexible
https://www.doczj.com/doc/5b5520797.html,pressed (easy)
c.congruent
d.parallel
94. ______________ is a scheduling system in which employees are free to vary work hours within certain
limits.
a. Compressed work week
b. Job sharing
c. Flextime (moderate)
d. Telecommuting
e. Job enlargement
95. What type of job scheduling option would allow two different employees to share one forty-hour-a-week
system's analyst position?
a. compressed work week
b. job sharing (easy)
c. flextime
d. telecommuting
e. job enlargement
MANAGING WORK FORCE DIVERSITY
96. At which of the following companies do new employees become a part of a mentoring group called
―Horizons?‖
a.Microsoft
b.Hewlett-Packard
c.IBM
d.Silicon Graphics (moderate)
e.Lucent Technologies
97. The linking by computer and modem of workers at home with co-workers and management at an office is
termed ______________.
a. job sharing.
b. compressed work week.
c. flextime.
d. telecommuting. (easy)
e. job enlargement.
98. Piece-rate pay plans, wage incentive plans, profit-sharing and lump-sum bonuses are examples of
______________ programs.
a. open-book management
b. expectancy theory
c. pay-for-performance (easy)
d. equity theory
e. job characteristics model
99. Performance-based compensation is probably most compatible with which motivational theory?
a. equity theory
b. goal setting theory
c. job characteristics model
d. expectancy theory (difficult)
e. reinforcement theory
100. ______________ is a motivational approach in which an organization's financial statements are opened to and shared with all employees.
a. Open-book management (easy)
b. Expectancy theory
c. Pay-for-performance
d. Equity theory
e. Job characteristics model
101. Successful motivation of professions requires that managers recognize that the loyalty of professionals is usually toward their ______________.
a. employer.
b. short-term financial well being.
c. long-term financial well being.
d. family.
e. profession. (moderate)
102. All of the following are mentioned in the text as suggestions to motivating professionals EXCEPT:
a.providing them with ongoing challenging projects.
https://www.doczj.com/doc/5b5520797.html,ing money and promotions. (moderate)
c.allowing them to structure their work in ways they find productive.
d.rewarding them with recognition.
103. Which of the following is not a suggestion for motivating employees?
a. recognize individual differences
b. make goals very difficult to achieve (easy)
c. match people to jobs
d. individualize rewards
e. don't ignore money
104. A review of eighty studies found which of the following methods produced the highest increases in productivity?
a. goal setting
b. job redesign
c. employee participation
d. monetary increases (moderate)
e. job/person match
105. Which of the following is NOT mentioned in the text as a suggestion to motivating employees in general?
a.recognize individual differences.
https://www.doczj.com/doc/5b5520797.html,e goals.
https://www.doczj.com/doc/5b5520797.html,e collective rewards. (moderate)
d.don’t ignore money.
e.link rewards to performance.
Scenarios and Questions
CONTEMPORARY THEORIES OF MOTIVATION
Changing Jobs (Scenario)
Marty sat in his favorite chair at home and pondered his work situation. The funding in his division had been cut by twenty-five percent but the numerical goals did not budge. Something had to change and he knew it was his job to figure out how to make the goals reachable. He had decided to try to make it work by changing the way tasks are combined in each job. First, he needed to know how many tasks there were to each job and how frequently each task is repeated. He also knew that because of the funding cut, people were going to be asked to increase their job tasks horizontally. But, he also felt that to balance this he should add planning and evaluating responsibilities. Together, even though the employees were clearly being asked to contribute more, he felt they would have a greater degree of control over their work. No one looked forward to this coming year ?? managers or staff ?? but it was do or die.
106. Which of the following is the term that describes "the way tasks are combined in each job"?
a. job enlargement
b. job scope
c. job enrichment
d. job design (difficult)
e. job depth
107. ______________ describes the degree of control employees have over their work.
a. job enlargement
b. job scope
c. job enrichment
d. job design
e. job depth (difficult)
108. Marty was also going to ask people to horizontally increase their jobs, also known as ______________.
a. job enlargement. (moderate)
b. job scope.
c. job enrichment.
d. job design.
e. job depth.
109. The vertical expansion of employees, or ______________, was also suggested by Marty.
a. job enlargement
b. job scope
c. job enrichment (moderate)
d. job design
e. job depth
A Management Tool (Scenario)
The managers wanted and needed something they could actually use as a tool for redesigning the jobs in their departments. They had now sat through four days of management training but so far, with all of the fancy theories, they had not received any specific guidance in this area. Finally, on the last day of the training, they learned about the job characteristics model. Sure, it still had all of the theory and other academic jargon, but it also provided some specific steps to help improve the core job dimensions.
110. One suggestion, ______________, encourages putting existing fragmented tasks back together to increase skill variety and task identity.
a. combining tasks (easy)
b. creating natural work units
c. establishing client relationships
d. expanding jobs vertically
e. opening feedback channels
111. Another suggestion, ______________, allows employees to judge the level of their performance.
a. combining tasks
b. creating natural work units
c. establishing client relationships
d. expanding jobs vertically
e. opening feedback channels (moderate)
112. ______________ can help partially close the gap between the "doing" and the "controlling" aspects of the job and increases employee autonomy.
a. combining tasks
b. creating natural work units
c. establishing client relationships
d. expanding jobs vertically (difficult)
e. opening feedback channels
113. The model also suggests that ______________ will increase employee "ownership" of the work and help them view their work as meaningful.
a. combining tasks
b. creating natural work units (difficult)
c. establishing client relationships
d. expanding jobs vertically
e. opening feedback channels
What Do You Expect? (Scenario)
The employees at Acme Toilets Inc. are not working as hard as Jill, their supervisor, would like. The salesmen aren't meeting their sales quotas, and Jill can't seem to motivate them to try harder. Jill has been studying expectancy theory and has decided to try to put it into practice.
114. Employees are never able to meet their sales quotas and believe that no matter how hard they work, they'll never meet them. They perceive the ______________ of their success to be low.
a. instrumentality
b. expectancy (difficult)
c. valence
d. performance-reward linkage
e. attractiveness of reward
115. Employees believe that they can make their sales quotas, but aren't sure that management will really reward them when they do. They perceive the ______________ to be low.
a. instrumentality (difficult)
b. expectancy
c. valence
d. effort-performance linkage
e. attractiveness of reward
116. Management has set the reward for meeting sales quotas at a lower level than last year. Employees perceive that the ______________ is low.
a. instrumentality
b. expectancy
c. valence (difficult)
d. performance-reward linkage
e. effort-performance linkage
117. Jill has arranged for the bonus system to be changed so that the bonus for meeting sales quotas is much higher than it has ever been before. Jill has altered the ______________.
a. instrumentality.
b. expectancy.
c. valence. (moderate)
d. performance-reward linkag
e.
e. effort-performance linkage.
CURRENT ISSUES IN MOTIVATION
Design Your Own Job (Scenario)
Terrence has been brought in to a high-tech company to institute family-friendly programs. He has decided that because of the diverse work force, alternative working hours will be very attractive to the employees.
118. Terrence is allowing two people to split a 40-hour-a-week job. They are splitting the work and the benefits in an arrangement termed ______________.
a. flexible work hours.
b. a compressed workweek.
c. flextime.
d. job sharing. (easy)
e. telecommuting.
119. Terrence allows employees to work four 10-hour days instead of the traditional five day workweek. This work arrangement is termed ______________.
a. home-based work.
b. a compressed workweek. (easy)
c. flextime.
d. job sharing.
e. telecommuting.
120. Some employees are working from home via computers. This work arrangement is termed ______________.
a. flexible work hours.
b. a compressed workweek.
c. flextime.
d. job sharing.
e. telecommuting. (easy)
Essay Questions
WHAT IS MOTIVATION?
121. In a short essay, define motivation and discuss the three key elements that can be seen in this definition.
Answer
Motivation is the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need. The three key elements that can be seen in this definition are effort, organizational goals, and needs. The effort element is a measure of intensity or drive. A motivated person tries hard. But high levels of effort are unlikely to lead to favorable job performance unless the effort is channeled in a direction that benefits the organization. A person should be seeking effort that is directed toward, and consistent with, organizational goals. A need refers to some internal state that makes certain outcomes appear attractive. An unsatisfied need creates tension that stimulates drives within an individual. These drives lead to a search behavior to find particular goals that, if attained, will satisfy the need and reduce the tension.
(moderate)
EARLY THEORIES OF MOTIVATION
122. In a short essay, list and discuss the five needs that are based on Maslow’s Hierarchy of Needs Theory.
Answer
a.Physiological needs – food, drink, shelter, and other physical requirements.
b.Safety needs –security and protection from physical and emotional harm, as well as assurance that
physical needs will continue to be met.
c.Social needs – affection, belongingness, acceptance, and friendship.
d.Esteem needs – internal esteem factors such as self-respect, autonomy, and achievement and external
esteem factors such as status, recognition, and attention.
e.Self-actualization needs –growth, achieving one’s potential, and sel f-fulfillment; the drive to become
what one is capable of becoming.
(easy)
123. In a short essay, list and discuss the three-needs theory according to David McClelland. Next, identify which of these needs has been studied most extensively and discuss the findings of this research.
Answer
The three-needs theory says there are three needs that are major motives in work. These three needs include the need for achievement which is the drive to excel, to achieve in relation to a set of standards, and to strive to succeed; the need for power which is the need to make others behave in a way that they would not have behaved otherwise; and the need for affiliation which is the desire for friendly and close interpersonal relationships. Of these three needs, the need for achievement has been researched most extensively. The findings show people with a high need for achievement are striving for personal achievement rather than for the trappings and rewards of success. They have a desire to do something better or more efficiently than it’s been done before. They prefer jobs that offer personal responsibility for finding solutions to problems, in which they can receive rapid and unambiguous feedback on their performance in order to tell whether they’re improving, and in which they can set moderately challenging goals. High achievers aren’t gamblers;
they dislike succeeding by chance. They are motivated by and prefer the challenge of working at a problem and accepting the personal responsibility for success or failure. An important point is that high achievers avoid what they perceive to be very easy or very difficult tasks.
(difficult)
124. In a short essay, discuss job design and describe how a manager could utilize job scope, job enlargement, job enrichment, and job depth to design motivating jobs.
Answer
Job design refers to the way tasks are combined to form complete jobs. Job design historically has concentrated on making jobs smaller and more specialized. Yet, when jobs are narrow in focus and highly specialized, motivating employees is a real challenge. Thus, many organizations have looked at other job design options. One of the earliest efforts at overcoming the drawbacks of job specialization involved the horizontal expansion of a job through increasing job scope—the number of different tasks required in a job and the frequency with which these tasks are repeated. For instance, a dental hygienist’s job could be enlarged so that in addition to dental cleaning, he or she is pulling patients’ files, r e-filing them when finished, and cleaning and storing instruments. This type of job design option is called job enlargement.
Another approach to designing motivating jobs is through the vertical expansion of a job by adding planning and evaluating responsibilities—job enrichment. Job enrichment increases job depth, which is the degree of control employees have over their work. In other words, employees are empowered to assume some of the tasks typically done by the managers. Thus, the tasks in an enriched job should allow workers to do a complete activity with increased freedom, independence, and responsibility. These tasks should also provide feedback so that individuals can assess and correct their own performance. For instance, in an enriched job, the dental hygienist, in addition to dental cleaning, could schedule appointments and follow up with clients.
(difficult)
125. In a short essay, list and discuss the five core dimensions that can describe any job according to the job characteristics model.
Answer
a.Skill variety – the degree to which a job requires a variety of activities so that an employee can use a
number of different skills and talents.
b.Task identity – the degree to which a job requires completion of a whole and identifiable piece of work.
c.Task significance – the degree to which a job has a substantial impact on the lives or work of other
people.
d.Autonomy – the degree to which a job provides substantial freedom, independence, and discretion to
the individual in scheduling the work and determining the procedures to be used in carrying it out.
e.Feedback –the degree to which carrying out work activities required by a job results in the individual’s
obtaining direct and clear information about the effectiveness of his or her performance.
(moderate)
126. In a short essay, discuss the equity theory and list five probable behavior responses that may occur when employees perceive an inequity.
Answer
The equity theory proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their inputs-outcomes ratios of relevant others. If an employee perceives his or her ratio to be equal to those of relevant others a state of equity exits. In other words, he or she perceives that the situation is fair. However, if the ratio is unequal, inequity exists and he or she views themselves as underrewarded or overrewarded. When inequities occur, employees attempt to do something about it. The equity theory proposes that employees might (1) distort either their own or others’ inputs or outcomes, (2) behave in some way to induce others to change their inputs or outcomes, (3) behave in some way to change their own inputs or outcomes, (4) choose a different comparison person, or
(5) quit their job.
(moderate)
127. In a short essay, discuss Victor Vroom’s expectancy theory and list and describe the three variables or relationships that support this theory.
Answer
Expectancy theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. It includes the following three variables or relationships.
a.Expectancy or effort-performance linkage –probability perceived by the individual that exerting a
given amount of effort will lead to a certain level of performance.
b.Instrumentality or performance-reward linkage –the degree to which the individual believes that
performing at a particular level is instrumental in attaining the desired outcome.
c.Valence or attractiveness of reward –the importance that the individual places on the potential
outcome or reward that can be achieved on the job. Valence considers both the goals and needs of the individual.
(moderate)
CURRENT ISSUES IN MOTIVATION
128. In a short essay, list and discuss four types of flexible working schedules that have been implemented by organizations as a response to the varied needs of a diverse workforce.
Answer
https://www.doczj.com/doc/5b5520797.html,pressed workweek – a workweek where employees work longer hours per day but fewer days per
week. The most common form is four 10-hour days (a 4-40 program). However, organizations could design whatever schedules they wanted to fit employees’ needs. This compressed workweek provi des employees with time off for running errands, pursuing hobbies, or taking care of family problems.
b.Flexible work hours (also known as flextime) – a scheduling system in which employees are required
to work a specific number of hours a week but are free to vary those hours within certain limits. In a flextime schedule, there are certain common core hours when all employees are required to be on the job, but starting, ending, and lunch-hour times are flexible. Flextime is one of the most desired benefits employees want from their employers.
c.Job sharing – the practice of having two or more people split a full-time job. This types of job schedule
might be attractive, for example, to individuals with school-age children or retirees, who want to work but do not want the demands and hassles of a full-time position.
d.Telecommuting –here, employees work at home and are linked to the workplace by computer and
modem. Many jobs can be done at home, and this approach might be close to the ideal job for some people as there is no commuting, flexible hours, freedom to dress as you please, and little or no interruptions from colleagues.
(easy)
129. In a short essay, discuss the unique problems faced in trying to motivate professional employees, contingent workers, and low-skilled, minimum-wage employees. Include a discussion of various methods that can be implemented to motivate these types of employees.
Answer
a.Motivating professionals –professionals are typically different from nonprofessionals. They have a
strong and long-term commitment to their field of expertise. They loyalty is more often to their
profession than to their employer. To keep current in their field, they need to regularly update their
knowledge, and because of their commitment to their profession they rarely define their workweek as
8am to 5pm five days a week. What motivates professionals? Money and promotions typically are low
on their priority list. Therefore, provide them with ongoing challenging projects. Give them autonomy
to follow their interests, and allow them to structure their work in ways they find productive. Reward
them with educational opportunities—additional training, workshops, attending conferences—that
allow them to keep current in their field. Also, reward them with recognition, and ask questions and
use other actions that demonstrate to them that you’re sincerely interested in what they’re doing and
value it.
b.Motivating contingent workers –contingent workers don’t have the security or stability that permanent
emp loyees have, and they don’t identify with the organization or display the commitment that other
employees do. Temporary workers also typically get little or no benefits such as health care or
pensions. There’s no simple solution for motivating contingent employees. What will motivate
involuntarily temporary employees? An obvious answer is the opportunity to become a permanent
employee. In cases in which permanent employees are selected from a pool of temps, the temps will
often work hard in hopes of becoming permanent. A less obvious answer is the opportunity for training.
The ability of a temporary employee to find a new job is largely dependent on his or her skills. If the
employee sees that the job he or she is doing can help develop marketable skills, then motivation is
increased.
c.Motivating low-skilled, minimum-wage employees –one of the toughest motivational challenges a
manager faces is how to achieve and keep high performance levels among these types of workers.
Although money is important a s a motivator, it’s not the only reward that people seek and that
managers can use. In motivating minimum-wage employees, managers should look at other types of
rewards that help motivate employee performance. One that many companies use is employee
recognition programs such as employee of the month, quarterly employee performance awards
ceremonies, or celebrations of employees’ accomplishments. These types of programs serve the
purpose of highlighting employees whose work performance has been of the type and level the
organization wants to encourage in all its employees.
(easy)
罗宾斯《管理学》内容概要 第一篇导论 1章管理者和管理 1、组织 组织(organization)的定义：对完成特定使命的人们的系统性安排 组织的层次：操作者(operatives)和管理者(基层、中层、高层) 2、管理者和管理 管理者(managers)的定义：指挥别人活动的人 管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。 管理追求效率(efficiency)和效果(effectiveness) 管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling) 管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。 管理者在不同的组织中进行着不同的工作。组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。 2章管理的演进 1、20世纪以前的管理： 亚当·斯密的劳动分工理论(division of labor)
产业革命(industrial revolution) 2、多样化时期（20世纪）： 科学管理(scientific management)：弗雷德里克·泰勒 一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach) 3、近年来的趋势（20世纪后期）：趋向一体化 过程方法(process approach) 系统方法(systems approach)：封闭系统和开放系统(closed systems) 权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异 4、当前的趋势和问题（21世纪）：变化中的管理实践 全球化(globalization) 工作人员多样化(work force diversity) 道德(morality) 激励创新(innovations)和变革(changes) 全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation) 工作人员的两极化(bi-modal work force)
罗宾斯《管理学》第11版知识点总结 第一章管理与组织导论 管理者之所以重要，是因为：时代的不确定性需要管理者的管理技能和能力；管理者对工作的顺利完成至关重要；管理者对组织举足轻重。 管理者通过协调和监管其他人的活动以达到组织目标。 基层-中层-高层管理者 组织是对人员的一种精心安排，以实现某个特定目标。 管理是协调和监管其他人的工作活动，从而使他们有效率，有效果地完成工作。 效率是指以尽可能少的投入获得尽可能多的产出。（正确地做事）效果是指完成工作活动以实现组织的目标。（做正确的事）三种描述管理者做什么的方法：职能、角色、技能。 管理职能： 亨利?法约尔一一计划、组织、指挥、协调、控制 当今本教材一一计划、组织、领导、控制 明茨伯格的管理角色： 人际关系角色（挂名首脑、领导者、联络者）、信息传递角色（监听者、传播者、发言人）、决策制定角色（企业家、混乱驾驭者、资源分配者、谈判者） 卡茨关于管理技能的理论： 技术技能、人际技能、概念技能 管理者面临的变化：数字化、对组织和管理伦理的更多强调、更激烈的竞争、不断变化的安全威胁；顾客重要性的提升、创新重要性的提升、可持续性重要性的提升。 为什么学管理？管理的普遍性；工作的现实；管理者的回报。 附加模块——管理史 亚当?斯密在1776年出版的《国富论》中提出了劳动分工/工作专业化。 管理方法的四个时期：古典方法（科学管理，一般管理）一一定量方法一一行为方法（早 期倡导者，霍桑研究，组织行为）一一当代方法（系统方法，权变方法） 科学管理弗雷德里克?泰勒以及弗兰克.吉尔布雷斯和莉莲.吉尔布雷斯 科学管理一一使用科学的方法来确定一种完成工作的最佳方法”。 泰勒一一生铁块搬运实验，砌砖实验 吉尔布雷斯夫妇测微计时表的发明 一般管理理论一一更多地关注管理者做什么以及什么构成了良好的管理行为。 法约尔一一管理职能，14条管理原则 马克思.韦伯一一德国社会学家，认为理想的组织类型是官僚行政组织一一一种以劳动分工、定义清晰的等级制、详细的规章制度以及非个人的关系为特征的组织形式。 组织行为学一一对工作中的人的行为进行研究的研究领域。 早期倡导者（人是企业最重要的资产）：罗伯特.欧文、雨果.芒斯特博格、玛丽.福莱特、 切斯特.巴纳德。 霍桑实验一一社会规范或群体标准是个体工作行为的主要决定因素。提出了人在组织中的作用。 定量管理采用定量技术来改进决策。（管理科学） 定量方法一一统计学、优化模型、信息模型和计算机模拟运用于管理活动。全面质量管理一一专注于持续改进以及对顾客的希望和需求作出回应。 系统一一封闭系统和开放系统。当管理者协调自己组织中各个部分的工作活动时，他们需要确保所有这些部分都在共同努力，以使组织的目标得以实现。系统方法意味着组织的某个部分的决策和行为将会影响组织的其他部分。系统方法认识到组织并不是自给自足的。 系统方法认为，一个组织从环境中获取输入，将这些资源转化或加工为输出，而这些输出又被分配到
●群体 群体：为了实现某个（些）具体目标而组合到一起的两个或更多相互依赖、彼此互动的个体 ·正式群体：由所在组织的结构所确定的、具有明确分工和任务的工作群体 ·非正式群体：为了满足成员们社会需求而自主组成的群体 ●群体发展的阶段 形成阶段：群体发展的第一个阶段，人们因为某种工作安排而加入群体，并定义该群体的目标、结构和领导 震荡阶段：群体发展的第二个阶段，其特征为群体内部的冲突 规范阶段：群体发展的第三个阶段，其特征为成员们的密切关系和凝聚力 执行阶段：群体发展的第四个阶段，是群体充分行使职能和完成工作任务的阶段解体阶段：对于临时群体来说，这是群体发展的最后一个阶段，成员们主要关注于善后事宜而不是工作任务 ●群体的结构 角色：人们对在一个社会单元中占据某个特定位置的个体所期望的行为模式 规范：群体的成员们共同接受和认可的标准或期望 群体思维：群体对个体成员施加巨大的压力，以使其与其他成员的观点保持一致地位：一个群体内的威望等级、位置或职衔 社会惰化：个体在群体中工作不如单独工作时那么努力的倾向 群体凝聚力：群体成员被该群体吸引及共享群体目标的程度
冲突管理 冲突：由某种干扰或对立状况所导致的不协调或差异 传统冲突观：认为所有冲突都是负面的、必须避免的 人际关系冲突观：认为冲突时所有群体中的一种自然而然、不可避免的结果相互作用冲突观：认为有些冲突对群体有效开展工作是绝对必要的 良性冲突：能够支持群体工作目标和改进群体绩效的冲突 恶性冲突：妨碍群体实现其目标的冲突 任务冲突：关于工作内容和目标的冲突 关系冲突：关于人际关系的冲突 程序冲突：关于如何完成工作的冲突
●什么是动机？ 动机：一种过程，它体现了个体为实现目标而付出努力的强度、方向和坚持性 ●早期的动机理论 马斯洛的需求层次理论 ·需求层次理论：马斯洛的这个理论认为人的需求——生理需求、安全需求、社会需求、尊重需求和自我实现需求——构成了一种层级结构 1·生理需求：一个人对食物、水、住所、性以及其他生理需求的需求 2·安全需求:生理需求得到保证的前提下，保护自身免受生理和情感伤害的需求3·社会需求：一个人在爱情、归属、接纳以及友谊方面的需求 4·尊重需求：一个人对内部尊重因素（例如自尊、自主和成就感）和外部尊重因素（例如地位、认可和关注）的需求 5·自我实现需求：一个人对自我发展、自我价值实现和自我理想实现的需求 麦格雷戈的X理论和Y理论 ·X理论：该假设认为员工没有雄心大志，不喜欢工作，只要有可能就会逃避责任，为了保证工作效果需对他们严格监管；个体受到马斯洛需求层次中的低层次需求的主导·Y理论：该假设认为员工是有创造力的，喜欢工作，主动承担责任，能够自我激励和自我指导 赫茨伯格的双因素理论 ·双因素理论（激励-保健理论）：该理论认为内在因素与工作满意度相关，而外在因素与工作满意度不相关 ·保健因素：能够消除工作不满意但无法产生激励的因素 ·激励因素：能够增强工作满意和工作动机的因素 高级需要
麦克莱兰的三种需求理论 ·三种需求理论：该动机理论认为主要有3种后天的（而非先天的）需求推动人们从事工作，而这3种需求是成就需求、权力需求和归属需求。 ·成就需求：个体想要达到标准、追求卓越、获得成功的愿望 他们喜欢具有适度挑战性的工作；尽量避免他们认为过于容易或者困难的工作任务·权力需求：个体想要使他人按照自己的指示以某种特定方式行事的期望 ·归属需求：个体对友好、亲密的人际关系的渴望 ●当代的动机理论 目标设置理论：该理论认为具体的工作目标会提高工作绩效，困难的目标一旦被员工接受，将会比容易的目标产生更高的工作绩效 自我效能：个体认为自己能够完成某项任务的信念 强化理论：该理论认为行为是其结果的函数；大都通过奖励然后强化某种行为 强化物：紧跟在某种行为之后立即出现、并且能够使该行为未来被重复的可能性提高的某种结果 ●设计具有激励作用的工作 工作设计：用来将各种工作任务组合成完整的工作的方法 工作范围：一份工作所要求从事的任务数量以及这些任务重复的频率 工作扩大化：横向扩展工作范围 工作丰富化：通过增加计划和评估责任而使工作纵向扩展 工作深度：员工对自己工作的控制程度 工作特征模型：管理者在设计具有激励作用的工作时所采用的一种有效框架，它确定了5种核心工作维度、它们的相互关系以及它们对员工生产率、动机和满意度的影响●5种核心工作维度 技能多样性：一项工作需要从事多种活动从而使员工能够利用不同技能和才干的程度 任务完整性：一项工作需要完成一件完整的、可辨识的工作任务的程度 任务重要性：一项工作对他人生活和工作的实际影响程度 工作自主性：一项工作在安排工作内容、确定工作程序方面实际上给员工多大的自由度、独立权和决定权 工作反馈：员工在完成任务的过程中可以获得关于自己工作绩效的直接而明确的信息的程度
当代的组织设计 团队结构：整个组织由工作小组或工作团队构成并完成工作任务的一种组织结构。 矩阵结构：一种组织结构，指的是把来自不同职能领域的专业人员分派去从事各种工作项目。 项目结构：一种组织结构，指的是员工持续不断地从事各种项目，并没有所属的正式部门。 无边界组织：不被各种预先设定的横向、纵向或外部边界所定义或限制的一种组织。 虚拟组织：由作为核心的少量全职员工以及工作项目需要时被临时雇用的外部专业人员构成的组织。 网络组织：利用自己的员工来从事某些工作活动并且利用外部供应商网络来提供其他必需的产品部件或工作流程的组织。 学习型组织：已经培养出持续学习、适应和改变的能力的组织。
●内部协作 跨职能团队：由来自不同职能领域的专业人员组成的工作团队 特别行动组（或者是特别委员会）：为解决某个具体的、影响许多部门的短期问题而组建的临时委员会或工作团队 实践社区：共同关注某个事项或一系列问题，或者对某个主题怀有激情，而且通过持续不断的互动和交流来深化自己该该领域的知识和专业技能的一群人员。 ●外部协作 开放式创新：把研究工作向组织之外的其他人员和组织开放，以获得各种新的创意，并且允许创新可以轻而易举地朝其他方向转移。 战略合作伙伴关系：两个或多个组织之间的协作关系，通过把彼此的资源和能力结合起来以实现某个商业目的。 ●灵活的工作安排 远程办公：一种允许员工在家办公并通过电脑与公司办公场所相连的工作安排 压缩工作周：员工在一个工作周中每天工作更长时间但只工作较少的天数 弹性工作时间：一种要求员工每周必须完成固定数量的工时但可以在特定的限制范围内自由改变具体工作时间的工作排班体系 工作分享：由两个或者更多人分担一份全职工作 ●灵活就业的员工队伍 灵活就业工人：其工作岗位取决于雇主需要的临时工、自由职业者或合同工
《管理学》 第11版 罗宾斯 Sail 我是2014年参加的浙财会计学学硕考试，在考研的路上，也经过了许多波折坎坷，但总是告诉自己，前面就是光明。时间在不断流逝，我们的心是否还依旧平稳，不管如何，希望大家一定要坚持下去，不要让自己后悔，有一段话，献给在考研路上努力奋斗着的童鞋们：贵在主动，重在过程，有心有序，有度有恒，求实求真，躬身力行。我希望在你们挥汗奋斗的日子里，我能够带给你们一定的光明和正能量，相信自己，坚强地走下去。加油！ A Blueprint for Achievement Practice while others are complaining. Believe while others are doubting. Plan while others are playing. Study while others are sleeping. Decide while others are delaying. Prepare while others are daydreaming. Begin while others are procrastinating. Work while others are waiting. Save while others are wasting. Listen while others are talking. Smile while others are frowning. Compliment while others are criticizing.
Persist while others are quitting. Progress while others are lagging behind. Then, you will succeed while others are failing. 目录 第一篇管理导论 2 第1章管理与组织领导 2 1.1管理者为什么对组织很重要？ 2 1.2谁是管理者以及他们在那里工作？ 2 1.3管理者的职能、角色和技能。 2 1.4重新塑造和重新定义管理者工作的因素 4 1.5 学习管理的价值所在 4 第2章理解管理的情境：约束和挑战 5 2.1 根据管理万能论和管理象征论来比较管理者的行为 5 2.2 描述管理者在当今的外部环境中面临的约束和挑战 5 2.3 讨论组织文化的特征和重要性（2008简述1、如何评价一个组织的文化？） 6 2.4 描述当代的一些组织文化事项 8 第二篇综合的管理问题 9
第一套 《管理学》期末考试试卷（第一套试卷Ａ卷） 一、选择题（每题 1 分，共10 分） 1. 西方权变理论学派的代表人物是（）。 A 孔茨 B 西蒙 C 梅奥 D 伍德沃德 2 ．管理跨度原则可以理解为（）。 A 职位的职权和职责对等一致 B 领导者所管理的人员数目应当适当 C 管理人员要求与分工、协作相一致 D 应当授予管理人员一定的职权 3 ．美国学者梅奥曾经带领一批研究人员进行了有名的霍桑试验，开创了（）的早期研究。 A 行为科学学派 B 管理科学学派 C 社会系统学派 D 经验主义学派 4. 确定合理的管理幅度是进行组织设计的一项重要内容。关于什么是合理的管理幅度，对于下列四种说法，你最赞同哪一种？( )。 A管理幅度越窄，越易控制，管理人员的费用也越低。 B管理幅度越宽，组织层次越少，但管理人员的费用会大幅度上升。 C管理幅度应视管理者能力、下属素质、工作性质等因素的不同而定。 D管理幅度的确定并不是对任何组织都普遍重要的问题，无须过多考虑。 5 ．在计划类型中，按照计划制定者的层次可将计划分为（）。 A 战略计划、管理计划、作业计划 B 指令性计划、指导性计划 C 综合计划、项目计划 D 销售计划、生产计划、劳动人事计划、技术改造计划 6 ．在管理控制活动中，有一种控制是用过去的情况来指导现在和将来 , 这种控制是（）。 A 前馈控制 B 反馈控制 C过程控制 D 间接控制 7.根据领导生命周期理论，当下属的成熟度处于成熟阶段应采取的领导方式是：( )。 A 高关系低工作 B 命令式 C 参与式 D 低工作低关系 8 当人们认为自己的报酬与劳动之比，与他人的报酬与劳动之比是相等的，这时就会有较大的激励作用，这种理论称为：( )。 A、双因素理论 B、效用理论 C、公平理论 D、强化理论 8在管理方格图中，团队式管理的方格是处于( )。 A 9.1 B 9.9 C 1.9 D 1.1 10 ．心理学家马斯洛将人的多种需求概括为五个层次的需要，依次是：（）。 A 社交的需要、尊重需要、安全需要、生理需要、自我实现需要 B 生理需要、安全需要、尊重需要、社交的需要、自我实现需要 C 生理需要、安全需要、社交的需要、尊重需要、自我实现需要 D 生理需要、社交的需要、安全需要、尊重需要、自我实现需要 二、多项选择题（每题2分，共12分） 1. 领导者在建立和健全科学决策支持系统时，主要应注意建立（）。 A 信息系统 B 咨询系统 C决策系统 D 组织系统 E 执行系统 F 反馈系统 2. 现代管理的主要职能包括（）。
管理学知识要点 第一篇绪论 第一章管理与组织导论 1、管理者的定义和分类 2、管理的定义 3、管理的4大职能 4、明茨伯格的管理角色理论（3个方面） 5、卡茨的3种管理技能 6、权变理论（权变变量） 7、组织的定义 第二章管理的昨天和今天 1、管理的历史背景 2、泰罗的科学管理（4条原则） 3、亨利·法约尔的14条管理原则 4、马克思韦伯的官僚制组织 5、组织行为的4个早期倡导者（各自的理论简述） 6、霍桑实验（梅奥的结论） 7、当今管理面临的9个趋势（质量管理、学习型组织是重点） 第二篇定义管理者的领地 第三章组织文化与环境：约束力量
1、组织文化的定义 2、组织文化的7个评价维度 3、文化如何影响管理决策 4、具体环境和一般环境的构成 5、利益相关者的定义 6、利益相关者与管理者关系重要的原因 7、如何管理与利益相关者关系（4个步骤） 第四章全球环境中的管理 1、3种不同的全球观念 2、多国公司与跨国公司 3、组织走向全球化的3个阶段 4、民族文化的4个维度 第五章社会责任与管理道德 1、社会责任的定义 2、共享价值观的4个作用 3、组织走向绿色的4个方式 4、调节管理道德的4个因素 5、改善道德行为的方法 第三篇计划 第六章制定决策：管理者工作的本质
1、决策制定过程的8个基本步骤（识别决策问题→确认决策标准→为决策标准分配权重→开发备选方案→分析备选方案→选择备选方案→实施备选方案→评估决策结果） 2、决策具有普遍性（分布在管理的4种职能中） 3、问题和决策的类型（结构良好问题和程序化决策，结构不良问题和非程序化决策） 4、4种决策风格（命令型，分析型，概念型，行为型） 第七章计划的基础 1、计划的定义(182) 2、良好目标的特征（189） 3、目标设立的步骤（190） 4、计划工作的权变因素（191） 第八章战略管理 1、战略管理的定义 2、战略管理过程的8个步骤 3、组织战略的3种类型 4、公司大战略 5、竞争优势和5种竞争力量 6、3种竞争战略 第九章：计划工作的工具和技术 1、评估环境的3种技术（环境扫描，预测和标杆） 2、分配资源的4种技术（预算，排程，盈亏平衡分析和线性规划）
注：只是提示，答案不唯一。 1.管理者如何不同于非管理者？ 管理者是指通过协调和监管其他人的活动以达到组织目标的人。这个含义包括以下几层含义：①管理者的工作不是取得个人成就，而是帮助他人完成工作任务；②管理者的工作可能意味着协调一个部门的工作，可能意味着监管某个员工，还可能是协调一个团队的活动；③管理者可能承担与协调和监管他人工作无关的其他工作任务。 非管理者是指只从事事务性工作，不从事协调和监管他人的活动的人，他们服从管理者的领导。 2.你的课程的授课教师是管理者吗?请分别用管理职能、管理角色、技能观点以及系统观点和权变观点讨论这个问题。 是管理者。 （1）从管理者职能方面讲：①计划。教师对每堂课的授课内容，所要达到的目标都有一个具体的安排。②组织。教师要组织课堂教学，还要保证整个学期这门课程的顺利进行，包括安排学习委员、班长等协助其教学工作的展开。③领导。表现在教师指导和激励所有的学生用心学习，个别时候还会找学生谈话，对学习好的同学进行表彰。④控制。教师通过学生的反馈调整授课形式，并且制定一系列的课堂纪律保证教学的顺利进行，以达到预期的授课目标。 （2）从管理角色方面讲：①人际角色：老师在教室中就可以算是领导者，他直接为学生以及这节课上的好坏所负责，所以扮演领导者角色；同是老师和学生之间必须有联系、，才可以达到教学的目的，所以也是联络角色。②信息角色：首先教师起一种监督的角色，他能通过监督学生和外界环境来获取更多的信息，以及能发现如何以最好的方式去教学，把自己的知识在课堂上传授给学生，在传授的过程中老师就要口述很多知识，这样老师就同时起着传播着的角色和发言人的角色。③决策角色：老师在课堂上会提出很多与学生关注的问题，让学生来回答，同时他会引导学生们向正确的方向走进，把同学们的一些不正确的思想加以纠正，并且推断出比较完美的答案，来让同学们理解。 （3）从管理者技能方面讲：某门课的老师肯定对其领域的知识比较了解，而且知道用何种方法去教学是最有效的；老师在授课过程中在不断的和同学们交流、沟通，体现了老师与学生打交道与沟通的能力；在授课过程中可能会出现新的概念，老师会及时的处理，让同学们了解及吸收。 （4）从系统管理理论方面讲：老师有时把一个班的同学分成几个小的区域，可能在某个区域他们的吸收理解能力比较强一点，就可以让他们相互帮助，以这个区域去带动别的区域，让学生在比较中理解吸收新知识。 （5）从权变管理理论方面讲：权变就是权益应变，老师会根据学生每节课的表现，选择一种合理的方式去教学，在变化中让同学们接受知识，根据学生不同的心里环境变化，去理解他们，使传授知识有很好的效果。 所以说课堂授课教师是管理者。 3. “管理者的最基本职责是关注员工为实现预期结果而实施的工作行为。”你如何理解这句话？你是否同意这句话？为什么？ 我不同意这个观点，但该观点具有一定的合理性。 ①关注员工为实现预期结果而实施的工作行为即是关注效益。效益是管理的永恒主题。管理是一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。效率是指以尽可能少的投入获得尽可能多的产出，通常指“正确地做事”，即不浪费资源。但是仅仅有效率是不够的，管理当局还应该关注效果，也就是完成活动以便达到组织的目标。效果通常是指“做正确的事”，即所从事的工作活动有助于组织达到其目标。关注
第Ⅰ篇绪论第一章管理与组织导论 一、谁是管理者 1.管理者在哪些方面不同于非管理人员？答：协调其他人的工作——区分了管理岗位与非管理岗位。 2.说明为什么并不总能很容易地确定谁是组织中的管理员。答：组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限，许多传统的职位现在都包括了管理性的活动，特别是在团队中（团队成员通常要制定计划、决策以及监督自己的绩效），非管理雇员也承担着过去是管理者的一部分职责。 补充：⑴管理者：管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。 3.对比三种不同的管理层次。答：①基层管理者是最低层的管理人员，他们管理着非管理雇员所从事的工作，这些工作生产和提供组织的产品。②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者，这些管理者管理着基层管理者。③高层管理者处于或接近组织顶层，他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。 注：并不是所有的组织都具有金字塔形的组织结构，但都需要某个人来扮演管理者的角色，即需要有人来协调工作和活动，以便能够同别人一起或者通过别人来实现组织的目标。 二、什么是管理和管理者做什么 补充：⑴管理：定义为一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。要点：①过程代表了一系列进行中的有管理者参与的职能或活动，这些职能一般划分为计划、组织、领导和控制。②协调其他人的工作——区分了管理岗位与非管理岗位。③有效率和有效果地完成组织的工作活动。 4.如何理解管理是一个过程。答：上面要点①。 5.定义效率和效果。答：①效率是指以尽可能少的投入获得尽可能多的产出。通常指的是“正确地做事”，即不浪费资源。②效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。③可见，效率是关于做事的方式；效果是指实现组织目标的程度，涉及事情的结果。 6.解释效率和效果对管理的重要性。答：①因为管理者处理的是稀缺的输入（人员、资金和设备等），所以必须有效地利用这些资源。②管理的根本目的是实现组织的目标，所以管理者所从事的工作和活动要有助于组织达到其目标。③管理者要努力实现：低资源浪费（高效率）＋高目标达成（高效果）。在成功的组织中高效率和高效果是相辅相成的。 三、管理者做什么 7.简要描述所有管理者履行的四项职能。答：①计划：确定目标，制定目标，制定战略，以及开发分计划以协调活动；②组织：决定需要做什么，怎么做，由谁去做；③领导：指导和激励所有的参与者以及解决冲突；④控制：监控活动以确保其按计划完成。 注：20世纪早期，法国亨利?法约尔曾提出所有的管理者都在从事五种管理职能，即计划、组织、指挥、协调和控制。今天，管理职能被进一步压缩为四个非常重要的基本职能，即计划、组织、领导和控制。通过这四个管理职能“实现组织宣布的目标”。 8.管理过程是什么？它怎么反映管理者做什么？答：管理过程是一组进行中的决策和工作活动，在这个过程中管理者从事计划、组织、领导和控制。它的含义在于，当管理者进行管理时，他们的工作通常以连续的方式也就是以过程的方式体现出来的。 现实中不存在简单的、界限清晰的、纯粹的计划、组织、领导和控制的起点和终点。管理者履行他的职责时，通常会同时从事几个职能，而且这些管理工作并非严格遵循上述的顺序。所以，将管理者所履行的职能描述为一种过程的观点更为符合实际情况。 9.描述明茨伯格的十种管理角色，以及怎么用它们解释管理者做什么？答：①人际关系角色：包括挂名首脑、领导者和联络者。②信息传递角色：包括监听者、传播者和发言人。③决策制定角色：包括企业家、混乱驾御者、资源分配者和谈判者。大量的后续研究检验了明茨伯格分类的有效性。研究证据一般都支持管理者角色的概念－无论在何种类型的组织中或者组织的哪一个层次上－管理者都在履行着类似的角色。不过研究表明，管理者角色的强调重点随组织的层次不同而变化。 注：明茨伯格认为，管理者做什么可以通过考察管理者在工作中所扮演的角色来恰当地描述。管理者实际上在扮演10种不同的但高度相关的角色。10种管理行为可以被进一步组合为以上三个类型。定义：管理角色—是指特定的管理行为类型。
●组织行为学 行为：人们的活动 组织行为学：研究人们在工作中的活动 ●组织行为学的目标 组织行为学的目标是解释、预测和影响行为。 在解释、预测和影响行为时，我们尤其关注六种重要行为： ·员工生产率：效率和效果的一种绩效测量工具。 ·缺勤：没有在工作岗位上工作。 ·离职：自愿或非自愿地永远退出某个组织。 ·组织公民行为：一种并不属于员工正式工作要求但可以促进组织有效运行的自愿行为。 ·工作满意度：员工对自己工作所持的总体态度。 ·工作场所不当行为：员工实施的可能会对组织或组织成员产生产生伤害的故意行为。 ●态度和工作绩效 态度：对物体、人物或事件的评价性陈述。 ·态度由三种成分构成：认知成分、感情成分、行为成分。 认识成分：个体所持有的信念、观点、知识或信息。 情感成分：态度中的情绪或感受部分。 行为成分：个体以某种特定方式对某人或某事采取行动的意向。 ●工作投入和组织承诺 工作投入：员工认同自己的工作、积极参与工作以及重视工作绩效的程度。 组织承诺：员工认同所在组织及其目标并愿意留在该组织中的程度。 组织支持感：员工对组织多么重视他们的贡献并关心他们切身利益的总体看法。 ●员工敬业度 员工敬业度：员工关心和热情对待自己的工作，并且对工作感到满意的程度。 敬业度高的员工对自己的工作满怀激情，而且工作具有非常密切的联系。 ●认知失调理论 认知失调：态度之间或者态度与行为之间的不协调或不一致。 该理论指出，我们为减少失调而付出的努力程度取决于三件事情：
（1）造成这次失调的那些因素的重要性 （2）个体认为自己对这些因素的影响程度 （3）这次失调所包含的奖赏 ●态度调查 态度调查：向员工提出一系列陈述或问题来了解员工如何看待自己的工作、工作群体、上司或组织。 ●人格 人格：个体情感模式、思维模式和行为模式的独特组合。这些模式会影响该个体如何应对各种情况以及其他人互动。 两种最著名的方法： (1)迈尔斯—布瑞格斯类型指标 ·外向型(E)vs内向型(I) ·领悟型(S)vs直觉型(F) ·思维型(T)vs情感型(F) ·判断型(J)vs感知型(P) (2)五大人格模型 ①外倾性：个体喜爱交际、健谈、果断以及善于和他人相处的程度。 ②随和性：个体性情随和、乐于合作和值得信任的程度。 ③尽责性：个体值得信赖、承担责任、言行一致和以成就为导向的程度。 ④情绪稳定性：个体平静、热情、有安全感（积极的）或者紧张、焦虑、沮丧和缺乏安全感（消极的）的程度。 ⑤开放性：个体聪明、兴趣广泛、富有想象力和好奇心以及具有艺术敏感性的程度。 ●其他有关人格的见解 控制点：内控型—这些人认为自己掌控自己的命运；外控型—这些人认为自己的生活是由外部因素控制的 马基雅维利主义：在马基雅维利主义维度上得分高的个体注重实效，于他人保持情感距离，而且认为结果可以证明手段的正当性。 自尊：人们喜爱或不喜爱自己的程度各有不同。 自我监控：根据外部情境因素调整自己行为的能力。 冒险：在承担会规避风险方面，人们有着不同的倾向性，而这种差异会影响到管理者花多长时间来制定一项决策以及在做出选择之前需要获得多少信息。 ●其他一些人格特质 主动型人格：他们能够发现机会、表现出主动性以及采取行动，直到发生有意义的变化。 心理弹性：个体克服挑战并将之转化为机遇的能力。 ●情绪和情绪智力 情绪：是对某人或某事的强烈感受。
管理学知识要点第一篇绪论 第一章管理与组织导论 1、管理者的定义和分类 2、管理的定义 3、管理的4大职能 4、明茨伯格的管理角色理论（3个方面） 5、卡茨的3种管理技能 6、权变理论（权变变量） 7、组织的定义 第二章管理的昨天和今天 1、管理的历史背景 2、泰罗的科学管理（4条原则） 3、亨利·法约尔的14条管理原则 4、马克思韦伯的官僚制组织 5、组织行为的4个早期倡导者（各自的理论简述） 6、霍桑实验（梅奥的结论） 7、当今管理面临的9个趋势（质量管理、学习型组织是重点） 第二篇定义管理者的领地 第三章组织文化与环境：约束力量 1、组织文化的定义 2、组织文化的7个评价维度
3、文化如何影响管理决策 4、具体环境和一般环境的构成 5、利益相关者的定义 6、利益相关者与管理者关系重要的原因 7、如何管理与利益相关者关系（4个步骤）第四章全球环境中的管理 1、3种不同的全球观念 2、多国公司与跨国公司 3、组织走向全球化的3个阶段 4、民族文化的4个维度 第五章社会责任与管理道德 1、社会责任的定义 2、共享价值观的4个作用 3、组织走向绿色的4个方式 4、调节管理道德的4个因素 5、改善道德行为的方法 第三篇计划 第六章制定决策：管理者工作的本质
1、决策制定过程的8个基本步骤（识别决策问题→确认决策标准→为决策标准分配权重→开发备选方案→分析备选方案→选择备选方案→实施备选方案→评估决策结果） 2、决策具有普遍性（分布在管理的4种职能中） 3、问题和决策的类型（结构良好问题和程序化决策，结构不良问题和非程序化决策） 4、4种决策风格（命令型，分析型，概念型，行为型） 第七章计划的基础 1、计划的定义(182) 2、良好目标的特征（189） 3、目标设立的步骤（190） 4、计划工作的权变因素（191） 第八章战略管理 1、战略管理的定义 2、战略管理过程的8个步骤 3、组织战略的3种类型 4、公司大战略 5、竞争优势和5种竞争力量
管理学 第一章管理与组织 学习导览 一、管理者是谁？ It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others. 解释管理者与非管理的雇员有什么不同？ Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them. 组织中的管理者如何分类？ In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles. (1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson. (2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager. (3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson. 二、管理是什么？ Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely. 解释为什么对管理来说效率和效力是重要的。 Efficiency refers to getting the m ost output from the least am ount of inputs.—doing the things right, which is, not wasting resources. Ef fectiveness is often described as “doing the right things”, that is, doing those work activi ties that will help the organization reach its goals.
罗宾斯《管理学》英文版9个重点试题详细解答 1.Discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles of management. ①Develop a science for each element of an individual’s work to replace the old rule-of thumb method②scientifically select and then train ,teach and develop the worker.③heartily cooperate with workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 2.In a short essay, describe what is meant by the specific and general environments within which organizations operate. The specific environment includes external forces that directly impact managers’ decisions and actions and are directly relevant to the achievement of the organization’s goals. The main forces that make up the specific environment are customers, suppliers, competitions and pressure groups. The general environment includes the broad economic, political/legal, sociocultural, demographic, technological and global conditions that affect an organization. 3.In a short essay, define organizational culture, identify and define the seven dimensions that make up an organization's culture. Organizational culture has been described as the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. First, culture is a perception .(It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization .)Second, organizational culture is descriptive .(It’s concerned with how members perceive the culture, not with whether they like it. Finally, even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture. ) ①Attention to detail ②Outcome Orientation ③People Orientation④Team Orientation⑤ Aggressiveness⑥Stability⑦Innovation and Risk Taking 4.In a short essay, discuss bounded rationality and satisficing. Bounded rationality which says that managers make decisions rationally but are limited by their ability to process information. Then, it about satisficing. Because the managers can not possibly analyze all information on all alternatives, they satisfice rather than maximize. That is, they accept the solutions are “good enough.” 5.In a short essay, define management by objectives (MBO) and list four elements of this type of goal setting. MBO:A process of setting mutually agreed upon goals and using those goals to evaluate performance. Fourgoals:1goal specificity,2、participative decision making,3、 an explicit time period4、performance feedback. 6.In a short essay, define goals, then list and discuss six characteristics of well-designed goals. ①written in terms of outcomes rather than actions ②measurable and quantifiable③clear as to a time frame④challenging get attain-able⑤written down⑥communicated to all necessary organizational members 7.In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses. Include a discussion of the characteristics for each of the four categories based on the BCG matrix. BCG.A strategy tool that guide resource allocation decisions on the basis of market share and growth rate of SBUs, providing a framework for understanding diverse businesses and help manager’s establish priorities for resources. The dog should be sold off-dated also managers should milk cash cows for as much as they can, and use cash generated to invest in stars and question marks with strong potential improve market share. 8. In a short essay, describe the strategic management process and identify the six stages in the process. ①Identify the organization’s current mission ,goals and strategies.②do an external analysis.③do an internal analysis.④formulate strategies.⑤implement strategies.⑥evaluate results. 9. In a short essay, describe matrix structure. What are the advantages and disadvantages of this structure? The BCGmatrix introduced the idea that an organization’s businesses could be evaluated and plotted using a2x2matrix to identify which ones offered high potential and which were a drain on organizational resour ces. Some of the strategic advantages of this organizational structure are reduced working capital and process cycle times can be reduced in most cases. It creates checks and balances between competing viewpoints and promotes making trade-off decisions that are best for the company. It also has a number of disadvantages that make it unsuitable for use in many companies. It is very complex to manage and hard to maintain balance between differing lines of authority. 1/ 1