Worksheetsexam 5
Total questions: 80
Worksheet time: 40mins
Scientific management primarily motivated workers through:
Monetary incentives
Social recognition
Job rotation
Autonomy and empowerment
According to Maslow, which need must be met first before others?
Esteem
Self-actualization
Physiological
Belongingness
Herzberg’s “hygiene factors” include:
Achievement
Recognition
Working conditions
Challenging work
A manager who assumes employees dislike work and need strict control follows which theory?
Theory X
Theory Y
Expectancy theory
Equity theory
Which motivation theory focuses on rewards and punishments shaping behavior?
Goal-setting theory
Expectancy theory
Reinforcement theory
Self-determination theory
According to Herzberg, motivators create what type of satisfaction?
Short-term satisfaction
No change in satisfaction
Long-term satisfaction
Dissatisfaction
Theory Y managers believe employees:
Need close supervision and control
Are naturally motivated and creative
Work only for paychecks
Avoid responsibility whenever possible
Empowerment primarily increases motivation by:
Offering higher base pay only
Increasing employee control and involvement
Reducing task variety
Adding stricter oversight
Job enrichment focuses on:
Narrowing tasks to increase efficiency
Adding more responsibility and meaningful tasks
Increasing surveillance and quotas
Eliminating employee autonomy
Management by Objectives works best when:
Managers set goals unilaterally
Employees work without goals
Employees and managers set goals together
Only short-term goals are used
A company using positive reinforcement is likely to:
Punish undesired behaviors
Reward desired behaviors
Ignore behavior entirely
Rely only on peer pressure
Job redesign increases motivation by:
Reducing task variety
Increasing challenge and variety
Standardizing every task step
Removing feedback
A program where employees help make operational decisions is called:
Empowerment
Downsizing
Centralization
Job simplification
Employees who feel their contributions matter experience:
Role ambiguity
Burnout
Psychological ownership
Turnover intention
Which is a modern motivation approach?
Taylorism time-motion study
Strict piece-rate pay
Behavior modification
Seniority pay only
Flextime allows employees to:
Choose their work hours within limits
Work unlimited overtime without approval
Work fewer hours for the same pay
Avoid deadlines entirely
A compressed workweek typically means:
Part-time hours spread over more days
Full-time hours completed in fewer days
Irregular, on-call shifts only
Weekend-only scheduling
Job sharing refers to:
Two employees splitting one full-time job
One employee working two full-time jobs
Temporary contracting during peak demand
Cross-training across departments
Telecommuting became more common due to:
A decline in internet reliability
COVID-19 accelerating remote work
Mandatory return-to-office policies
Elimination of collaboration tools
A disadvantage of telecommuting is:
Increased isolation
Longer commute times
Less scheduling flexibility
Higher office distractions
Flexible work benefits include:
Reduced diversity and retention
Improved diversity and retention
Fewer development opportunities
Higher mandatory overtime
Telecommuting is enabled mainly by:
Analog phone trees only
Cloud technology and communication tools
Paper-based workflows
On-site attendance tracking
A major challenge for remote managers is:
Scheduling conference rooms
Monitoring performance from a distance
Ordering office supplies
Assigning parking spaces
Part-time work is especially appealing to:
Students and parents
Full-time executives only
Retirees seeking no work
Workers seeking overtime pay
A workplace that allows flexible scheduling tends to:
Increase absenteeism and turnover
Improve morale and performance
Reduce trust and engagement
Lower work-life balance
Organizational culture refers to:
Formal org charts only
Shared values, rituals, and norms
Individual personality traits
Annual financial statements
A strong corporate culture tends to:
Decrease loyalty and performance
Increase loyalty and performance
Eliminate the need for leadership
Reduce collaboration
Southwest Airlines is known for a culture based on:
Cost-only focus without people
Employee-centered values
Luxury premium services as core
Rigid hierarchical control
A culture of play, purpose, and potential leads to:
High burnout
High satisfaction
Low engagement
High turnover
Managers must treat organizational culture as:
A fixed asset that never changes
A key factor that evolves
Solely an HR compliance policy
Only a branding exercise
A toxic culture typically results in:
Higher morale and productivity
Lower morale and productivity
Greater trust and collaboration
Higher retention and engagement
A culture aligned with employee needs encourages:
Compliance and fear
Commitment and motivation
Turnover and burnout
Absenteeism and apathy
Organizational culture strongly influences:
Employee performance
Office paint color
Government policy
Product features
Leadership primarily involves:
Monitoring budgets
Influencing people toward organizational goals
Designing products
Enforcing legal compliance
Management focuses on:
Coordination and organization
Vision and inspiration
External marketing
Personal mentoring
Autocratic leaders:
Make decisions alone
Seek team consensus
Delegate all authority
Avoid making decisions
Participative leaders:
Include workers in decision-making
Centralize control
Ignore employee input
Rely solely on data analytics
Laissez-faire leaders:
Are hands-off and delegate responsibility
Micromanage tasks
Set rigid rules for all tasks
Use coercion to gain compliance
Transformational leaders:
Inspire innovation and change
Maintain the status quo
Focus only on short-term quotas
Avoid risk-taking altogether
Transactional leaders primarily use:
Rewards and punishments
Shared ownership structures
Emotional appeals
Long-term mentoring only
Google studies show good managers must be:
Strong communicators and coaches
Strict disciplinarians first
Lone decision-makers
Technical experts only
Managers need which combination of skills?
Only technical skills
Only interpersonal skills
Financial and legal skills only
Technical, conceptual, interpersonal, and communication skills
A manager who sees the big picture uses:
Conceptual skills
Technical skills
Physical skills
Manual skills
Artificial Intelligence in management primarily helps by:
Supporting analytical tasks
Replacing all managers entirely
Eliminating communication needs
Increasing bureaucracy
Employee Stock Ownership Plans (ESOPs):
Link employee rewards to company success
Replace salaries with bonuses only
Reduce employee benefits to cut costs
Outsource human resources functions
ESOPs increase motivation by making employees feel:
Like owners
Constantly monitored
Expendable
Detached from results
Empowerment requires:
Clear standards, training, and management involvement
Removing all oversight
Unlimited budgets for teams
Hiring more managers for supervision
A 360-degree appraisal uses feedback from:
Peers, subordinates, and supervisors
Customers only
The CEO only
The HR department only
Effective recognition programs must provide:
Meaningful and timely praise
Generic annual awards only
Secret bonuses without explanation
Punishments for mistakes
Modern HR practices include:
Recruitment, onboarding, training, and compensation
Product design and research
Tax auditing and litigation
Building maintenance and security
An employee is consistently late, but starts arriving on time after receiving a bonus for perfect attendance. This demonstrates:
Reinforcement theory
Equity theory
Herzberg hygiene factors
Goal-setting theory
A retail company allows employees to pick morning, mid-day, or evening shifts based on personal needs. This practice is:
Flextime
Job rotation
Job enlargement
Telecommuting
A manager believes workers are naturally creative and will solve problems if trusted. This aligns with:
Theory Y
Theory X
Scientific management
Bureaucratic theory
Two nurses share one full-time position, each working three days a week. This is an example of:
Job sharing
Part-time work
Compressed workweek
Outsourcing
A company gives stock to employees, causing them to work harder because they benefit from company growth. This demonstrates:
Employee ownership motivation
Coercive control
Pure altruism
Work-to-rule behavior
A manager redesigns a job to include more responsibilities and decision-making. This is:
Job enrichment
Job simplification
Job duplication
Job posting
A workplace that encourages celebration, humor, and bonding reinforces motivation through:
Culture of play
Formal sanctions
Pay secrecy
Zero-tolerance policies
A company switches to telecommuting and sees productivity increase, likely due to:
Fewer distractions at home
Longer commutes for employees
Reduced autonomy for teams
Mandatory overtime requirements
A student employee works 25 hours per week while attending college full-time. This is:
Part-time work
Full-time employment
Job sharing
Apprenticeship
A leader invites employees to vote on which software to adopt. This leadership style is:
Participative
Autocratic
Laissez-faire
Transactional
A manager fires one employee publicly to scare others into following rules. This reflects:
Theory X
Theory Y
Servant leadership
Transformational leadership
An employee meets safety and job security needs, and now desires more respect. This aligns with:
Esteem needs (Maslow)
Physiological needs
Self-actualization
Hygiene factors
After receiving low performance scores, an employee improves because they want a promotion. This follows:
Expectancy theory
Equity theory
Two-factor theory
Reinforcement theory
An employee quits due to a toxic and unappreciative workplace. The problem lies in:
Compensation policy
Organizational culture
Individual performance
Market competition
A manager acts as a mentor, helping with employee growth. This represents:
Transactional leadership
Coaching leadership
Autocratic leadership
Laissez-faire leadership
An employee stays late because they enjoy mastering their role. This is:
Extrinsic motivation
Intrinsic motivation
Punishment-based management
Job enlargement
A supervisor who relies heavily on punishment is practicing:
Transformational leadership
Coaching leadership
Positive reinforcement
Punishment-based management
A manager delegates decisions to employees because they trust their judgment. This is:
Laissez-faire leadership
Autocratic leadership
Bureaucratic leadership
Transactional leadership
Employees lose trust after management breaks promises about bonuses. This violates:
Goal-setting theory
Expectancy theory
Reinforcement theory
Equity theory
A company encourages employees to innovate and take risks. This is a:
Cost-cutting initiative
Strict compliance program
Culture of potential
Short-term incentive
Employees with strong work-life balance due to flexible hours tend to be:
Less motivated
More motivated
Unaffected in motivation
More dependent on supervision
A manager who makes all decisions and rarely includes employees practices:
Democratic leadership
Autocratic leadership
Servant leadership
Coaching leadership
A company uses 360-degree feedback to evaluate performance. This means:
Only top management provides reviews
Everyone around the employee gives feedback
Feedback is collected once every three years
Only customers provide ratings
An employee frequently leaves early because they feel no loyalty to the company, indicating a weak:
Culture
Benefits package
Supply chain
Mission statement
A leader who rewards employees with bonuses for meeting goals demonstrates:
Transactional leadership
Transformational leadership
Laissez-faire leadership
Authentic leadership
A company shifts to remote work and saves money on office costs. This advantage refers to:
Higher turnover
Reduced costs
Lower productivity
Increased bureaucracy
A manager rotates employees across departments to expand skill sets. This is:
Job rotation
Job enlargement
Job analysis
Job simplification
An employee becomes frustrated after discovering coworkers earn more for the same job. This reflects:
Expectancy theory
Equity theory
Reinforcement theory
Two-factor theory
A manager encourages creative thinking and innovation. This is:
Transactional leadership
Transformational leadership
Autocratic leadership
Bureaucratic leadership
A company provides immediate recognition when employees do well. This increases motivation because it is:
Delayed and generic praise
Meaningful and timely reinforcement
Random and inconsistent feedback
Strict rule enforcement
