Question 1
Intrinsic rewards:
A. come from the satisfaction received by performing a particular action.
B. are given by another person, typically a supervisor.
C. include pay raises and promotions.
D. appeal to the "lower" needs of individuals.
Question 2
Employees in companies that are infused with a social mission are typically more highly motivated because
A. they want to avoid punishments and negative consequences.
B. they get intrinsic rewards by helping other people.
C. they are given monetary incentives.
D. they can get access to profit-sharing programs.
Question 3
According to the acquired needs theory, the need for power refers to the desire to:
A. accomplish something difficult and attain a high standard for success.
B. form close personal relationships and avoid conflict.
C. influence or control others and have authority over others.
D. master complex tasks and surpass others.
Question 4
Which of the following statements is true of the carrot-and-stick approach to motivation?
A. It focuses on long-term goals.
B. It enables each person's success to be mutually enjoyed.
C. It creates a culture of competition due to the presence of intrinsic rewards.
D. It tends to focus on lower needs.
Question 5
_____ proposes that people are motivated to seek social equality in the rewards they receive for
performance.
A. Herzberg's two-factor theory
B. Acquired needs theory
C. Expectancy theory
Question 6
Empowerment refers to _____.
A. the value of outcomes to the individual
B. satisfaction with work conditions
the delegation of authority to subordinates in the organization
incorporation of high-level motivators
Question 7
One way to increase a job's motivational and empowerment potential is to:
A. increase skill variety.
B. use reward and punishment.
use the carrot-and-stick method of motivation.
focus on an employee's "lower" needs.
Question 8
_____ refers to a motivational approach that incorporates high-level motivators into the work
A. Job satisfaction
B. Gainsharing
Profit sharing
Job enrichment
Question 9
Organizations can motivate employees by:
A. comparing results with competitors.
B. improving infrastructure.
creating a horizontal organizational structure
.helping them find true value in their work.
Question 10
Employee engagement means that people:
A. are unable to share power.
B. feel a sense of belonging to the organization.
look for solutions to improve working conditions.
are delegated authority.
Question 11
Having all of the information available to make a decision is described as:
A. Risk
B. Ambiguity
C. Certainty
D. Uncertainty
Question 12
Highly ambiguous situations can create what is called a:
A. Risk
B. Uncertainty
C. Wicked Decision Problem
D. Certainty
Question 13
The classical decision-making model is also known as the:
A. The Riskiest Approach
B. Ideal, Rational Approach
The Last Choice
The Only Approach
Question 14
Satisficing:
A. chooses the first alternative that is provided.
B. chooses the last alternative provided.
C. chooses no alternative.
D. chooses many alternatives.
E. Save
Question 15
The political decision making model is best used for:
A. Programmed Decisions
B. A Variety of Decisions
Certain Decisions
D. Non-Programmed Decisions
Question 16
There are _____ steps in the decision making process.
A. Four
B. Six
C. Eight
D. Ten
Question 17
What is the most important step in the decision making model?
A. Choosing Alternatives
B. Implementing a Solution
C. Evaluation and Feedback
D. Understanding the Problem
Question 18
Which one of the below is not a personal decision making style?
A. Directive
B. Risky
C. Analytical
D. Conceptual
Question 19
Why do managers make bad decisions?
A. They only rely on themselves as experts to provide the solution.
B. They are influenced by the initial impressions.
C. They justify past decisions.
D. All of the Above
Question 20
What are new ways to approach decision making?
A. Brainstorming
B. Ask the Five Whys
C. Engage in Rigorous Debate
D. All of the Above