暗記メーカー

暗記メーカー

​
ログイン
Chap 7
80問 • 1年前
  • Sabrina Mikhaela Canindo
    • 通報

    問題一覧

  • 1

    It has always been a serious concern of the management of firms.

    Productivity

  • 2

    If it improves, it means greater chances for the company to grow and be more stable.

    Productivity

  • 3

    It refers to the act of giving employees reasons or incentives to work to achieve organizational objectives.

    Motivating

  • 4

    It refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.

    Motivation

  • 5

    The definition of motivation is useful because it specifies three stages: ..... actions towards the achievement of objectives.

    Activating, Sustaining, Directing

  • 6

    People who like what they are doing are highly motivated to produce the expected output.

    Willingness to do a job

  • 7

    When employees feel that they have the required skill and training to perform a task, the more motivated they become.

    Self-confidence in carrying out a task

  • 8

    People will do their jobs well if they feel that by doing so, their needs will be satisfied.

    Needs Satisfaction

  • 9

    Theories of Motivation:

    Maslow's Needs Hierarchy Theory, Herzberg's Two-Factor Theory, Expectancy Theory, Goal Setting Theory

  • 10

    This psychologist, theorized that human beings have five basic needs which are: ...

    Abraham Maslow, Physiological, Security, Social, Esteem, Self-Actualization

  • 11

    Those that are concerned with biological needs like food, drink, rest, and sex fall under the category of physiological needs.

    Physiological Needs

  • 12

    These needs take priority over other needs.

    Physiological Needs

  • 13

    After satisfying the physiological needs, people will seek to satisfy these.

    Security Needs

  • 14

    These needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the breadwinner in the family, etc.

    Security Needs

  • 15

    Needs where the employee will now strive to secure love, affection, and the need to be accepted by peers.

    Social Needs

  • 16

    They refer to the need for a positive self-image and self-respect and the need to be respected by others.

    Esteem Needs

  • 17

    The fifth and the topmost level needs in the hierarchy.

    Self-Actualization Needs

  • 18

    These needs involve realizing our full potential as human beings and becoming all that we are able to be.

    Self-Actualization Needs

  • 19

    Even if Maslow's theory has been largely questioned, one basic premise cannot be discarded: a ... no longer motivates an individual.

    Fulfilled Need

  • 20

    This indicates that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated.

    Herzberg's Two-Factor Theory

  • 21

    Herzberg identified two classes of factors associated with:

    Employee Satisfaction, Employee Dissatisfaction

  • 22

    Achievement, recognition, work itself, responsibility, advancement, and growth.

    Satisfiers or Motivation Factors

  • 23

    Company policy and administration, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security.

    Dissatisfiers or Hygiene Factors

  • 24

    It is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.

    Expectancy Theory

  • 25

    This theory poses the idea that motivation is determined by expectancies and valences.

    Expectancy Theory

  • 26

    It is a belief about the likelihood or probability that a particular behavioral act (like attending training sessions) will lead to a particular outcome (like a promotion).

    Expectancy

  • 27

    It is the value an individual places on the expected outcomes or rewards.

    Valence

  • 28

    It refers to the process of improving performance with objectives, deadlines or quality standard.

    Goal Setting

  • 29

    The goal setting model is drawn by ...

    Edwin A. Locke

  • 30

    The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:

    Goal Content, Goal Commitment, Work Behavior, Feedback Aspects

  • 31

    To be sufficient it must be challenging, attainable, specific and measurable, time limited, and relevant.

    Goal Content

  • 32

    It must be attainable if they are to be set. If they are not, then workers will only be discouraged to perform, if at all.

    Goals

  • 33

    It must be stated in quantitative terms whenever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform.

    Goals

  • 34

    There must be a time-limit set for it to be accomplished.

    Goals

  • 35

    When individuals or groups are committed to the goals they are supposed to achieve, there is a chance that they will be able to achieve them.

    Goal Commitment

  • 36

    Goals influence behavior in terms of direction, effort, persistence, and planning.

    Work Behavior

  • 37

    When an individual is provided with direction, performance is facilitated.

    Work Behavior

  • 38

    This provide the individuals with a way of knowing how far they have gone in achieving objectives.

    Feedback

  • 39

    This facilitate the introduction of corrective measures whenever they are found to be necessary.

    Feedback

  • 40

    Individual or groups of individuals may be motivated to perform through the use of various techniques. These techniques may be classified as follows:

    Motivation through job design, Motivation through rewards, Motivation through employee participation, Other motivation techniques for the diverse work force

  • 41

    A person will be highly motivated to perform if he is assigned a job he likes.

    Motivation Through Job Design

  • 42

    Specifying the tasks that constitute a job for an individual or a group.

    Job Design

  • 43

    In motivating through the use of job design, two approaches may be used:

    Fitting people to jobs, Fitting jobs to people

  • 44

    Routine and repetitive tasks make workers suffer from chronic dissatisfaction.

    Fitting People to Jobs

  • 45

    Where management provides honest explanations of what a job actually entails.

    Realistic Job Previews

  • 46

    Where people are moved periodically from one specialized job to another.

    Job Rotation

  • 47

    Where a worker's exposure to a highly fragmented and tedious job is limited.

    Limited Exposure

  • 48

    Instead of changing the person, management may consider changing the job.

    Fitting Jobs to People

  • 49

    Where two or more specialized tasks in a work flow sequence is combined into a single job.

    Job Enlargement

  • 50

    Where efforts are made to make jobs more interesting, challenging, and rewarding.

    Job Enrichment

  • 51

    Fitting People to Jobs:

    Realistic Job Previews, Job Rotation, Limited Exposure

  • 52

    Fitting Jobs to People:

    Job Enlargement, Job Enrichment

  • 53

    Consist of material and psychological benefits to employees for performing tasks in the workplace.

    Rewards

  • 54

    Rewards may be classified into two categories:

    Extrinsic, Intrinsic

  • 55

    Those which refer to payoffs granted to the individual by another party.

    Extrinsic Rewards

  • 56

    Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.

    Extrinsic Rewards

  • 57

    Those which are internally experienced payoffs which are self-granted.

    Intrinsic Rewards

  • 58

    Examples are a sense of accomplishment, self-esteem and self-actualization.

    Intrinsic Rewards

  • 59

    No single type of reward is generally applicable to all employees.

    True

  • 60

    When employees participate in deciding various aspects of their jobs, the personal involvoment, oftentimes, is carried up to the point where the task is completed.

    Motivation Through Employee Participation

  • 61

    The specific activities identified where employees may participate are as follows:

    Setting Goals, Making Decisions, Solving Problems, Designing and Implementing Organizational Changes

  • 62

    The more popular approaches to participation includes the following:

    Quality Control Circles, Self-Managed Teams

  • 63

    A method of direct employee participation.

    Quality Control Circles

  • 64

    Its objective is to increase productivity and quality of output.

    Quality Control Circles

  • 65

    Consists of a group of three to ten employees, usually doing related work, who meet at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions.

    Circle

  • 66

    Includes a leader such as a foreman, but rely on democratic processes.

    Circle

  • 67

    The members are trained in various analysis techniques by a ...

    Coordinator

  • 68

    Forwards its recommendations to management, which in turn, makes decisions on its adaption.

    Circle

  • 69

    When workers have reached a certain degree of discipline.

    Self-Managed Teams

  • 70

    Also known as autonomous work groups or high performance teams.

    Self-Managed Teams

  • 71

    They take on traditional managerial tasks as part of their normal work routine.

    Self-Managed Teams

  • 72

    They work on their own, turning out a complete product or service and receiving minimal supervision from managers who act more as facilitators than supervisors.

    Self-Managed Teams

  • 73

    When a product or service is produced by a group of professionals or specialists, they might as well be formed as ... to save on supervisory costs.

    Self-Managed Teams

  • 74

    The advent of theories on individual differences and the biological clock of human beings put pressure on the engineer manager to adapt these.

    Other Motivation Techniques

  • 75

    Other Motivation Techniques:

    Flexible Work Schedules, Family Support Services, Sabbaticals

  • 76

    There is an arrangement which allows employees to determine their own arrival and departure times within specified limits.

    Flextime

  • 77

    An alternative to this arrangement is the adaption of the forty-hour work in four days allowing the employee to choose a ...

    Day-Off

  • 78

    Employees are oftentimes burdened by family obligations like caring for children.

    Family Support Services

  • 79

    One given to an employee after a certain number of years of service.

    Sabbatical Leave

  • 80

    The employee is allowed to go on leave for two months to one year with pay to give him time for family, recreations, and travel.

    Sabbaticals

    • Enumeration

    Enumeration

    Sabrina Mikhaela Canindo · 42問 · 1年前

    Enumeration

    Enumeration

    42問 • 1年前
    Sabrina Mikhaela Canindo

    Identification

    Identification

    Sabrina Mikhaela Canindo · 260問 · 1年前

    Identification

    Identification

    260問 • 1年前
    Sabrina Mikhaela Canindo

    Chapter 1

    Chapter 1

    Sabrina Mikhaela Canindo · 125問 · 1年前

    Chapter 1

    Chapter 1

    125問 • 1年前
    Sabrina Mikhaela Canindo

    C1 part 2

    C1 part 2

    Sabrina Mikhaela Canindo · 36問 · 1年前

    C1 part 2

    C1 part 2

    36問 • 1年前
    Sabrina Mikhaela Canindo

    Chap 1&2

    Chap 1&2

    Sabrina Mikhaela Canindo · 73問 · 1年前

    Chap 1&2

    Chap 1&2

    73問 • 1年前
    Sabrina Mikhaela Canindo

    Chap 3&4

    Chap 3&4

    Sabrina Mikhaela Canindo · 84問 · 1年前

    Chap 3&4

    Chap 3&4

    84問 • 1年前
    Sabrina Mikhaela Canindo

    HUM

    HUM

    Sabrina Mikhaela Canindo · 204問 · 1年前

    HUM

    HUM

    204問 • 1年前
    Sabrina Mikhaela Canindo

    Lesson 2,3,4,5,6,7

    Lesson 2,3,4,5,6,7

    Sabrina Mikhaela Canindo · 140問 · 1年前

    Lesson 2,3,4,5,6,7

    Lesson 2,3,4,5,6,7

    140問 • 1年前
    Sabrina Mikhaela Canindo

    Chap 1,2

    Chap 1,2

    Sabrina Mikhaela Canindo · 97問 · 1年前

    Chap 1,2

    Chap 1,2

    97問 • 1年前
    Sabrina Mikhaela Canindo

    Lesson 1

    Lesson 1

    Sabrina Mikhaela Canindo · 64問 · 1年前

    Lesson 1

    Lesson 1

    64問 • 1年前
    Sabrina Mikhaela Canindo

    Chap 3,4

    Chap 3,4

    Sabrina Mikhaela Canindo · 85問 · 1年前

    Chap 3,4

    Chap 3,4

    85問 • 1年前
    Sabrina Mikhaela Canindo

    Chapter 2

    Chapter 2

    Sabrina Mikhaela Canindo · 57問 · 1年前

    Chapter 2

    Chapter 2

    57問 • 1年前
    Sabrina Mikhaela Canindo

    Lesson 1&2

    Lesson 1&2

    Sabrina Mikhaela Canindo · 84問 · 1年前

    Lesson 1&2

    Lesson 1&2

    84問 • 1年前
    Sabrina Mikhaela Canindo

    Chapter 3

    Chapter 3

    Sabrina Mikhaela Canindo · 38問 · 1年前

    Chapter 3

    Chapter 3

    38問 • 1年前
    Sabrina Mikhaela Canindo

    Lesson 3&4

    Lesson 3&4

    Sabrina Mikhaela Canindo · 54問 · 1年前

    Lesson 3&4

    Lesson 3&4

    54問 • 1年前
    Sabrina Mikhaela Canindo

    Chapter 4

    Chapter 4

    Sabrina Mikhaela Canindo · 51問 · 1年前

    Chapter 4

    Chapter 4

    51問 • 1年前
    Sabrina Mikhaela Canindo

    Lesson 5,6&7

    Lesson 5,6&7

    Sabrina Mikhaela Canindo · 73問 · 1年前

    Lesson 5,6&7

    Lesson 5,6&7

    73問 • 1年前
    Sabrina Mikhaela Canindo

    (2)

    (2)

    Sabrina Mikhaela Canindo · 56問 · 1年前

    (2)

    (2)

    56問 • 1年前
    Sabrina Mikhaela Canindo

    Chapter 5

    Chapter 5

    Sabrina Mikhaela Canindo · 84問 · 1年前

    Chapter 5

    Chapter 5

    84問 • 1年前
    Sabrina Mikhaela Canindo

    CE215

    CE215

    Sabrina Mikhaela Canindo · 60問 · 1年前

    CE215

    CE215

    60問 • 1年前
    Sabrina Mikhaela Canindo

    問題一覧

  • 1

    It has always been a serious concern of the management of firms.

    Productivity

  • 2

    If it improves, it means greater chances for the company to grow and be more stable.

    Productivity

  • 3

    It refers to the act of giving employees reasons or incentives to work to achieve organizational objectives.

    Motivating

  • 4

    It refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.

    Motivation

  • 5

    The definition of motivation is useful because it specifies three stages: ..... actions towards the achievement of objectives.

    Activating, Sustaining, Directing

  • 6

    People who like what they are doing are highly motivated to produce the expected output.

    Willingness to do a job

  • 7

    When employees feel that they have the required skill and training to perform a task, the more motivated they become.

    Self-confidence in carrying out a task

  • 8

    People will do their jobs well if they feel that by doing so, their needs will be satisfied.

    Needs Satisfaction

  • 9

    Theories of Motivation:

    Maslow's Needs Hierarchy Theory, Herzberg's Two-Factor Theory, Expectancy Theory, Goal Setting Theory

  • 10

    This psychologist, theorized that human beings have five basic needs which are: ...

    Abraham Maslow, Physiological, Security, Social, Esteem, Self-Actualization

  • 11

    Those that are concerned with biological needs like food, drink, rest, and sex fall under the category of physiological needs.

    Physiological Needs

  • 12

    These needs take priority over other needs.

    Physiological Needs

  • 13

    After satisfying the physiological needs, people will seek to satisfy these.

    Security Needs

  • 14

    These needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the breadwinner in the family, etc.

    Security Needs

  • 15

    Needs where the employee will now strive to secure love, affection, and the need to be accepted by peers.

    Social Needs

  • 16

    They refer to the need for a positive self-image and self-respect and the need to be respected by others.

    Esteem Needs

  • 17

    The fifth and the topmost level needs in the hierarchy.

    Self-Actualization Needs

  • 18

    These needs involve realizing our full potential as human beings and becoming all that we are able to be.

    Self-Actualization Needs

  • 19

    Even if Maslow's theory has been largely questioned, one basic premise cannot be discarded: a ... no longer motivates an individual.

    Fulfilled Need

  • 20

    This indicates that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated.

    Herzberg's Two-Factor Theory

  • 21

    Herzberg identified two classes of factors associated with:

    Employee Satisfaction, Employee Dissatisfaction

  • 22

    Achievement, recognition, work itself, responsibility, advancement, and growth.

    Satisfiers or Motivation Factors

  • 23

    Company policy and administration, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security.

    Dissatisfiers or Hygiene Factors

  • 24

    It is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.

    Expectancy Theory

  • 25

    This theory poses the idea that motivation is determined by expectancies and valences.

    Expectancy Theory

  • 26

    It is a belief about the likelihood or probability that a particular behavioral act (like attending training sessions) will lead to a particular outcome (like a promotion).

    Expectancy

  • 27

    It is the value an individual places on the expected outcomes or rewards.

    Valence

  • 28

    It refers to the process of improving performance with objectives, deadlines or quality standard.

    Goal Setting

  • 29

    The goal setting model is drawn by ...

    Edwin A. Locke

  • 30

    The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:

    Goal Content, Goal Commitment, Work Behavior, Feedback Aspects

  • 31

    To be sufficient it must be challenging, attainable, specific and measurable, time limited, and relevant.

    Goal Content

  • 32

    It must be attainable if they are to be set. If they are not, then workers will only be discouraged to perform, if at all.

    Goals

  • 33

    It must be stated in quantitative terms whenever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform.

    Goals

  • 34

    There must be a time-limit set for it to be accomplished.

    Goals

  • 35

    When individuals or groups are committed to the goals they are supposed to achieve, there is a chance that they will be able to achieve them.

    Goal Commitment

  • 36

    Goals influence behavior in terms of direction, effort, persistence, and planning.

    Work Behavior

  • 37

    When an individual is provided with direction, performance is facilitated.

    Work Behavior

  • 38

    This provide the individuals with a way of knowing how far they have gone in achieving objectives.

    Feedback

  • 39

    This facilitate the introduction of corrective measures whenever they are found to be necessary.

    Feedback

  • 40

    Individual or groups of individuals may be motivated to perform through the use of various techniques. These techniques may be classified as follows:

    Motivation through job design, Motivation through rewards, Motivation through employee participation, Other motivation techniques for the diverse work force

  • 41

    A person will be highly motivated to perform if he is assigned a job he likes.

    Motivation Through Job Design

  • 42

    Specifying the tasks that constitute a job for an individual or a group.

    Job Design

  • 43

    In motivating through the use of job design, two approaches may be used:

    Fitting people to jobs, Fitting jobs to people

  • 44

    Routine and repetitive tasks make workers suffer from chronic dissatisfaction.

    Fitting People to Jobs

  • 45

    Where management provides honest explanations of what a job actually entails.

    Realistic Job Previews

  • 46

    Where people are moved periodically from one specialized job to another.

    Job Rotation

  • 47

    Where a worker's exposure to a highly fragmented and tedious job is limited.

    Limited Exposure

  • 48

    Instead of changing the person, management may consider changing the job.

    Fitting Jobs to People

  • 49

    Where two or more specialized tasks in a work flow sequence is combined into a single job.

    Job Enlargement

  • 50

    Where efforts are made to make jobs more interesting, challenging, and rewarding.

    Job Enrichment

  • 51

    Fitting People to Jobs:

    Realistic Job Previews, Job Rotation, Limited Exposure

  • 52

    Fitting Jobs to People:

    Job Enlargement, Job Enrichment

  • 53

    Consist of material and psychological benefits to employees for performing tasks in the workplace.

    Rewards

  • 54

    Rewards may be classified into two categories:

    Extrinsic, Intrinsic

  • 55

    Those which refer to payoffs granted to the individual by another party.

    Extrinsic Rewards

  • 56

    Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.

    Extrinsic Rewards

  • 57

    Those which are internally experienced payoffs which are self-granted.

    Intrinsic Rewards

  • 58

    Examples are a sense of accomplishment, self-esteem and self-actualization.

    Intrinsic Rewards

  • 59

    No single type of reward is generally applicable to all employees.

    True

  • 60

    When employees participate in deciding various aspects of their jobs, the personal involvoment, oftentimes, is carried up to the point where the task is completed.

    Motivation Through Employee Participation

  • 61

    The specific activities identified where employees may participate are as follows:

    Setting Goals, Making Decisions, Solving Problems, Designing and Implementing Organizational Changes

  • 62

    The more popular approaches to participation includes the following:

    Quality Control Circles, Self-Managed Teams

  • 63

    A method of direct employee participation.

    Quality Control Circles

  • 64

    Its objective is to increase productivity and quality of output.

    Quality Control Circles

  • 65

    Consists of a group of three to ten employees, usually doing related work, who meet at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions.

    Circle

  • 66

    Includes a leader such as a foreman, but rely on democratic processes.

    Circle

  • 67

    The members are trained in various analysis techniques by a ...

    Coordinator

  • 68

    Forwards its recommendations to management, which in turn, makes decisions on its adaption.

    Circle

  • 69

    When workers have reached a certain degree of discipline.

    Self-Managed Teams

  • 70

    Also known as autonomous work groups or high performance teams.

    Self-Managed Teams

  • 71

    They take on traditional managerial tasks as part of their normal work routine.

    Self-Managed Teams

  • 72

    They work on their own, turning out a complete product or service and receiving minimal supervision from managers who act more as facilitators than supervisors.

    Self-Managed Teams

  • 73

    When a product or service is produced by a group of professionals or specialists, they might as well be formed as ... to save on supervisory costs.

    Self-Managed Teams

  • 74

    The advent of theories on individual differences and the biological clock of human beings put pressure on the engineer manager to adapt these.

    Other Motivation Techniques

  • 75

    Other Motivation Techniques:

    Flexible Work Schedules, Family Support Services, Sabbaticals

  • 76

    There is an arrangement which allows employees to determine their own arrival and departure times within specified limits.

    Flextime

  • 77

    An alternative to this arrangement is the adaption of the forty-hour work in four days allowing the employee to choose a ...

    Day-Off

  • 78

    Employees are oftentimes burdened by family obligations like caring for children.

    Family Support Services

  • 79

    One given to an employee after a certain number of years of service.

    Sabbatical Leave

  • 80

    The employee is allowed to go on leave for two months to one year with pay to give him time for family, recreations, and travel.

    Sabbaticals