Management And Organization Exam #3 Review Test

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This is a practice test designed to review key concepts and topics for the Management And Organization Exam #3.

Edited by Me.bot Editorial Team Questions: 50 September 26, 2024

Character Test

1. The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal

Motivation

Leadership

Management

Coordination

2. One of the elements of motivation, ______ is a measure of intensity or drive.

Energy

Direction

Sustained Effort

Goal-Setting

3. One of the elements of motivation, ______ is an effort channeled in a direction that benefits the organization.

Direction

Intensity

Persistence

Motivation

4. One of the elements of motivation, ______ is when employees persist in putting forth effort to achieve those goals

Persistence

Energy

Focus

Direction

5. Who was a psychologist who proposed a hierarchy of five needs?

Maslow

Freud

Skinner

Piaget

6. Name Maslow's 5 Hierarchy of Needs.

Physiological, Safety, Social, Esteem, Self-Actualization

Safety, Belongingness, Esteem, Self-Actualization, Cognitive

Social, Esteem, Safety, Self-Actualization, Physiological

Cognitive, Safety, Esteem, Social, Physiological

7. The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work

Theory X

Theory Y

Two-Factor Theory

Equity Theory

8. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

Theory Y

Theory X

Motivation-Hygiene Theory

Expectancy Theory

9. Herzberg's Two-Factor Theory proposes that _____________ factors are related to job satisfaction

Motivational

Hygiene

Safety

Existence

10. Herzberg's Two-Factor Theory proposes that _____________ factors are associated with job dissatisfaction

Hygiene

Motivational

Safety

Belongingness

11. Factors that eliminate job dissatisfaction but don’t motivate

Hygiene Factors

Motivators

Recognition

Achievement

12. Factors that increase job satisfaction and motivation

Motivators

Hygiene Factors

Work Conditions

Salary

13. McClelland's Three-Needs Theory, _________________________ is the drive to succeed and excel in relation to a set of standards.

Need for Achievement

Need for Power

Need for Affiliation

Need for Recognition

14. McClelland's Three-Needs Theory, _________________________ is the drive to make others behave in a way that they would not have behaved otherwise

Need for Power

Need for Achievement

Need for Affiliation

Need for Control

15. McClelland's Three-Needs Theory, _________________________ is the desire for friendly and close interpersonal relationships

Need for Affiliation

Need for Power

Need for Achievement

Need for Interaction

16. Theory that specific goals increase performance and difficult goals, when accepted, result in higher performance.

Goal-Setting Theory

Expectancy Theory

Equity Theory

Reinforcement Theory

17. An individual's belief that he or she is capable of performing a task.

Self-Efficacy

Self-Esteem

Self-Confidence

Self-Worth

18. The way tasks are combined to form complete jobs

Job Design

Job Rotation

Job Enlargement

Job Enrichment

19. A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships and their impact on outcomes

Job Characteristics Model

Job Design Theory

Work Design Model

Motivation Theory

20. The vertical expansion of a job by adding planning and evaluation responsibilities

Job Enrichment

Job Enlargement

Job Rotation

Job Design

21. The theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity

Equity Theory

Expectancy Theory

Reinforcement Theory

Goal-Setting Theory

22. The persons, systems, or selves against which individuals compare themselves to assess equity

Referents

Peers

Mentors

Role Models

23. Perceived fairness of the amount and allocation of rewards among individuals

Distributive Justice

Procedural Justice

Interpersonal Justice

Informational Justice

24. Perceived fairness of the process used to determine the distribution of rewards

Procedural Justice

Distributive Justice

Interpersonal Justice

Informational Justice

25. The theory that 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 The attractiveness of that outcome to the individual

Expectancy Theory

Equity Theory

Reinforcement Theory

Goal-Setting Theory

26. In motivating a diverse workforce, a workweek in which employees work longer hours per day but fewer days per week is called

Compressed Workweek

Flextime

Job Sharing

Telecommuting

27. In motivating a diverse workforce, a scheduling system in which employees are required to work a certain number of hours per week but are free, within limits, to vary the hours of work is called

Flextime

Compressed Workweek

Job Sharing

Telecommuting

28. In motivating a diverse workforce, when two or more people split (share) a full-time job it is called

Job Sharing

Flextime

Compressed Workweek

Telecommuting

29. In motivating a diverse workforce, a job approach in which employees work at home but are linked by technology to the workplace is called

Telecommuting

Flextime

Job Sharing

Compressed Workweek

30. An organization’s financial statements are shared with all employees

Open-Book Management

Transparency Management

Participative Management

Employee Ownership

31. Programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done

Employee Recognition Programs

Incentive Programs

Merit Systems

Bonus Plans

32. Variable compensation plans that pay employees on the basis of some performance measurement

Pay-for-Performance Plans

Merit-Based Compensation

Bonus Systems

Profit Sharing

33. Someone who can influence others and who has managerial authority

Leader

Manager

Supervisor

Administrator

34. The process of leading a group and influencing that group to achieve its goals

Leadership

Management

Supervision

Command

35. Theories that isolate characteristics (traits) that differentiate leaders from nonleaders

Trait Theories

Behavioral Theories

Contingency Theories

Situational Theories

36. Theories that isolate behaviors that differentiate effective leaders from ineffective leaders

Behavioral Theories

Trait Theories

Contingency Theories

Transformational Theories

37. The leadership behavior where a leader centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.

Autocratic Style

Democratic Style

Laissez-Faire Style

Transactional Style

38. The leadership behavior where a leader involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees

Democratic Style

Autocratic Style

Laissez-Faire Style

Transformational Style

39. The leadership behavior where a leader generally gives employees complete freedom to make decisions and to complete their work however they see fit

Laissez-Faire Style

Autocratic Style

Democratic Style

Transactional Style

40. A two-dimensional grid for appraising leadership styles based on identified five styles for management impoverished management task management middle-of-the-road management country club team management

Managerial Grid

Leadership Matrix

Behavioral Grid

Decision Matrix

41. Leadership theory that proposes that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence

Fiedler’s Contingency Model

Path-Goal Theory

Leader-Member Exchange Theory

Situational Leadership

42. A questionnaire that measures whether a leader is task or relationship oriented

Least Preferred Co-Worker (LPC) Questionnaire

Leader Behavior Description Questionnaire (LBDQ)

Multi-Factor Leadership Questionnaire (MLQ)

Leadership Opinion Questionnaire (LOQ)

43. One of the three contingency dimensions that is the degree of confidence, trust, and respect employees have for their leader

Leader-Member Relations

Task Structure

Position Power

Leadership Style

44. One of the three contingency dimensions that is the degree to which job assignments are formalized and structured

Task Structure

Leader-Member Relations

Position Power

Work Environment

45. One of the three contingency dimensions that measures the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases

Position Power

Leader-Member Relations

Task Structure

Operational Authority

46. A leadership contingency theory that focuses on followers’ readiness

Hersey and Blanchard's Situational Leadership Model

Fiedler’s Contingency Model

Path-Goal Theory

Leader-Member Exchange Theory

47. The extent to which people have the ability and willingness to accomplish a specific task

Readiness

Motivation

Competence

Commitment

48. One of the four situational styles where the leader defines roles and tells people what, how, when, and where to do various tasks.

Telling

Selling

Participating

Delegating

49. One of the four situational styles where the leader provides both directive and supportive behavior

Selling

Telling

Participating

Delegating

50. One of the four situational styles where the leader and followers share in decision making; the main role of the leader is facilitating and communicating

Participating

Telling

Selling

Delegating

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Frequently Asked Questions

What is the purpose of the Management And Organization Exam #3 Review Test?

The Management And Organization Exam #3 Review Test aims to help students review and consolidate their understanding of key concepts and topics in preparation for their exam.

How should I use the Management And Organization Exam #3 Review Test?

It is recommended to use the Management And Organization Exam #3 Review Test as a supplementary study tool to assess your knowledge and identify areas requiring further review.

Is the Management And Organization Exam #3 Review Test reflective of the actual exam difficulty?

While the Management And Organization Exam #3 Review Test is designed to cover important topics, it may not fully represent the difficulty level of the actual exam but serves as a useful practice tool.

Who can benefit from taking the Management And Organization Exam #3 Review Test?

Students preparing for their Management And Organization Exam #3 can greatly benefit from taking this review test to ensure they understand the key materials covered in the course.

What topics are covered in the Management And Organization Exam #3 Review Test?

The Management And Organization Exam #3 Review Test covers a wide range of topics including organizational behavior, management principles, and strategic planning, among others.

RELATED QUIZZES

2024-10-05

Management And Organization Exam #3 Review Test

Character Test

1. The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal

2. One of the elements of motivation, ______ is a measure of intensity or drive.

3. One of the elements of motivation, ______ is an effort channeled in a direction that benefits the organization.

4. One of the elements of motivation, ______ is when employees persist in putting forth effort to achieve those goals

5. Who was a psychologist who proposed a hierarchy of five needs?

6. Name Maslow's 5 Hierarchy of Needs.

7. The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work

8. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

9. Herzberg's Two-Factor Theory proposes that _____________ factors are related to job satisfaction

10. Herzberg's Two-Factor Theory proposes that _____________ factors are associated with job dissatisfaction

11. Factors that eliminate job dissatisfaction but don’t motivate

12. Factors that increase job satisfaction and motivation

13. McClelland's Three-Needs Theory, _________________________ is the drive to succeed and excel in relation to a set of standards.

14. McClelland's Three-Needs Theory, _________________________ is the drive to make others behave in a way that they would not have behaved otherwise

15. McClelland's Three-Needs Theory, _________________________ is the desire for friendly and close interpersonal relationships

16. Theory that specific goals increase performance and difficult goals, when accepted, result in higher performance.

17. An individual's belief that he or she is capable of performing a task.

18. The way tasks are combined to form complete jobs

19. A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships and their impact on outcomes

20. The vertical expansion of a job by adding planning and evaluation responsibilities

21. The theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity

22. The persons, systems, or selves against which individuals compare themselves to assess equity

23. Perceived fairness of the amount and allocation of rewards among individuals

24. Perceived fairness of the process used to determine the distribution of rewards

25. The theory that 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 The attractiveness of that outcome to the individual

26. In motivating a diverse workforce, a workweek in which employees work longer hours per day but fewer days per week is called

27. In motivating a diverse workforce, a scheduling system in which employees are required to work a certain number of hours per week but are free, within limits, to vary the hours of work is called

28. In motivating a diverse workforce, when two or more people split (share) a full-time job it is called

29. In motivating a diverse workforce, a job approach in which employees work at home but are linked by technology to the workplace is called

30. An organization’s financial statements are shared with all employees

31. Programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done

32. Variable compensation plans that pay employees on the basis of some performance measurement

33. Someone who can influence others and who has managerial authority

34. The process of leading a group and influencing that group to achieve its goals

35. Theories that isolate characteristics (traits) that differentiate leaders from nonleaders

36. Theories that isolate behaviors that differentiate effective leaders from ineffective leaders

37. The leadership behavior where a leader centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.

38. The leadership behavior where a leader involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees

39. The leadership behavior where a leader generally gives employees complete freedom to make decisions and to complete their work however they see fit

40. A two-dimensional grid for appraising leadership styles based on identified five styles for management impoverished management task management middle-of-the-road management country club team management

41. Leadership theory that proposes that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence

42. A questionnaire that measures whether a leader is task or relationship oriented

43. One of the three contingency dimensions that is the degree of confidence, trust, and respect employees have for their leader

44. One of the three contingency dimensions that is the degree to which job assignments are formalized and structured

45. One of the three contingency dimensions that measures the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases

46. A leadership contingency theory that focuses on followers’ readiness

47. The extent to which people have the ability and willingness to accomplish a specific task

48. One of the four situational styles where the leader defines roles and tells people what, how, when, and where to do various tasks.

49. One of the four situational styles where the leader provides both directive and supportive behavior

50. One of the four situational styles where the leader and followers share in decision making; the main role of the leader is facilitating and communicating

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