NGR6733 FINAL QUIZ EXAM 2025/2026 QUESTIONS AND
ANSWERS GUARANTEE A+
✔✔Transactional Leadership - ✔✔leadership based on an exchange process in which
followers are rewarded for good performance and punished for poor performance
✔✔contingent reward - ✔✔The exchange process between leaders and followers in
which leaders offer rewards to subordinates in exchange for their services
✔✔Management by Exception-Active - ✔✔Watches and searches for deviations from
rules and standards, takes corrective action
✔✔Management by Exception - Passive (MBE-P) - ✔✔intervenes only if standards are
not met
✔✔servant leadership - ✔✔focuses on providing increased service to others—meeting
the goals of both followers and the organization—rather than to oneself.
✔✔visionary leadership - ✔✔leadership that creates a positive image of the future that
motivates organizational members and provides direction for future planning and goal
setting
✔✔collaborative leadership - ✔✔working together and sharing responsibility for a task
✔✔emotional intelligence - ✔✔the ability to perceive, express, understand, and regulate
emotions
✔✔five characteristics of emotional intelligence - ✔✔self-awareness, self management
& regulation, self motivation, empathy, social skills
✔✔Organization Behavior - ✔✔The study of human behavior in organizational settings,
the interface between human behavior and the organization, and the organization itself
✔✔Goals of Organizational Behavior - ✔✔explain, predict, and influence behavior
✔✔cultural competence - ✔✔An understanding of how a patient's cultural background
shapes his beliefs, values, and expectations for therapy.
✔✔diagonal communication - ✔✔When individuals from different units and
organizational levels communicate
✔✔horizontal communication - ✔✔flows within and between work units; its main
purpose is coordination
, ✔✔need - ✔✔something a person requires/desires
✔✔want - ✔✔conscious recognition of a need
✔✔Content Theories - ✔✔emphasize the needs that motivate people; WHAT drives
behavior
✔✔Maslow's Hierarchy of Needs - ✔✔(level 1) Physiological Needs, (level 2) Safety
and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5)
Self Actualization (Being-Need)
✔✔Alderfer's ERG Theory - ✔✔The theory that three universal needs—for existence,
relatedness, and growth—constitute a hierarchy of needs and motivate behavior.
Individual can seek satisfaction of high-level need before lower-level need is met;
frustration-regress principle
✔✔Frustration-regression hypothesis - ✔✔individual frustrated at a higher level
refocuses energy on satisfying lower need; ERG theory
✔✔Herzberg's Two-Factor Theory - ✔✔A model that divides motivational forces into
satisfiers ("motivators") and dissatisfiers ("hygiene factors")
✔✔Motivators (Herzberg) - ✔✔Factors that increase job satisfaction and motivation
levels, such as praise, recognition and responsibility; job CONTENT/INTRINSIC
✔✔Hygiene Factors (Herzberg) - ✔✔Parts of a job that do not increase job satisfaction
but help to remove dissatisfaction, such as reasonable wages and working conditions;
job CONTEXT/EXTRINSIC
✔✔increase job satisfaction - ✔✔managers must focus on MOTIVATORS
✔✔McLelland's Three Needs Theory - ✔✔Achievement (n-Ach), Power (n-Pow),
Affiliation (n-Aff)
Ring toss experiment (high n-Ach stood far enough away to make it challenging but not
impossible)
High n-Ach are results driven & achieve goals, but can be demanding/insensitive
✔✔Process Theories of Motivation - ✔✔attempt to describe how various person factors
and environmental factors in the integrative framework affect motivation
✔✔Vroom's Expectancy Theory - ✔✔This theory states that people will behave based
on what they expect as a result of their behavior. In other words, people will work in
relation to the expected reward; Valence (strength of need for an outcome),
instrumentality (reward for action), expectancy (effort with influence their performance)
ANSWERS GUARANTEE A+
✔✔Transactional Leadership - ✔✔leadership based on an exchange process in which
followers are rewarded for good performance and punished for poor performance
✔✔contingent reward - ✔✔The exchange process between leaders and followers in
which leaders offer rewards to subordinates in exchange for their services
✔✔Management by Exception-Active - ✔✔Watches and searches for deviations from
rules and standards, takes corrective action
✔✔Management by Exception - Passive (MBE-P) - ✔✔intervenes only if standards are
not met
✔✔servant leadership - ✔✔focuses on providing increased service to others—meeting
the goals of both followers and the organization—rather than to oneself.
✔✔visionary leadership - ✔✔leadership that creates a positive image of the future that
motivates organizational members and provides direction for future planning and goal
setting
✔✔collaborative leadership - ✔✔working together and sharing responsibility for a task
✔✔emotional intelligence - ✔✔the ability to perceive, express, understand, and regulate
emotions
✔✔five characteristics of emotional intelligence - ✔✔self-awareness, self management
& regulation, self motivation, empathy, social skills
✔✔Organization Behavior - ✔✔The study of human behavior in organizational settings,
the interface between human behavior and the organization, and the organization itself
✔✔Goals of Organizational Behavior - ✔✔explain, predict, and influence behavior
✔✔cultural competence - ✔✔An understanding of how a patient's cultural background
shapes his beliefs, values, and expectations for therapy.
✔✔diagonal communication - ✔✔When individuals from different units and
organizational levels communicate
✔✔horizontal communication - ✔✔flows within and between work units; its main
purpose is coordination
, ✔✔need - ✔✔something a person requires/desires
✔✔want - ✔✔conscious recognition of a need
✔✔Content Theories - ✔✔emphasize the needs that motivate people; WHAT drives
behavior
✔✔Maslow's Hierarchy of Needs - ✔✔(level 1) Physiological Needs, (level 2) Safety
and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5)
Self Actualization (Being-Need)
✔✔Alderfer's ERG Theory - ✔✔The theory that three universal needs—for existence,
relatedness, and growth—constitute a hierarchy of needs and motivate behavior.
Individual can seek satisfaction of high-level need before lower-level need is met;
frustration-regress principle
✔✔Frustration-regression hypothesis - ✔✔individual frustrated at a higher level
refocuses energy on satisfying lower need; ERG theory
✔✔Herzberg's Two-Factor Theory - ✔✔A model that divides motivational forces into
satisfiers ("motivators") and dissatisfiers ("hygiene factors")
✔✔Motivators (Herzberg) - ✔✔Factors that increase job satisfaction and motivation
levels, such as praise, recognition and responsibility; job CONTENT/INTRINSIC
✔✔Hygiene Factors (Herzberg) - ✔✔Parts of a job that do not increase job satisfaction
but help to remove dissatisfaction, such as reasonable wages and working conditions;
job CONTEXT/EXTRINSIC
✔✔increase job satisfaction - ✔✔managers must focus on MOTIVATORS
✔✔McLelland's Three Needs Theory - ✔✔Achievement (n-Ach), Power (n-Pow),
Affiliation (n-Aff)
Ring toss experiment (high n-Ach stood far enough away to make it challenging but not
impossible)
High n-Ach are results driven & achieve goals, but can be demanding/insensitive
✔✔Process Theories of Motivation - ✔✔attempt to describe how various person factors
and environmental factors in the integrative framework affect motivation
✔✔Vroom's Expectancy Theory - ✔✔This theory states that people will behave based
on what they expect as a result of their behavior. In other words, people will work in
relation to the expected reward; Valence (strength of need for an outcome),
instrumentality (reward for action), expectancy (effort with influence their performance)
