MGMT 2103 EXAMINATION TEST ANSWERS AND
QUESTIONS SET A+
✔✔Process theories - ✔✔Focus on explaining the process by which internal factors and
environmental characteristics influence employee motivation
✔✔Maslow's Hierarchy of Needs - ✔✔Self-actualization. Esteem. Love. Safety.
Physiological.
✔✔Three main needs according to McClelland's Learned Needs theroy -
✔✔Achievement. Affiliation. Power.
✔✔Achievement - ✔✔Prefers working on challenges. Situations in which performance is
due to effort and ability. Prefers to work with other high achievers
✔✔Affiliation - ✔✔Likes to work in teams with cooperation and collegiality. Tends to
avoid conflict. Likes to be praised in private.
✔✔Power - ✔✔Likes to be in charge. Likes to be in control of people and events.
Appreciates being recognized.
✔✔Equity theory - ✔✔Model of motivation that explains how people strive for fairness
and justice in social exchanges or give-and-take relationships
✔✔Distributive Justice - ✔✔Reflects the perceived fairness of how resources and
rewards are distributed or allocated
✔✔Procedural Justice - ✔✔Perceived fairness of the process and procedures used to
make allocation decisions
✔✔Interactional Justice - ✔✔Relates to the quality of the interpersonal treatment people
receive when procedures are implemented.
,✔✔Expectancy theory - ✔✔Holds that people are motivated to behave in ways that
produce desired combinations of expected outcomes
✔✔Job design - ✔✔Any set of activities that involves:
i. Alteration of specific or interdependent systems of jobs
ii. Intent on improving the quality of employee job experience and on-the-job productivity
✔✔Skill variety - ✔✔Extent to which the job requires an individual to perform a variety of
task that require him or her to use different skills or abilities
✔✔Task Identity - ✔✔The extent to which the job requires an individual to perform a
whole or completely identifiable piece of work
✔✔Task significance - ✔✔The extent to which a job affects the lives of other people
within or outside the organization
✔✔Autonomy - ✔✔The extent to which the job enables an individual to experience
freedom, independence, and discretion
✔✔Feedback - ✔✔The extent to which individuals receives direct and clear information
about how effectively he or she is performing
✔✔Formal Group - ✔✔Assigned by organizations/managers to accomplish specific
goals
✔✔Informal Group - ✔✔Members overriding purpose for meeting is friendship or a
common interest.
✔✔Organizational Functions - ✔✔Accomplish complex interdependent tasks that are
beyond the capabilities or individuals, generate new or creative ideas and solutions,
coordinate interdepartmental efforts, provide a problem solving mechanism for complex
problems requiring varied information and assessments, implement complex decisions,
socialize and train newcomers
✔✔Individual Functions - ✔✔Satisfy, the individual's need for affiliation, develop,
enhance, and confirm the individual's self-esteem and sense of identity, give individuals
an opportunity to test and share their perceptions of social reality, reduce the
individual's anxieties and feelings of insecurity and powerlessness, provide a problem-
solving mechanism for personal and interpersonal problems.
✔✔Roles - ✔✔Set of expected behaviors for a particular position
✔✔Task Roles - ✔✔Enable work group to define, clarify, and pursue a common
purpose.
, ✔✔Maintenance Roles - ✔✔Foster supportive and constructive interpersonal
relationships
✔✔Task Role Examples - ✔✔Keep group on track; initiator, information seeker/giver,
opinion seeker/giver, elaborator, coordinator, orienteer, evaluator, energizer, procedural
technician, recorder
✔✔Maintenance Role Examples - ✔✔Keep group together; encourager, harmonizer,
compromiser, gate keeper, standard setter, commentator, follower
✔✔Five keys essential to high team performance - ✔✔Leadership, accountability,
purpose, problem solving, effectiveness
✔✔Five stages of Tuckman's group model - ✔✔Forming. Storming. Norming.
Performing. Adjourning
✔✔Forming stage - ✔✔Group members are uncertain about their roles and their trust in
each other is low
✔✔Storming stage - ✔✔Testing leader's policies and assumptions and how they fit into
the power structure, subgroups take shape
✔✔Norming stage - ✔✔a respected member who isn't the leader challenges the group
to resolve power struggles and questions are resolved
✔✔Performing stage - ✔✔Focused on problem solving, open communication, strong
cooperation
✔✔Adjourning stage - ✔✔Work is done, group moves on to other things
✔✔Team - ✔✔A small number of people with complementary skills who are committed
to a common purpose, performance goals, and approach for which they hold
themselves mutually accountable
✔✔Team vs. Group - ✔✔Teams are task groups that have matured to the performing
stage, teams have common commitment, teams assemble to accomplish a common
task and require collaboration
✔✔Social loafing - ✔✔Tendency for individual effort to decline as the group size
increases, can produce free riders who distract the work of other team members
because they don't try hard making others try harder
QUESTIONS SET A+
✔✔Process theories - ✔✔Focus on explaining the process by which internal factors and
environmental characteristics influence employee motivation
✔✔Maslow's Hierarchy of Needs - ✔✔Self-actualization. Esteem. Love. Safety.
Physiological.
✔✔Three main needs according to McClelland's Learned Needs theroy -
✔✔Achievement. Affiliation. Power.
✔✔Achievement - ✔✔Prefers working on challenges. Situations in which performance is
due to effort and ability. Prefers to work with other high achievers
✔✔Affiliation - ✔✔Likes to work in teams with cooperation and collegiality. Tends to
avoid conflict. Likes to be praised in private.
✔✔Power - ✔✔Likes to be in charge. Likes to be in control of people and events.
Appreciates being recognized.
✔✔Equity theory - ✔✔Model of motivation that explains how people strive for fairness
and justice in social exchanges or give-and-take relationships
✔✔Distributive Justice - ✔✔Reflects the perceived fairness of how resources and
rewards are distributed or allocated
✔✔Procedural Justice - ✔✔Perceived fairness of the process and procedures used to
make allocation decisions
✔✔Interactional Justice - ✔✔Relates to the quality of the interpersonal treatment people
receive when procedures are implemented.
,✔✔Expectancy theory - ✔✔Holds that people are motivated to behave in ways that
produce desired combinations of expected outcomes
✔✔Job design - ✔✔Any set of activities that involves:
i. Alteration of specific or interdependent systems of jobs
ii. Intent on improving the quality of employee job experience and on-the-job productivity
✔✔Skill variety - ✔✔Extent to which the job requires an individual to perform a variety of
task that require him or her to use different skills or abilities
✔✔Task Identity - ✔✔The extent to which the job requires an individual to perform a
whole or completely identifiable piece of work
✔✔Task significance - ✔✔The extent to which a job affects the lives of other people
within or outside the organization
✔✔Autonomy - ✔✔The extent to which the job enables an individual to experience
freedom, independence, and discretion
✔✔Feedback - ✔✔The extent to which individuals receives direct and clear information
about how effectively he or she is performing
✔✔Formal Group - ✔✔Assigned by organizations/managers to accomplish specific
goals
✔✔Informal Group - ✔✔Members overriding purpose for meeting is friendship or a
common interest.
✔✔Organizational Functions - ✔✔Accomplish complex interdependent tasks that are
beyond the capabilities or individuals, generate new or creative ideas and solutions,
coordinate interdepartmental efforts, provide a problem solving mechanism for complex
problems requiring varied information and assessments, implement complex decisions,
socialize and train newcomers
✔✔Individual Functions - ✔✔Satisfy, the individual's need for affiliation, develop,
enhance, and confirm the individual's self-esteem and sense of identity, give individuals
an opportunity to test and share their perceptions of social reality, reduce the
individual's anxieties and feelings of insecurity and powerlessness, provide a problem-
solving mechanism for personal and interpersonal problems.
✔✔Roles - ✔✔Set of expected behaviors for a particular position
✔✔Task Roles - ✔✔Enable work group to define, clarify, and pursue a common
purpose.
, ✔✔Maintenance Roles - ✔✔Foster supportive and constructive interpersonal
relationships
✔✔Task Role Examples - ✔✔Keep group on track; initiator, information seeker/giver,
opinion seeker/giver, elaborator, coordinator, orienteer, evaluator, energizer, procedural
technician, recorder
✔✔Maintenance Role Examples - ✔✔Keep group together; encourager, harmonizer,
compromiser, gate keeper, standard setter, commentator, follower
✔✔Five keys essential to high team performance - ✔✔Leadership, accountability,
purpose, problem solving, effectiveness
✔✔Five stages of Tuckman's group model - ✔✔Forming. Storming. Norming.
Performing. Adjourning
✔✔Forming stage - ✔✔Group members are uncertain about their roles and their trust in
each other is low
✔✔Storming stage - ✔✔Testing leader's policies and assumptions and how they fit into
the power structure, subgroups take shape
✔✔Norming stage - ✔✔a respected member who isn't the leader challenges the group
to resolve power struggles and questions are resolved
✔✔Performing stage - ✔✔Focused on problem solving, open communication, strong
cooperation
✔✔Adjourning stage - ✔✔Work is done, group moves on to other things
✔✔Team - ✔✔A small number of people with complementary skills who are committed
to a common purpose, performance goals, and approach for which they hold
themselves mutually accountable
✔✔Team vs. Group - ✔✔Teams are task groups that have matured to the performing
stage, teams have common commitment, teams assemble to accomplish a common
task and require collaboration
✔✔Social loafing - ✔✔Tendency for individual effort to decline as the group size
increases, can produce free riders who distract the work of other team members
because they don't try hard making others try harder
