Question 1

The first performance dimension, clarity, refers to how employees feel about the overall goals of the operation.

Accepted Answer

A) True 
 B)False  False

Question 2

Having a specific goal___________ performance, and having a difficult (but attainable) goal results in ___________performance.

Accepted Answer

A)  increases; higher 
B)  increases; lower 
C)  decreases; higher 
D)  increases; equal 
E)  decreases; lower 
A)  increases; higher 
B)  increases; lower 
C)  decreases; higher 
D)  increases; equal 
E)  decreases; lower A

Question 3

How did Murray explain employee performance?

Accepted Answer

Murray suggested that a large part of performance can be explained by a person's need for achievement.

Question 4

___________management is where there is an average level of concern for both people and production; there is a balance between getting out the work and keeping morale at a satisfactory level.

Accepted Answer

A)  Impoverished 
B)  Organization 
C)  Authority- obedience 
D)  Team 
E)  Country club 
A)  Impoverished 
B)  Organization 
C)  Authority- obedience 
D)  Team 
E)  Country club

Question 5

Explain the BARS program.

Accepted Answer

The BARS, or behaviorally anchored ratin

Question 6

___________feedback is even more punishing than is punishment.

Accepted Answer

The answer of ___________feedback is even more punishing than is...

Question 7

Most organizations are led, not managed; effective managers are becoming increasingly more and more desired.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is NOT indicated by the definition of management by objectives?

Accepted Answer

A)  The objectives are for a specified period of time, usually one year. 
B)  The subordinate prepares a plan of action that is reviewed by the manager. 
C)  Objectives should be specific and measurable. 
D)  Manager and subordinate agree on company and personal objectives for the subordinate. 
E)  None of the above. 
A)  The objectives are for a specified period of time, usually one year. 
B)  The subordinate prepares a plan of action that is reviewed by the manager. 
C)  Objectives should be specific and measurable. 
D)  Manager and subordinate agree on company and personal objectives for the subordinate. 
E)  None of the above.

Question 9

Three of the four types of consequences to a particular behavior are___________,___________, and___________ .

Accepted Answer

(3 of these) positiv

Question 10

The Expectancy theory considers that both people look at what they put into the job relative to what they get out of the job.

Accepted Answer

A) True 
 B)False

Question 11

Examples of ____________ theories are vigor and persistence in the pursuit of goals, self- confidence, ability to influence others, and the ability to tolerate frustration.

Accepted Answer

The answer of Examples of ____________ theories are vigor and...

Question 12

What type of leader is most effective when they have power by virtue of their position, good relations with the group, and a job to be done that is well structured?

Accepted Answer

A)  Group- oriented 
B)  Self- oriented 
C)  Relationship- oriented 
D)  Outcome- oriented 
E)  Task- oriented 
A)  Group- oriented 
B)  Self- oriented 
C)  Relationship- oriented 
D)  Outcome- oriented 
E)  Task- oriented

Question 13

___________assumes that employees want jobs that are interesting, challenging, and provide opportunities for accomplishment.

Accepted Answer

The answer of ___________assumes that employees want jobs that are...

Question 14

Which theorist saw motivation as a function of the need for affiliation, the need for power, and the need for achievement?

Accepted Answer

A)  Murray 
B)  Abraham 
C)  Maslow 
D)  McCelland 
E)  Alderfer 
A)  Murray 
B)  Abraham 
C)  Maslow 
D)  McCelland 
E)  Alderfer

Question 15

Which of the following is NOT a way to reduce perceived inequity?

Accepted Answer

A)  Seek more rewards for their effort 
B)  Reduce what they put into the job 
C)  Leave or be absent from a job 
D)  Prioritize needs and act in an attempt to satisfy 
E)  Change the basis of comparison 
A)  Seek more rewards for their effort 
B)  Reduce what they put into the job 
C)  Leave or be absent from a job 
D)  Prioritize needs and act in an attempt to satisfy 
E)  Change the basis of comparison

Question 16

Leaders must be able to adapt their behavior and leadership styles according to the situation; there 's no one style of leadership that will be effective in every situation.

Accepted Answer

A) True 
 B)False

Question 17

Explain the Expectancy theory in relation to Maslow's hierarchy of needs.

Accepted Answer

If an employee believes that t

Question 18

Within Maslow's hierarchy of needs, some see ____________ as a necessity to satisfy basic needs, where as others consider it a status symbol.

Accepted Answer

The answer of Within Maslow's hierarchy of needs, some see...

Question 19

According to Herzberg, the key to motivating employees is to enrich jobs to provide employees with work that is interesting and meaningful.

Accepted Answer

A) True 
 B)False

Question 20

___________oriented and___________ oriented are the two accepted dimensions of leadership.

Accepted Answer

Employee (or relatio

The first performance dimension, clarity, refers to how employees feel about the overall goals of the operation.

Having a specific goal_ performance, and having a difficult (but attainable) goal results in _performance.

How did Murray explain employee performance?

___________management is where there is an average level of concern for both people and production; there is a balance between getting out the work and keeping morale at a satisfactory level.

Explain the BARS program.

___________feedback is even more punishing than is punishment.

Most organizations are led, not managed; effective managers are becoming increasingly more and more desired.

Which of the following is NOT indicated by the definition of management by objectives?

Three of the four types of consequences to a particular behavior are_____,_, and_______ .

The Expectancy theory considers that both people look at what they put into the job relative to what they get out of the job.

Examples of ____________ theories are vigor and persistence in the pursuit of goals, self- confidence, ability to influence others, and the ability to tolerate frustration.

What type of leader is most effective when they have power by virtue of their position, good relations with the group, and a job to be done that is well structured?

___________assumes that employees want jobs that are interesting, challenging, and provide opportunities for accomplishment.

Which theorist saw motivation as a function of the need for affiliation, the need for power, and the need for achievement?

Which of the following is NOT a way to reduce perceived inequity?

Leaders must be able to adapt their behavior and leadership styles according to the situation; there 's no one style of leadership that will be effective in every situation.

Explain the Expectancy theory in relation to Maslow's hierarchy of needs.

Within Maslow's hierarchy of needs, some see ____________ as a necessity to satisfy basic needs, where as others consider it a status symbol.

According to Herzberg, the key to motivating employees is to enrich jobs to provide employees with work that is interesting and meaningful.

_oriented and_ oriented are the two accepted dimensions of leadership.

Introduction

Understanding the Customer

Developing a Marketing Plan

Promoting the Operation

Pricing and Designing the Menu

Delivering Quality Service

The Physical Facility

Food and Beverage: From Supplier to Customer

Kitchen Equipment and Interiors: Selection, Maintenance and Energy Management

Sanitation and Food Safety

Controlling Costs

Employee Selection

Training and Development

Restaurant Manager 2010

Filters

Exam 14: Motivating the Employee

The first performance dimension, clarity, refers to how employees feel about the overall goals of the operation.

Having a specific goal___________ performance, and having a difficult (but attainable) goal results in ___________performance.

How did Murray explain employee performance?

___________management is where there is an average level of concern for both people and production; there is a balance between getting out the work and keeping morale at a satisfactory level.

Explain the BARS program.

___________feedback is even more punishing than is punishment.

Most organizations are led, not managed; effective managers are becoming increasingly more and more desired.

Which of the following is NOT indicated by the definition of management by objectives?

Three of the four types of consequences to a particular behavior are___________,___________, and___________ .

The Expectancy theory considers that both people look at what they put into the job relative to what they get out of the job.

Examples of ____________ theories are vigor and persistence in the pursuit of goals, self- confidence, ability to influence others, and the ability to tolerate frustration.

What type of leader is most effective when they have power by virtue of their position, good relations with the group, and a job to be done that is well structured?

___________assumes that employees want jobs that are interesting, challenging, and provide opportunities for accomplishment.

Which theorist saw motivation as a function of the need for affiliation, the need for power, and the need for achievement?

Which of the following is NOT a way to reduce perceived inequity?

Leaders must be able to adapt their behavior and leadership styles according to the situation; there 's no one style of leadership that will be effective in every situation.

Explain the Expectancy theory in relation to Maslow's hierarchy of needs.

Within Maslow's hierarchy of needs, some see ____________ as a necessity to satisfy basic needs, where as others consider it a status symbol.

According to Herzberg, the key to motivating employees is to enrich jobs to provide employees with work that is interesting and meaningful.

___________oriented and___________ oriented are the two accepted dimensions of leadership.

Introduction

Understanding the Customer

Developing a Marketing Plan

Promoting the Operation

Pricing and Designing the Menu

Delivering Quality Service

The Physical Facility

Food and Beverage: From Supplier to Customer

Kitchen Equipment and Interiors: Selection, Maintenance and Energy Management

Sanitation and Food Safety

Controlling Costs

Employee Selection

Training and Development

Restaurant Manager 2010

Filters

Having a specific goal_ performance, and having a difficult (but attainable) goal results in _performance.

Three of the four types of consequences to a particular behavior are_____,_, and_______ .

_oriented and_ oriented are the two accepted dimensions of leadership.