商學(xué)導(dǎo)論Cha 10Chapter 10 課后練習(xí)

Chapter10

InvestinginaBusiness

Usingtheannualreportofthefirminwhichyouwouldliketoinvest,completethefollowing:

Questions

1Doesthefirmappeartorecognizethatitsemployeesarethekeytoitssuccess?

2Doesthefirmempoweritsworkers?Doesitencourageteamwork?Providedetails.

3Explainhowthebusinessusestechnologytomotivateitsemployees.Forexample,doesitusethe

4Internettoprovideinformationaboutitscompensationprograms?DoesitusetheInternetore-mail

toprovidefeedbacktoitsemployees?

5GotoandlocatetheNEWSSEARCH.Typeinthenameofthefirminthespace

provided,andreviewtherecentnewsstoriesaboutthefirm.Summarizeany(atleastone)recentnews

storyaboutthefirmthatappliestooneormoreofthekeyconceptsinthischapter.

Case:UsingMotivationtoEnhancePerformance

TomFryisaplantmanagerforLigonierSteelCorporation,locatedinLigonier,Pennsylvania.Theplantis

small,with250employees.Itsproductivitygrowthratehasstagnatedforthepastyearandahalf.

Tomisconcernedanddecidestomeetwithemployeesinvariousdepartments.Duringthemeeting,em-

ployeesdisclosethattheydonothaveachancetointeractwithoneanotherwhileonthejob.Furthermore,

becausetheydonotreceiveanyrecognitionfortheirsuggestions,theirinputofideasforimprovementhas

stopped.

Afteraweekelapses,Tomcallsameetingtoannounceanewprogram.Heplanstoofferrewardsfor

highperformancesothatemployeeswillbemotivatedtosurpasstheirquotas.Bonuseswillbeawardedto

employeeswhoexceedtheirquotas.Tombelievesthisprogramwillworkbecauseofhisperceptionthat

“moneymotivatescmployees.^^

Afewmonthslater,Tomnoticesthatproductivityhasincreasedandthatemployeesareenjoyingthe

bonusestheyhaveearned.Tomdecidestoprovideanadditionalmeansofmotivation.Hewantsemployeesto

continuetointeractwithoneanothertosolveworkproblemsandshareinformation.Supervisorsnow

recognizeindividualaccomplishments.Theypraiseemployeeswhomakesuggestionsandidentifyan

employeeofthemonthinthecompanynewslettertorecognizeoutstandingperformance.Tomstrongly

supportsthisfeatureoftheprogram.

Thegoalisforemployeestogrowanddeveloptotheirfullestpotential.Individualsmayberetrainedor

gobacktocollegetopermitjobgrowthwithintheplant.Employees9ideasandcontributionsarenow

perceivedasawaytoenhancetheirindividualcareerpaths.Theresultshavebeenoverwhelming.TomFry,

supervisors,andemployeesareallenjoyingthebenefitsthathavemadeLigonierSteelasatisfyingplaceto

work.

Questions

1Describethemotivationtheorythatappliestothiscase.

2WhatneedscanemployeesatLigonierSteelsatisfyinperformingtheirjobs?

3DescribehowbonusesmotivatedtheemployeesatLigonierSteel.

4Describeotherrewardsbesidesbonusesthatcanmotivateworkbehaviorinthiscase.

5Ligonierdoesnotuseanynegativereinforcement.Doesthiscaseillustrateanydisadvantagesofpro-

vidingonlypositivereinforcement?

VideoCase:MotivatingEmployeesatValassisCommunications,Inc.

ValassisCommunications,Inc.,isaleaderinthesalespromotionindustry.Itcreatespromotionalnewspaper

insertscontainingcouponsfromleadingconsumercompaniesfor58millionhouseholdseachSunday.Em-

ployeemotivationisveryimportanttoValassis,soithasdevelopedanemployeecompensationplanthat

includesbasesalary,profitsharing,fringebenefits,championpay,andstockoptions.Inotherwords,itusesa

pay-for-performancesystemthatrewardsemployeesfbrhighperformance.Thecompanyrewardsemployees

forbothindividualandteamachievements.Teamawardsaretiedtotheperformanceofthefirmoverall.In

thisway,employeesbenefitwhenevertheshareholdersofthefirmbenefit.Valassisalsohasanon-site

hairdresser,doctor,andfitnesscentersothatemployeeswillenjoycomingtowork.Onthreeoccasions,ithas

beenincludedinFortunemagazine'slistofthe100bestplacestoworkinAmerica.Formoreinformation,

visithttp://.

Questions

1WhydoesValassisusestockoptionstocompensateemployees?

2WhydoesValassisrewardpeoplefbrbothteamworkandindividualachievement?

3HowdoesValassisusechampionpaytoencourageemployees?

InternetApplications

1./fortunelbestcompanies

Whichcompaniesarethetopcompaniestoworkfor?Whatkindsofbenefitsdotheyprovidefortheiremployees?Whichcompanies

wouldyouliketoworkfor?

2.httpi/

Clickon“ESOPs."Brieflydescribewhatanemployeestockownershipplanis.HowmightanESOPencourageemployeestobe

moremotivated?HowdoESOPSrelatetothetheoriesofmotivationdiscussedinthechapter?Whatisanownershipculture,and

howdoesitcreateanenvironmentwhereemployeesaremoreempowered?

3.

Clickon“ElementsofMotivation.^^Whatarethethreeelementsofmotivation?Whatarethesevenrulesofmotivation?Doyou

thinkmotivationresultsfromanindividuafsowndrive,orisitprimarilydrivenbyexternalfactors?Howcanthesevenrulesof

motivationresultinbetterperformancefbracompany?

Dell'sSecrettoSuccess

GotoandreviewDell'smostrecentannualreport.Also,gotoDell'swebsite(http://www.delI.com)

andinthesection“aboutDcll,^^reviewthebackgroundmaterialaboutDellthatrelatestothischapter.

Questions

1ExplainhowDell'streatmentofitsemployeesmotivatesthemtoperformwell.

2DoyouthinkthattrainingisimportanttoDell?

3Dellsometimespromotessomeofitsemployeesratherthanhiringhigher-levelemployeesfromotherfirms.Whyisthis

beneficial?

TrueorFalse

1.Maslow'shierarchyofneedsidentitiessuperiorcompensationasthekeytoemployee

motivation.

2.AccordingtoFrederickHerzberg,hygienefactorsarework-relatedfactorsthatw川motivateand

pleaseemployees.

3.ThemanagementstrategyofempowermentisfavoredbyTheoryXmanagers.

4.AsupervisorwhobelievesinMcGregor'sTheoryYwilllikelymonitoremployeescloselyto

ensurethattheirworkiscompleted.

5.Equitytheorysuggeststhatanemployee'seffortsareinfluencedbytheexpectedoutcomeof

thoseefforts.

6.Negativereinforcementmotivatesemployeesbyencouragingthemtobehaveinamannerthat

avoidsunfavorableconsequences.

7.Mostcompensationplansthattiepaytoperformanceareintendedtomotivateemployeesto

achievehighperformance.

8.Ameritsystemallocatesraisesforallemployeesaccordingtosalesofthefirm.

9.Anacross-the-boardsystemisappropriatewhenallemployeesdeservethesamerewardfor

theirwork.

10.Open-bookmanagementencouragesemployeestomakedecisionsandconducttasksasifthey

werethefirm'sowners.

11.Thetechniquesofmotivationapplyacrosscountries.

MultipleChoice

12.Byemployeestoproperlyperformthetaskstheyareassigned,managementcan

maximizethefirm'svalue.

a)motivating

b)threatening

c)coercing

d)manipulating

e)harassing

13.OneimplicationoftheHawthornestudiesisthatworkerscanbemotivatedbyreceiving:

a)attention.

b)money.

c)stock.

d)bonuses.

e)profitsharing.

14.Maslow'shierarchyofneedstheorycanbeusefulformotivatingemployeesbecauseitsuggests

that

a)peoplearemotivatedtoachievetheirwork-relatedhygienefactors.

b)managersrespondtotheneedforcorporateprofitability.

c)employeeneedsarestable.

d)employeesaremotivatedbyunsatisfiedneeds.

e)moneyisthemostimportantmotivatingfactor.

15.Socialinteractionandacceptancebyothersareexamplesof:

a)physiologicalneeds.

b)esteemneeds.

c)safetyneeds.

d)socialneeds.

e)self-actualizationneeds.

16.Needsthataresatisfiedwithfood,clothing,and

shelterarecalledneeds.

a)safety

b)social

c)affiliation

d)self-esteem

e)physiological

17.Herzberg'shygienefactorsmostcloselycorrespondwithMaslow's:

a)physiologicalneeds.

b)psychologicalneeds.

c)socialneeds.

d)esteemneeds.

e)self-actualizationneeds.

18.AccordingtoHerzberg,employeesarecommonlymostsatisfiedwhenoffered:

a)adequatesupervision.

b)adequatesalary.

c)recognition.

d)jobsecurity.

e)safeworkingconditions.

19.Allofthefollowingaremethodsusedtoenhancejobsatisfactionexcept

a)employeeinvolvementprograms.

b)TheoryXmanagement.

c)jobsecurity.

d)adequatecompensationprograms.

e)flexibleworkschedules.

20.TheoryZsuggeststhatemployeesaremoresatisfiedwhen:

a)theyreceiveabove-averagepayraises.

b)theircompensationisconsistentwiththeirefforts.

c)managersrestrictthedelegationofauthority.

d)theyareinvolvedindecisionmaking.

e)appropriatehygienefactorsareavailable.

21.Whichofthefollowingtheoriesofmanagementsuggeststhatworkerswillbemotivatedifthey

arecompensatedinaccordancewiththeirperceivedcontributionstothefirm?

a)expectancytheory

b)equitytheory

c)needtheory

d)TheoryY

e)reinforcementtheory

22.Thereinforcementtheorythatmotivatesemployeesbyencouragingthemtobehaveina

mannerthatavoidsunfavorableconsequencesisreinforcement.

a)positive

b)neutral

c)equity

d)negative

e)expectancy

23.Inanacross-the-boardsystem,allemployees

receivesimilar:

a)raises.

b)jobassignments.

c)offices.

d)workschedules.

e)performanceappraisals.

24.Whichofthefollowingprovidesemployeeswithvariousformsofcompensationifspecificperfor-

mancegoalsaremet?

a)flextimeprograms

b)jobenlargement

c)participativemanagement

d)open-bookmanagement

e)incentiveplans

25.Whichofthefollowingisnotaguidelinefordesigningamotivationalcompensationsystem?

a)alignthesystemwithbusinessgoals

b)alignthesystemwithspecificemployeegoals

c)establishsystemsforrewardingemployeeseniority

d)setachievablegoalsforemployees

e)allowemployeeinputonthecompensationsystem

26.Twoormorepersonssharingaparticularworkscheduleiscalled:

a)jobenlargement.

b)jobenrichment.

c)jobsharing.

d)flextime.

e)jobrotation.

27.Evenifthecompanycannotguaranteecontinuingemployment,itcanimproveemployees,

senseofjobsecurityby:

a)empoweringemployees.

b)grantingstocktoemployees.

c)usingopen-bookmanagement.

d)trainingemployeesinvarioustasks.

e)institutingcompressedworkweeks.

28.Aprogramtoexpandthejobsassignedtoemployeesiscalled:

a)hygienetheory.

b)downsizing.

c)positivereinforcement.

d)equitytheoryofmotivation.

e)jobenlargement.

29.Anemployeeinvolvementprogramthatperiodicallymovesindividualsfromonejobassignment

toanotheris:

a)jobenlargement.

b)jobenrichment.

c)jobrotation.

d)jobsharing.

e)flextime.

30.canreduceboredomandprepareemployeesforotherjobsiftheirprimaryjobis

eliminated.

a)Jobevaluation

b)Jobrotation

c)Reengineering

d)Performanceappraisal

e)Reinforcement

31.Whichofthefollowingisanemployeeinvolvementprogramwhereagroupofemployeeswith

differentjobpositionsaregiventheresponsibilityofachievingaspecificgoal?

a)managementbyobjectives(MBO)

b)teamwork

c)jobenlargement

d)jobrotation

e)jobsharing

32