“I won't be able to finish the assigned task before deadline because the marketing department never gives us the info. They’re always such a pest!”*1 pointLittle Professor ego stateAdapted Child ego stateNatural Child ego state

“We seem to have addressed all the urgent issues, while coming to a unanimous decision on how to prioritize the challenges. Let’s assign someone to manage the short-term issues and then agree upon strategies we will be putting to use for ensuring we don’t get into this situation again.”*1 pointPhotographic Adult ego stateNurturing Parent ego stateCombining Adult ego state

Required informationSkip to questionMotivating Employees Beyond the Job Description This activity is important because as a manager, understanding how to manage human resources and motivate employees can be very difficult. The case describes a problem commonly faced by managers – overcoming the challenge of getting employees to do work beyond merely what is stated in the job description. The goal of this exercise is to demonstrate your understanding of the employee motivation and apply these concepts to a scenario frequently faced by managers. Read the case and then answer the questions that follow. Maria felt perplexed. She had recently stepped into a new role as mid-level manager for a candy manufacturing organization. She had been excited for the task at hand. The manager she replaced had been at the organization for a long time and had recently retired. His group had the lowest turnover in the entire company. The problem was that their overall group-level performance was also lower than the numbers reported in the rest of the organization. After a few months in her new position, Maria was starting to realize the scope of the challenge. The employees in the department had clear job descriptions. The job descriptions included some tasks that were easy to measure. For example, there were quantitative measures for the division regarding sales targets and quality expectations. However, the job descriptions also included some tasks that were more difficult to measure. For example, the employees in the department had statements like, “Train new employees”, “Streamline processes”, and “Report quality issues”. While these tasks were necessary to keep the department effective and efficient, it was difficult to hold any one employee accountable when these tasks were not completed. Maria had already tried several things. She had made some superficial changes in the department, like changing a reward and recognition program. The changes resulted in better behavior at first, but the employees returned to their regular behavior after a few days. Maria considered what she should do next to improve performance in the organization. Maria’s changes to the department only resulted in temporary changes in behavior. This is best explained by which of the following terms?Multiple ChoiceEquity TheoryExpectancy TheoryHerzberg's Two-Factor TheoryMaslow’s Hierarchy of NeedsThe Hawthorne Effect

Required informationSkip to questionMotivating Employees Beyond the Job Description This activity is important because as a manager, understanding how to manage human resources and motivate employees can be very difficult. The case describes a problem commonly faced by managers – overcoming the challenge of getting employees to do work beyond merely what is stated in the job description. The goal of this exercise is to demonstrate your understanding of the employee motivation and apply these concepts to a scenario frequently faced by managers. Read the case and then answer the questions that follow. Maria felt perplexed. She had recently stepped into a new role as mid-level manager for a candy manufacturing organization. She had been excited for the task at hand. The manager she replaced had been at the organization for a long time and had recently retired. His group had the lowest turnover in the entire company. The problem was that their overall group-level performance was also lower than the numbers reported in the rest of the organization. After a few months in her new position, Maria was starting to realize the scope of the challenge. The employees in the department had clear job descriptions. The job descriptions included some tasks that were easy to measure. For example, there were quantitative measures for the division regarding sales targets and quality expectations. However, the job descriptions also included some tasks that were more difficult to measure. For example, the employees in the department had statements like, “Train new employees”, “Streamline processes”, and “Report quality issues”. While these tasks were necessary to keep the department effective and efficient, it was difficult to hold any one employee accountable when these tasks were not completed. Maria had already tried several things. She had made some superficial changes in the department, like changing a reward and recognition program. The changes resulted in better behavior at first, but the employees returned to their regular behavior after a few days. Maria considered what she should do next to improve performance in the organization. Maria realizes one of the department’s supervisors has a Theory-X view of his employees. Which of the following is not likely true about the department lead?Multiple Choicemaintains closer supervision of employeespromotes specialization amongst members of the grouphas limited concern for employee welfareassumes workers will seek out responsibility to satisfy social needsAll of the statements are likely true of the supervisor.

Required informationSkip to questionMotivating Employees Beyond the Job Description This activity is important because as a manager, understanding how to manage human resources and motivate employees can be very difficult. The case describes a problem commonly faced by managers – overcoming the challenge of getting employees to do work beyond merely what is stated in the job description. The goal of this exercise is to demonstrate your understanding of the employee motivation and apply these concepts to a scenario frequently faced by managers. Read the case and then answer the questions that follow. Maria felt perplexed. She had recently stepped into a new role as mid-level manager for a candy manufacturing organization. She had been excited for the task at hand. The manager she replaced had been at the organization for a long time and had recently retired. His group had the lowest turnover in the entire company. The problem was that their overall group-level performance was also lower than the numbers reported in the rest of the organization. After a few months in her new position, Maria was starting to realize the scope of the challenge. The employees in the department had clear job descriptions. The job descriptions included some tasks that were easy to measure. For example, there were quantitative measures for the division regarding sales targets and quality expectations. However, the job descriptions also included some tasks that were more difficult to measure. For example, the employees in the department had statements like, “Train new employees”, “Streamline processes”, and “Report quality issues”. While these tasks were necessary to keep the department effective and efficient, it was difficult to hold any one employee accountable when these tasks were not completed. Maria had already tried several things. She had made some superficial changes in the department, like changing a reward and recognition program. The changes resulted in better behavior at first, but the employees returned to their regular behavior after a few days. Maria considered what she should do next to improve performance in the organization. Which of the following factors from Herzberg’s Two-Factor Theory should Maria address in order to improve employee motivation?Multiple Choicecloser supervisionbetter working conditionsadvancement opportunitiesincreased job securityclarify company policies

Required informationSkip to questionMotivating Employees Beyond the Job Description This activity is important because as a manager, understanding how to manage human resources and motivate employees can be very difficult. The case describes a problem commonly faced by managers – overcoming the challenge of getting employees to do work beyond merely what is stated in the job description. The goal of this exercise is to demonstrate your understanding of the employee motivation and apply these concepts to a scenario frequently faced by managers. Read the case and then answer the questions that follow. Maria felt perplexed. She had recently stepped into a new role as mid-level manager for a candy manufacturing organization. She had been excited for the task at hand. The manager she replaced had been at the organization for a long time and had recently retired. His group had the lowest turnover in the entire company. The problem was that their overall group-level performance was also lower than the numbers reported in the rest of the organization. After a few months in her new position, Maria was starting to realize the scope of the challenge. The employees in the department had clear job descriptions. The job descriptions included some tasks that were easy to measure. For example, there were quantitative measures for the division regarding sales targets and quality expectations. However, the job descriptions also included some tasks that were more difficult to measure. For example, the employees in the department had statements like, “Train new employees”, “Streamline processes”, and “Report quality issues”. While these tasks were necessary to keep the department effective and efficient, it was difficult to hold any one employee accountable when these tasks were not completed. Maria had already tried several things. She had made some superficial changes in the department, like changing a reward and recognition program. The changes resulted in better behavior at first, but the employees returned to their regular behavior after a few days. Maria considered what she should do next to improve performance in the organization. Maria recognized that beyond their basic job description, employees do not identify with any specific goals, given their specific needs and interests. Which of the following management techniques should Maria consider using?Multiple ChoiceEquity theoryManagement by objectivesHerzberg's two-factor modelExpectancy theoryTheory X of motivation