BUSİNESS MANAGEMENT - Deneme Sınavı - 6

Motivation is a drive to be willing to perform a task, take an action, or achieve a goal usually for a desired or expected outcome. The basic process for motivating employees starts      with needs; continues with actions for   the fulfilment of the needs; and  results in satisfaction and rewards. The process starts with the needs that change by individuals and circumstances. Because all individuals have needs of this or that kind, motivation is a basic tool for all managers to create a happy and efficient work place. The motivation process continues with actions towards the fullfillment of the needs by the person, others, and most importantly by managers. The result of these actions are satisfactions and rewards either intrinsicly from within the person or extrinsicly from outside. Satisfaction as well as relief by completing a mission or innovating a product is an intrinsic reward. Satisfaction that is obtained from outside in the form of company shares, promotion, or being praised by the team leader is an extrinsic reward. It is highly critical that managers maintain a balance for intrinsic and extrinsic rewards. Employees who get work satisfaction only by internal or external rewards will in time seek other type of rewards.

As also understood from the information given, the answer is E. All of the statements related to motivation in the options are correct.

Process perspectives focus on peoples’ behaviors which may be affected by environmental factors besides needs. The important point for managers is how to cause employees to repeat or not repeat those behaviors. Some known process perspectives of motivation are equity theory, expectancy theory, and goal setting.

As also undertood from the information given, the answer is C. The information about the two factor theory and three-needs theory is as follows:

The two-factor theory This perspective on motivation was introduced by Frederick Herzberg, also named as the motivationhygiene theory. Herzberg’s theory investigates employees’ relationship to the job. The theory content is based on interviews he conducted to find out when employees were satisfied and when dissatisfied, thus when they were motivated and unmotivated to work. The interview results proposed that the work factors which caused employees’ satisfaction were siginificantly different from the factors which caused dissatisfaction. The findings suggested that employees mentioned dissatisfaction based on extrinsic factors such as work conditions, supervision, interpersonal relations, security, and pay. On the other hand, work satisfaction is based on intrinsic factors such as achievement, responsibility, and success.

Acquired needs perspective, also called three-needs theory and developed by David McClelland, proposes that certain needs acquired throughout one’s lifetime determine the motivation at work. The most common needs are: need for achievement(nAch); need for power (nPow); and need for affiliation (nAff).

Management and leadership are similar in terms of focus on attaining goals, group function, process of interaction and influence and practice changing with circumstances. When we compare leadership and management in terms of authority, management authority is based on legal authority, but leadership power comes from followers. For this reason, the correct answer is C.

Behavioral leadership approaches consist of Michigan studies, Ohio State studies and Managerial Grid model. Other options are not evaluated within the framework of behavioral leadership approaches. For this reason, the correct answer is D

Based on interviews with managers and employees, Michigan studies identified two basic forms of leadership behaviors: task/production oriented behaviors and people/ employee-oriented behaviors. For this reason, the correct answer is C.

Consideration behavior is a form of people orientation and indicates the extent of concern for the relationships with subordinates and their feelings. For this reason, the correct answer is C.

The Managerial Grid consists of five managerial or leadership styles reflected in two dimensions which are concern for people (vertical) and concern for production (horizontal). For this reason, the correct answer is A.

The premise of the situational leadership model is: “Different situations demand different types of leadership”. For this reason, the correct answer is B.

Some leadership styles that are recently introduced are charismatic/visionary leadership, leader-member exchange theory, transformational and transactional leadership, servant leadership, team leadership, and authentic leadership. For this reason, the correct answer is B.

Transformational leadership is explained in four I’s: charisma or idealized influence; inspirational motivation; intellectual stimulation; and individualized consideration. For this reason, the correct answer is E.

The hierarchy of needs theory, ERG theory, the two-factor theory and acquired needs perspective theories are considered as content theories. But expectancy theory is considered as process perspectives on motivation. For this reason, the correct answer is C.

Expectancy or effort performance linkage is the perceived probability of success by an individual about performing a task. For this reason, the correct answer is D.

Organizing is one of the main management functions that typically follows the planning function. The organizing function is concerned with arranging and assigning tasks, allocating resources, and structuring work in order to reach organizational objectives. In other words, the organizing function creates the organization’s structure.

Organizational structure is a system that consists of rules and policies to outline work roles, responsibilities and reporting relationships, and how they fit within the overall system.5

Although the division of labor is advantageous, too much specialization leads to problems as the job tasks can become repetitive and boring.6 This can lead to lower morale as workers become resentful and lose their motivation. Further, errors may creep in as they get bored. Therefore, managers need to maintain a balance between work specialization and workers’ motivation.

There are two forms of authority: line authority and staff authority. Line authority takes the form of the employer-employee relationship that moves from top to bottom according to the chain of command.10 This consists of the right to direct and control subordinates and to make decisions. We refer to line managers as those whose functions are linked directly with the achievement of organizational objectives.

Coercive Power – based on the belief that a person can punish others for noncompliance.

The most basic method to divide job activities for managers is to follow the sequence of activities:

➢ Examine objectives,

➢ Design job activities to reach those objectives,

➢ Group similar activities to specific jobs, and

➢ Assign individuals to those jobs.

As for the span of control: manager A supervises two employees while manager B supervises five employees. Manager A is said to have a narrow span of control.

Another key building block of organizations is formalization which refers to the use of written or computerized documents to describe and guide behaviors and activities of employees. Documentation includes rules, procedures, regulations, policy manuals and job descriptions.