pre-final q 1, q 2 lq hbo

7/25/2019 Pre-final q 1, q 2 Lq Hbo

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BUSINESS DEPARTMENT

HUMAN BEHAVIOR IN ORGANIZATION

SHORT QUIZ 1

QUESTIONS

drive to accomplish objectives and get ahead.

ccording to him, human needs are not equal strength , and they emerge in a defnite sequence. His theory ocuses attenti

drive to relate to people eectively

drive to do high"quality #or$ and develop one%s s$ills.

drive to in'uence people and situations

is a need to in'uence others% behavior or the good o the #hole organi*ation.

his type o need are more vague because they represent needs o the mind and spirit rather than o the physical body.

hese are the basic physical needs

hese t#o need levels together #hich involve basic survival and second need or bodily saety

here are three levels o this type o needs #hich involves the third level, the ourth level needs and the fth"level need.

his is the frst level in /aslo#%s Hierarchy o needs #hich include needs or ood, air, #ater, and sleep

his is the second level in /aslo#%s Hierarchy o needs #hich reers to reedom rom a dangerous environment

pared by1 /arinela . 0ere*, /A

ec$ed by1

BUSINESS DEPARTMENT


SHORT QUIZ 1

QUESTIONS

drive to accomplish objectives and get ahead.

ccording to him, human needs are not equal strength , and they emerge in a defnite sequence. His theory ocuses attenti

drive to relate to people eectively

drive to do high"quality #or$ and develop one%s s$ills.

drive to in'uence people and situations

is a need to in'uence others% behavior or the good o the #hole organi*ation.

his type o need are more vague because they represent needs o the mind and spirit rather than o the physical body.

hese are the basic physical needs

hese t#o need levels together #hich involve basic survival and second need or bodily saety

here are three levels o this type o needs #hich involves the third level, the ourth level needs and the fth"level need.

his is the frst level in /aslo#%s Hierarchy o needs #hich include needs or ood, air, #ater, and sleep

his is the second level in /aslo#%s Hierarchy o needs #hich reers to reedom rom a dangerous environment

pared by1 /arinela . 0ere*, /A

ec$ed by1

researcher rom Harvard 5niversity #ho developed a classifcation scheme highlighting three o the dominant drives and tivation.

is more similar to the more individualistic American drive or achievement in #hich people ta$e responsibility or their act$ regular eedbac$, and enjoy being part o #inning achievement through individual or collective eort.

his is the fth level in /aslo#%s Hierarchy o needs #hich means becoming all that one is capable o becoming, using onents to the ma7imum.

researcher rom Harvard 5niversity #ho developed a classifcation scheme highlighting three o the dominant drives and tivation.

is more similar to the more individualistic American drive or achievement in #hich people ta$e responsibility or their act$ regular eedbac$, and enjoy being part o #inning achievement through individual or collective eort.

his is the fth level in /aslo#%s Hierarchy o needs #hich means becoming all that one is capable o becoming, using onents to the ma7imum.


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BUSINESS DEPARTMENT


SHORT QUIZ 2

QUESTIONS

He developed a #o"actor model o motivation based on research #ith engineers and accountants

hese are potent dissatisfers and are necessary or building a oundation on #hich to maintain a reasonable level o motiv

/otivators mostly are job centered

. /aintenance actor that are more related to the environment surrounding the job.

hese are internal re#ards that a person eels #hen perorming a job so there is a direct and oten immediate connection b

hese are e7ternal re#ards that occur apart rom the nature o #or$, providing no direct satisaction at the time the #or$ is

He proposed a modifed need hierarchy #ith just three levels the 87istence, 9elatedness and :ro#th needs.

t is the application in organi*ations o the principles o behavior modifcation #hich evolved rom the #or$ o .;. $inner

he models o motivation that ocus on the content ictor H. >room, it is the product o >alence, 87pectancy and )nstrumentality

)t reers to the strength o a person%s preerence or receiving a re#ard.

)t is the strength o belie that one%s #or$ related eort #ill result in completion o a tas$.

?ne o the orces contributing to eort"perormance e7pectancies in an individual.

epared by1 /arinela . 0ere*, /A

ecked by:

BUSINESS DEPARTMENT


SHORT QUIZ 2QUESTIONS

He developed a #o"actor model o motivation based on research #ith engineers and accountants

hese are potent dissatisfers and are necessary or building a oundation on #hich to maintain a reasonable level o motiv

/otivators mostly are job centered

. /aintenance actor that are more related to the environment surrounding the job.

hese are internal re#ards that a person eels #hen perorming a job so there is a direct and oten immediate connection b

hese are e7ternal re#ards that occur apart rom the nature o #or$, providing no direct satisaction at the time the #or$ is

He proposed a modifed need hierarchy #ith just three levels the 87istence, 9elatedness and :ro#th needs.

t is the application in organi*ations o the principles o behavior modifcation #hich evolved rom the #or$ o .;. $inner

he models o motivation that ocus on the content ictor H. >room, it is the product o >alence, 87pectancy and )nstrumentality

)t reers to the strength o a person%s preerence or receiving a re#ard.

)t is the strength o belie that one%s #or$ related eort #ill result in completion o a tas$.

?ne o the orces contributing to eort"perormance e7pectancies in an individual.

epared by1 /arinela . 0ere*, /A

ecked by:

tates that a person tends to repeat behavior that is accompanied by avorable consequences and tends not to repeat beavorable consequences.

He e7plains that motivation is a product o three actors ho# much one #ants a re#ard, one%s estimate o the probability tormance, and one%s estimate that perormance #ill result in receiving the re#ard.

tates that a person tends to repeat behavior that is accompanied by avorable consequences and tends not to repeat beavorable consequences.

He e7plains that motivation is a product o three actors ho# much one #ants a re#ard, one%s estimate o the probability tormance, and one%s estimate that perormance #ill result in receiving the re#ard.


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4/9

NATIONAL COLLEGE OF SCIENCE AND TECHNOLOG

Amafel Bld!" A#$%ald& H$'(a)" Da*ma+$,a*" Ca-$.

Tel. No.: (046)416-6278 Telefax: (046)416-0166 Mobile No.:6!"18-888-62

BUSINESS DEPARTMENT

HUMAN BEHAVIOR IN ORGANIZATIONLONG QUIZ'PREFINAL

QUESTIONS

2. A drive to accomplish objectives and get ahead.

3. According to him, human needs are not equal strength , and they emerge in a defnite sequence. His theory ocus

4. A drive to relate to people eectively

!. A drive to do high"quality #or$ and develop one%s s$ills

&. A drive to in'uence people and situations

(.)t is a need to in'uence others% behavior or the good o the #hole organi*ation.

+.his type o need are more vague because they represent needs o the mind and spirit rather than o the physical

-. hese are the basic physical needs

--. hese t#o need levels together #hich involve basic survival and second need or bodily saety

-2. here are three levels o this type o needs #hich involves the third level, the ourth level needs and the fth"lev

-3.his is the frst level in /aslo#%s Hierarchy o needs #hich include needs or ood, air, #ater, and sleep

-4. his is the second level in /aslo#%s Hierarchy o needs #hich reers to reedom rom a dangerous environment

-&. He developed a #o"actor model o motivation based on research #ith engineers and accountants

-6.hese are potent dissatisfers and are necessary or building a oundation on #hich to maintain a reasonable lev

-(./otivators mostly are job centered

-+. /aintenance actor that are more related to the environment surrounding the job.

2. hese are internal re#ards that a person eels #hen perorming a job so there is a direct and oten immediate co

2-. hese are e7ternal re#ards that occur apart rom the nature o #or$, providing no direct satisaction at the time

22. He proposed a modifed need hierarchy #ith just three levels the 87istence, 9elatedness and :ro#th needs.

23. )t is the application in organi*ations o the principles o behavior modifcation #hich evolved rom the #or$ o .

24. he models o motivation that ocus on the content ictor H. >room, it is the product o >alence, 87pectancy and )nstrumentality

2(. )t reers to the strength o a person%s preerence or receiving a re#ard.

2+. )t is the strength o belie that one%s #or$ related eort #ill result in completion o a tas$.

3. ?ne o the orces contributing to eort"perormance e7pectancies in an individual.

-. A researcher rom Harvard 5niversity #ho developed a classifcation scheme highlighting three o the dominant dmotivation.

6.)t is more similar to the more individualistic American drive or achievement in #hich people ta$e responsibility osee$ regular eedbac$, and enjoy being part o #inning achievement through individual or collective eort.

-!. his is the fth level in /aslo#%s Hierarchy o needs #hich means becoming all that one is capable o becoming,talents to the ma7imum.

2!. tates that a person tends to repeat behavior that is accompanied by avorable consequences and tends not to unavorable consequences.

2&. He e7plains that motivation is a product o three actors ho# much one #ants a re#ard, one%s estimate o the prperormance, and one%s estimate that perormance #ill result in receiving the re#ard.


5/9

)t is #hen employees believe that they are not capable as they appear to be and consequently, ear that their incom

)t represents the employee%s belie that a re#ard #ill be received once the tas$ is accomplished.

)t is #hen employees eel imbalance in their relationship #ith their employer and see$ to restore that balance.

)t is #hen #or$ers see$ to reduce their eelings o inequity through the same types o strategies, but some o their s

)t is the basic actor as attributions #hether the behavior is relatively stable across time or unstable.

)t is the second dimension #hether the person%s perormance is dierent on this tas$ on most other tas$s in the per

his is the third element o the basic actor as attributions and the degree to #hich the person%s peers behave in a

)t is #hen claiming undue credit or success and minimi*ing their o#n responsibility or problems.

hey tend to be given as e7planations #hen there is a judgement o high consistency and lo# distinctiveness and lo

hey tend to be used as e7planations #hen the behavior stands out as distinctive and dierent rom that o peers,

)t is the idea based on the research #hich suggests that individuals have dierent preerences or equity.

)t is a theory that states that employees tend to judge airness by comparing outcomes they receive #ith their relevratio o other people.

hese include all the rich and diverse elements that employees believe they bring, or contribute, to the job"their edloyalty and commitment, time and eort, creativity, and job perormance.

hese are the re#ards they perceive they get rom their jobs and employers, these include direct pay and bonuses,psychological re#ards.


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)t is #hen people tend to perceive #hat they e7pect to perceive.

)t is the process by #hich people interpret and assign causes or their o#n and others% behavior.

9epresents the employee%s belie that a re#ard #ill be received once the tas$ is accomplished

)t is defned as the strength o the drive to#ard an action.

)t suggests that a manager%s e7pectations or an employee #ill cause the manager to treat the employee dierentlythat confrms the initial e7pectations.

)t is oten e7hibited #hen judging others that people tend to attribute other%s acheivements to good luc$ or easy tasenough or simply lac$ed the appropriate personal characteristics or overall ability i they ailed


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ANS/ER


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pre-final q 1, q 2 lq hbo

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