Criminal Justice Organizations Administration and Management 5th Edition by Stan Stojkovic - Test Bank

TEST BANK

Chapter 5

MULTIPLE CHOICE

1. Proponents of the __________ school of organizational theorists were concerned about how employees fit into organizations beyond simply being workers.

a.behavioral

b.process

c.development

d.human relations

ANS: d REF: p. 131 OBJ: LO3

2. Proponents of the __________ school of organizational theorists emphasize the importance of manager and leader behavior to motivation and other critical administrative actions.

a. behavioral

b.process

c.development

d.human relations

ANS: a REF: p. 131 OBJ: LO3

3. __________ theory includes the process of viewing people simplistically as either winners or losers.

a.Need

b.Achievement-power-affiliation

c.Equity

d.Expectancy

ANS: b REF: pp. 137-138 OBJ: LO3

4. __________ theory is a rational approach to motivation.

a.Need

b.Achievement-power-affiliation

c.Equity

d.Expectancy

ANS: d REF: p. 139 OBJ: LO3

5. __________ theory is the most recognized theory of motivation.

a.Need

b.Achievement-power-affiliation

c.Equity

d.Expectancy

ANS: a REF: p. 132 OBJ: LO3

6. __________ theory stresses the importance of fairness in the organization.

a.Need

b.Achievement-power-affiliation

c.Equity

d.Expectancy

ANS: d REF: p. 143 OBJ: LO3

7. A basic concept of _________ theory is that performance equals motivation times ability.

a.need

b.achievement-power-affiliation

c.equity

d.expectancy

ANS: d REF: p. 139 OBJ: LO3

8. The second concern of __________ theory is that human beings must feel safe in their environments and free from any threat of attack by aggressors.

a.need

b.achievement-power-affiliation

c.equity

d.expectancy

ANS: a REF: p. 133 OBJ: LO3

9. An examination of both inputs and outputs is critical to understanding and applying __________ theory.

a.need

b.achievement-power-affiliation

c.equity

d.expectancy

ANS: c REF: p. 143 OBJ: LO3

10. __________ theory was originally developed by David McClelland.

a.Need

b.Achievement-power-affiliation

c.Equity

d.Expectancy

ANS: d REF: p. 137 OBJ: LO3

11. __________ theory was originally developed by Abraham Maslow.

a.Need

b.Achievement-power-affiliation

c.Equity

d.Expectancy

ANS: a REF: p. 133 OBJ: LO3

12. The evolving discussion of __________ theory’s applicability to the criminal justice system involves consideration of the concepts of procedural justice and interactional justice.

a.need

b.achievement-power-affiliation

c.equity

d.expectancy

ANS: c REF: p. 143 OBJ: LO3

13. __________ theory includes consideration of valences, or the level of satisfaction or dissatisfaction produced by various outcomes.

a.Need

b.Achievement-power-affiliation

c.Equity

d.Expectancy

ANS: d REF: p. 139 OBJ: LO3

14. __________ suggests that management must come to grips with the fact that organizations, either private or public, can no longer exist in a social vacuum.

a.Theory X

b.Theory Y

c.Theory Z

d.Need theory

ANS: c REF: p. 146 OBJ: LO3

15. __________ has been the norm in traditional criminal justice organizations.

a.Theory X

b.Theory Y

c.Theory Z

d.Need theory

ANS: a REF: p. 137 OBJ: LO3

16. __________ posits that management has a responsibility to structure a work environment that promotes the highest level of employee motivation.

a.Theory X

b.Theory Y

c.Theory Z

d.Need theory

ANS: c REF: p. 137 OBJ: LO3

17. McGregor considered the three fundamental assumptions of __________ to be the conventional views of management.

a.theory X

b.theory Y

c.theory Z

d.need theory

ANS: a REF: p. 137 OBJ: LO3

18. __________ has had limited application in public organizations.

a.Theory X

b.Theory Y

c.Theory Z

d.Need theory

ANS: c REF: p. 139 OBJ: LO3

19. __________ suggests, fundamentally, that management has a crucial role to play in motivating employees.

a.Theory X

b.Theory Y

c.Theory Z

d.Need theory

ANS: b REF: p. 137 OBJ: LO3

20. Proponents of the ______ ________ ________ are concerned about how employees fit into organizations beyond simply being workers.

a. behavioral adaptation school

b. human relations school

c. Theory X school

d. Theory Z school

ANS: b REF: p. 139 OBJ: LO3

21. __________ suggests that there is a definite relationship between job satisfaction among employees and management style.

a.Theory X

b.Theory Y

c.Theory Z

d.Need theory

ANS: b REF: p. 137 OBJ: LO3

22. Supporters of __________ propose a team approach to policing.

a.theory X

b.theory Y

c.theory Z

d.need theory

ANS: c REF: p. 139 OBJ: LO3

23. The _________  ______________ of motivation, developed by the California Department of Corrections, has six basic elements.

a. hybrid model

b. manger’s model

c. integrated model

d. quality model

ANS: c REF: p. 153 OBJ: LO4

24. Quality circle programs are based on the assumptions that:

a. interactions among employees should maximize individual growth, and such growth will maximize organizational effectiveness.

b. limited management participation will enhance employees’ sense of program ownership and commitment to program success.

c.organizational goals should establish the structure of growth opportunities.

d.all of these

ANS: a REF: p. 150 OBJ: LO4

25. The differing theoretical positions on employee motivation are linked by employees’:

a.needs.

b.perspectives.

c.viewpoints.

d.all of these

ANS: d REF: p. 129 OBJ: LO4

TRUE/FALSE

1. The behavioral school of management emphasizes workers’ behavior in relation to the pursuit of organizational goals.

ANS: F REF: p. 132 OBJ: LO2

2. The field of organizational development has its roots in the behavioral school of management.

ANS: F REF: p. 132 OBJ: LO2

3. Equity theory holds that an individual’s motivation level is affected by her or his perception of fairness in the workplace.

ANS: T REF: p. 143 OBJ: LO3

4. Theories of motivation evolved over the last century concurrent with the industrial revolution.

ANS: T REF: p. 132 OBJ: LO2

5. The developer of theory X considered its fundamental assumptions to be the conventional views of management.

ANS: T REF: p. 137 OBJ: LO3

6. With respect to the power motive and criminal justice personnel, research has been done primarily within large urban police departments.

ANS: F REF: p. 138 OBJ: LO4

7. Expectancy theory posits that police work, for example, relies on the belief among police officers that their efforts will produce a reduction in crime.

ANS: T REF: p. 139 OBJ: LO4

8. Theory Y views the human condition optimistically.

ANS: T REF: p. 137 OBJ: LO3

9. Researchers have found no useful purpose for quality circle programs within criminal justice.

ANS: F REF: p. 150 OBJ: LO4

10. The most recognized theory of motivation is McGregor’s need theory.

ANS: F REF: p. 137 OBJ: LO3

FILL-IN

1.__________ theory, developed by Maslow, is the most recognized theory of motivation.

ANS: Need REF: p. 133 OBJ: LO2

2. The highest order of need is __________.

ANS: self-actualization REF: p. 134 OBJ: LO2

3. Theory X can be summed up by saying that __________ consists of getting things done through other people.

ANS: management REF: p. 137 OBJ: LO3

4. __________ theory is based on the belief that if a certain amount of effort is put forth, a calculated outcome will result

ANS: expectancy REF: p. 139 OBJ: LO2

5. _________ needs are the most basic needs in accordance with Maslow’s hierarchy.

ANS: Physical REF: p. 134 OBJ: LO2

6. __________ theory stresses the importance of fairness in the organization and how employees perceive its application in the workforce.

ANS: Equity REF: p. 143 OBJ: LO5

7.  Theory Z suggests that __________ can no longer exist in a social vacuum.

ANS: management REF: p. 139 OBJ: LO3

8. Supporters of theory Z propose a __________ approach to policing, with emphasis on the collective responsibility of officers.

ANS: team REF: p. 139 OBJ: LO3

9. ________ ________ are defined as small groups of employees who meet regularly to identify and recommend solutions to problems in the workplace.

ANS: quality circles REF: p. 150 OBJ: LO4

10. The __________ model of motivation emphasizes personal motives and values, and employs processes that support members’ goals.

ANS: integrated REF: pp. 153-154 OBJ: LO5

ESSAY

1. Discuss the six theories of motivating personnel.

ANS:

• The most recognized theory of motivation derives from the work of Abraham Maslow, who developed Need theory, based upon human’s physical and psychological needs. Maslow argued that these needs affect human behavior patterns. His list of needs include, physical, safety and security, social or belonging, self-esteem, and self-actualization.

• The second theory of motivation is called Theory X and Theory Y. This theory was developed by Douglas McCregor in the late 1970s. Theory X maintains that management must direct the efforts of personnel and must motivate and control their actions. The belief is that people would ignore organizational needs if left to their own devices. Theory Y posits that people have only become ignorant or resistant to organizational needs due to prior bad experiences. As a result, it is management’s job to arrange organizational conditions so that people can achieve their own goals by working towards organizational objectives.

• The third theory of motivation is Achievement-Power-Affiliation Theory, originally developed by David McClelland. This theory argues that workers seek to achieve success through their own efforts, not necessarily based on other factors. The theory also posits that people like to work on projects that are challenging, but not impossible. Finally, proponents of this theory would argue that people like to receive identifiable and recurring feedback about their work.

• Fourth is Expectancy theory, which posits that if a certain amount of work or effort is put forth, a calculated outcome will result. That is to say, there is a certain expectation that hard work will produce a predictable result.

• The fifth theory is called Equity theory. This theory holds that an individual’s motivation level is affected by her or his perception of fairness in the workplace. Individual motivation must be understood in relation to how other employees are treated by management and/or the organization.

• Theory Z is the final theory of motivation. Theory Z is actually an extension of Theory Y and posits that management must come to grips with the fact that organizations, both private and public, can no longer exist in a social vacuum. Management must learn to deal with employee motivational problems in unique and diverse ways.

REF: pp. 132-145 OBJ: L03

2. Explain need theory and relate it to a criminal justice personnel scenario.

• Abraham Maslow, who developed Need theory, based motivational factors upon human’s physical and psychological needs. Maslow argued that these needs affect human behavior patterns. His list of needs include, physical, safety and security, social or belonging, self-esteem, and self-actualization.

• Research in criminal justice has supported some tenets of Maslow’s theory. It has been demonstrated that older police officers and those with higher levels of education perceive control of their environments and some autonomy as critical to their job satisfaction.

• It has also been demonstrated that corrections officers report leaving their positions due to the inability of management to improve their working conditions, which may also include their safety and security.

• Bennet has argued that the structuring of police work makes it difficult for some officer’s needs to be met. For example, some departments have shifts that run twelve hours and involve a lot of waiting or idle time. Bennet has also found that some police departments had difficulty dealing with self-esteem needs of their officers.

REF: pp. 133-135 OBJ: L03

3. Define and discuss quality circle programs.

ANS:

• Quality circle programs are defined as small groups of employees, usually non-management personnel from the same work unit, who meet regularly to identify and recommend solutions to workplace problems.

• Quality circle programs are based upon two assumptions. First, interactions among employees should provide for the maximum growth of the individual. Second, by providing conditions for the growth of employees, the organization will become more effective. In other words, it is in the best interest of the organization to promote the well being of the employee.

• Some probation and police departments have implemented quality circle programs with great success. Researchers have discovered that these types of programs serve those completing “people work”, well.

• While the research literature has been positive in regards to the implementation of quality circles into criminal justice settings, it would be naïve to suggest that they can be applied to all areas of the criminal justice system.

REF: pp. 150-152 OBJ: L03

4. Explain management by objectives.

ANS:

• It is likely that no other innovation within management circles since the 1950s has had as much influence on organizations as management by objectives (MBO). It can be defined as a process whereby individual managers and employees identify goals and work toward their completion and evaluation within a specified time period.

• Among criminal justice organizations, Angell was the first researcher to suggest that MBO could have a positive influence on police agencies. Angell saw the democratization of police organizations as a step towards improving the delivery of services.

• Some researchers, however, have posited that MBO could be detrimental to police agencies. Sherman argued that this democratic model would be deleterious to police organizations because it grants decision-making authority to teams of police, thereby ignoring the traditional police hierarchy.

Archambeult and Archambeault believed that in order for MBO to work in any correctional setting, certain conditions must exist. First, administrative personnel must truly be committed to MBO. Second, administrative staff must be able to receive criticism and suggestions from employees. Third, any MBO program must take into consideration the organization’s power structure.

REF: pp. 151-153 OBJ: L03

5. Explain equity theory and relate it to criminal justice agencies.

ANS:

• Equity theory posits that an individual’s motivation level is affected by her or his perception of fairness in the workplace. Individual motivation must be understood in relation to how other employees are treated by management and/or the organization. The theory rests on two fundamental assumptions: individuals evaluate their own interpersonal relationships as they would any other commodity; and second, individuals develop expectations about their evaluation in the organization equivalent to the amount of individual contribution they make.

• For criminal justice organizations, the perception of inequity is fostered by a number of factors beyond the control of administrators. For example, the rigid structure of public contracts limits the ability of criminal justice administrators to deal with inequities. As such, employees may perceive a disjuncture between their work performance and the pay of other similarly situated employees.

• Within criminal justice organizations, employees perform a number of duties that go beyond typical pay considerations. Pay incentives, such as those seen in private industries with performance bonuses, simply do not exist within a criminal justice position.

• Equity theory can be applied, however, when one considers that being treated fairly and with respect goes a long way in positions where the primary motivation to perform is limited and appeals to more intrinsic rewards.

REF: pp. 145-147 OBJ: L03