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

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

 

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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.
2. behavioral
3. process
4. development
5. 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.
3. behavioral
4. process
5. development
6. human relations

 

ANS: a                                    REF: p. 131                             OBJ: LO3

 

3. __________ theory includes the process of viewing people simplistically as either winners or losers.
4. Need
5. Achievement-power-affiliation
6. Equity
7. Expectancy

 

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

 

4. __________ theory is a rational approach to motivation.
5. Need
6. Achievement-power-affiliation
7. Equity
8. Expectancy

 

ANS: d                                    REF: p. 139                             OBJ: LO3

 

5. __________ theory is the most recognized theory of motivation.
6. Need
7. Achievement-power-affiliation
8. Equity
9. Expectancy

 

ANS: a                                    REF: p. 132                             OBJ: LO3

 

6. __________ theory stresses the importance of fairness in the organization.
7. Need
8. Achievement-power-affiliation
9. Equity
10. Expectancy

 

ANS: d                                    REF: p. 143                             OBJ: LO3

 

7. A basic concept of _________ theory is that performance equals motivation times ability.
8. need
9. achievement-power-affiliation
10. equity
11. 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.
9. need
10. achievement-power-affiliation
11. equity
12. expectancy

 

ANS: a                                    REF: p. 133                             OBJ: LO3

 

9. An examination of both inputs and outputs is critical to understanding and applying __________ theory.
10. need
11. achievement-power-affiliation
12. equity
13. expectancy

 

ANS: c                                    REF: p. 143                             OBJ: LO3

 

10. __________ theory was originally developed by David McClelland.
11. Need
12. Achievement-power-affiliation
13. Equity
14. Expectancy

 

ANS: d                                    REF: p. 137                             OBJ: LO3

11. __________ theory was originally developed by Abraham Maslow.
12. Need
13. Achievement-power-affiliation
14. Equity
15. 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.
13. need
14. achievement-power-affiliation
15. equity
16. 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.
14. Need
15. Achievement-power-affiliation
16. Equity
17. 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.
15. Theory X
16. Theory Y
17. Theory Z
18. Need theory

 

ANS: c                                    REF: p. 146                             OBJ: LO3

 

15. __________ has been the norm in traditional criminal justice organizations.
16. Theory X
17. Theory Y
18. Theory Z
19. 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.
17. Theory X
18. Theory Y
19. Theory Z
20. Need theory

 

ANS: c                                    REF: p. 137                             OBJ: LO3

 

17. McGregor considered the three fundamental assumptions of __________ to be the conventional views of management.
18. theory X
19. theory Y
20. theory Z
21. need theory

 

ANS: a                                    REF: p. 137                             OBJ: LO3

 

18. __________ has had limited application in public organizations.
19. Theory X
20. Theory Y
21. Theory Z
22. Need theory

 

ANS: c                                    REF: p. 139                             OBJ: LO3

 

19. __________ suggests, fundamentally, that management has a crucial role to play in motivating employees.
20. Theory X
21. Theory Y
22. Theory Z
23. 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.
21. behavioral adaptation school
22. human relations school
23. Theory X school
24. 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.
22. Theory X
23. Theory Y
24. Theory Z
25. Need theory

 

ANS: b                                    REF: p. 137                             OBJ: LO3

 

22. Supporters of __________ propose a team approach to policing.
23. theory X
24. theory Y
25. theory Z
26. need theory

 

ANS: c                                    REF: p. 139                             OBJ: LO3

 

23. The _________ ______________ of motivation, developed by the California Department of Corrections, has six basic elements.
24. hybrid model
25. manger’s model
26. integrated model
27. quality model

 

ANS: c                                     REF: p. 153                             OBJ: LO4

 

24. Quality circle programs are based on the assumptions that:
25. interactions among employees should maximize individual growth, and such growth will maximize organizational effectiveness.
26. limited management participation will enhance employees’ sense of program ownership and commitment to program success.
27. organizational goals should establish the structure of growth opportunities.
28. all of these

 

ANS: a                                    REF: p. 150                             OBJ: LO4

 

25. The differing theoretical positions on employee motivation are linked by employees’:
26. needs.
27. perspectives.
28. viewpoints.
29. 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