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23 Apr 2025, 10:03
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C
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
75%
(hard)
Question Stats:
48% (01:50) correct
52%
(01:48)
wrong
based on 222
sessions
History
Date
Time
Result
Not Attempted Yet
A manager cannot extract the best performance from employees by threatening them with termination or offering financial rewards for high productivity. Rather, employees must come to want to do a good job for its own sake. One of the best ways for a manager to achieve this is to delegate responsibility to them, especially for decisions that previously had to be made by the manager.
Which one of the following propositions is best illustrated by the situation described in the passage?
(A) Increased responsibility can improve a person's sense of how power should be used.
(B) It is often the case that the desire for prestige is more powerful than the desire for job security.
(C) In some cases one's effectiveness in a particular role can be enhanced by a partial relinquishing of control.
(D) People who carry out decisions are in the best position to determine what those decisions should be.
(E) Business works best by harnessing the self-interest of individuals to benefit the company as a whole.
Which one of the following propositions is best illustrated by the situation described in the passage?
(A) Increased responsibility can improve a person's sense of how power should be used.
(B) It is often the case that the desire for prestige is more powerful than the desire for job security.
(C) In some cases one's effectiveness in a particular role can be enhanced by a partial relinquishing of control.
(D) People who carry out decisions are in the best position to determine what those decisions should be.
(E) Business works best by harnessing the self-interest of individuals to benefit the company as a whole.
13 May 2025, 13:15
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Can you please share the OA?
It would be good to know reasoning for B vs C
It would be good to know reasoning for B vs C
kingbucky
19 May 2025, 21:12
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The passage argues that threats and financial rewards are ineffective for eliciting the best performance from employees. Instead, the key is to make employees *want* to do a good job intrinsically. The passage then suggests that delegating responsibility, especially for decisions previously made by the manager, is a good way to achieve this intrinsic motivation.
Let's analyze each option to see which proposition is best illustrated by this situation:
(A) **Increased responsibility can improve a person's sense of how power should be used.** The passage focuses on motivation and performance, not specifically on an employee's understanding of power dynamics. While increased responsibility involves a form of power, the primary outcome discussed is the desire to do good work.
(B) **It is often the case that the desire for prestige is more powerful than the desire for job security.** The passage contrasts extrinsic motivators (like avoiding termination or gaining financial rewards) with intrinsic motivation (wanting to do a good job for its own sake). Prestige is not explicitly mentioned or contrasted with job security.
(C) **In some cases one's effectiveness in a particular role can be enhanced by a partial relinquishing of control.** The manager delegating responsibility is a form of relinquishing control. The passage argues that this leads to employees wanting to do a good job, which directly implies enhanced effectiveness and performance. This option aligns well with the situation described.
(D) **People who carry out decisions are in the best position to determine what those decisions should be.** While the passage mentions delegating decision-making, it doesn't explicitly state that employees are *always* in the best position to make those decisions. The focus is on the motivational benefit of delegation.
(E) **Business works best by harnessing the self-interest of individuals to benefit the company as a whole.** The passage moves beyond a purely self-interest model driven by external rewards. It suggests tapping into an intrinsic desire to do good work, which isn't solely about individual gain in a traditional sense. While the outcome benefits the company, the mechanism described isn't solely about harnessing self-interest through rewards.
Option (C) directly reflects the manager giving up some control over decision-making to empower employees, leading to the desired outcome of improved performance driven by intrinsic motivation. This aligns most closely with the core argument of the passage.
Let's analyze each option to see which proposition is best illustrated by this situation:
(A) **Increased responsibility can improve a person's sense of how power should be used.** The passage focuses on motivation and performance, not specifically on an employee's understanding of power dynamics. While increased responsibility involves a form of power, the primary outcome discussed is the desire to do good work.
(B) **It is often the case that the desire for prestige is more powerful than the desire for job security.** The passage contrasts extrinsic motivators (like avoiding termination or gaining financial rewards) with intrinsic motivation (wanting to do a good job for its own sake). Prestige is not explicitly mentioned or contrasted with job security.
(C) **In some cases one's effectiveness in a particular role can be enhanced by a partial relinquishing of control.** The manager delegating responsibility is a form of relinquishing control. The passage argues that this leads to employees wanting to do a good job, which directly implies enhanced effectiveness and performance. This option aligns well with the situation described.
(D) **People who carry out decisions are in the best position to determine what those decisions should be.** While the passage mentions delegating decision-making, it doesn't explicitly state that employees are *always* in the best position to make those decisions. The focus is on the motivational benefit of delegation.
(E) **Business works best by harnessing the self-interest of individuals to benefit the company as a whole.** The passage moves beyond a purely self-interest model driven by external rewards. It suggests tapping into an intrinsic desire to do good work, which isn't solely about individual gain in a traditional sense. While the outcome benefits the company, the mechanism described isn't solely about harnessing self-interest through rewards.
Option (C) directly reflects the manager giving up some control over decision-making to empower employees, leading to the desired outcome of improved performance driven by intrinsic motivation. This aligns most closely with the core argument of the passage.
