Management, Motivation and Quality Theories questions for the CSP
CSP Domain 2: Program Management (2.12 Management theories, leadership theories, motivation). 3 free questions below. Every answer quotes and links the source document it comes from.
Sources covered
- Deming, W. E., Out of the Crisis (MIT Press), pp. 23-24, via The W. Edwards Deming Institute Deming's 14 Points for Management
- Herzberg, F., One More Time: How Do You Motivate Employees? Harvard Business Review (1968; reprinted 2003) One More Time: How Do You Motivate Employees?
- Maslow, A. H., A Theory of Human Motivation, Psychological Review 50 (1943), 370-396 A Theory of Human Motivation
- Pringle, Starr & McCavitt, Electronic Media Management, 3rd ed. (Focal Press, 1995), p. 9, Fig. 1-2, reprinting McGregor, The Human Side of Enterprise (1960), pp. 33-34, 47-48 McGregor's Theory X and Theory Y
Guidance documents are quoted from the published edition linked above; they are recommendations, not regulations.
Question 1
A plant manager tells the safety committee to hold off on a peer-recognition program for safe work. He says employees cannot care about recognition until their pay and job security are completely satisfied. Using Maslow's theory of motivation, which response is best?
Show answer and source: Maslow, A. H., A Theory of Human Motivation, Psychological Review 50 (1943), 370-396
Answer: A. Most people are partly satisfied and partly unsatisfied in all their basic needs at once, so recognition can motivate now.
Maslow's theory of human motivation says most normal people are partially satisfied and partially unsatisfied in all basic needs at the same time. So recognition need not wait for pay to be perfect. The choices that require full satisfaction first are too rigid. Placing esteem above pay misstates the hierarchy.
On the job
A site superintendent at a bridge rehabilitation job argues that a toolbox-talk shout-out for crews who keep their areas clean should wait, since the crews are still unhappy about the overtime schedule. The safety coordinator points out that people are rarely fully satisfied or fully unsatisfied in any basic need. Workers can be partly content with pay and partly worried, and still respond to recognition, so the program starts that week.
Study aid, not site-specific safety advice. The official rule controls.
Answer A comes from
Maslow, A. H., A Theory of Human Motivation, Psychological Review 50 (1943), 370-396(opens psychclassics.yorku.ca in a new tab)“In actual fact, most members of our society who are normal, are partially satisfied in all their basic needs and partially unsatisfied in all their basic needs at the same time.”
Question 2
A company's design engineers finish a new press line and hand the drawings to production. During installation, the production and safety staff find that operators cannot reach the controls without entering an unguarded area. Which action is most consistent with Deming's guidance to prevent this problem on future projects?
Show answer and source: Deming, W. E., Out of the Crisis (MIT Press), pp. 23-24, via The W. Edwards Deming Institute
Answer: A. Have design, production, sales and safety people work together as one team from the start of each project.
Deming's principles say to break down barriers between departments so people in research, design, sales and production work as a team and foresee problems in production and in use. A late sign-off, separate cost tracking, or faster design work keeps the departments apart and finds the problem too late.
On the job
A site superintendent at a wastewater plant is about to start a clarifier upgrade. Before the scope is frozen, he seats the equipment designer, the maintenance lead, the purchasing agent and the safety coordinator at one table. Deming's guidance on breaking down barriers between departments says design, sales and production people should work as a team to foresee problems in production and in use, so one team shapes the project from day one.
Study aid, not site-specific safety advice. The official rule controls.
Answer A comes from
Deming, W. E., Out of the Crisis (MIT Press), pp. 23-24, via The W. Edwards Deming Institute(opens deming.org in a new tab)“9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.”
Question 3
A purchasing manager switches fall-arrest harness suppliers every year to get the lowest bid. Each new harness line has caused fit and stitching complaints from workers, and replacement costs have risen. Which change best fits Deming's guidance on buying?
Show answer and source: Deming, W. E., Out of the Crisis (MIT Press), pp. 23-24, via The W. Edwards Deming Institute
Answer: A. Choose a single supplier on a long-term relationship of loyalty and trust, judged by total cost.
Deming's principles say to end awarding business on the basis of price tag, minimize total cost, and move toward a single supplier for any one item on a long-term relationship of loyalty and trust. Pushing price lower, splitting among many suppliers, or buying lowest price with more inspection all keep price as the main driver.
On the job
An EHS manager at a water treatment plant finds that a chemical feed pump seal supplier changes whenever a cheaper quote arrives, and leaks and failed seals keep recurring. Using Deming's guidance, the manager stops judging offers by price tag and compares them by total cost, including downtime and rework. The plant then moves toward one supplier for the seals, built on a long-term relationship of loyalty and trust.
Study aid, not site-specific safety advice. The official rule controls.
Answer A comes from
Deming, W. E., Out of the Crisis (MIT Press), pp. 23-24, via The W. Edwards Deming Institute(opens deming.org in a new tab)“4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.”
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