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MGT exam 2
| Question | Answer |
|---|---|
| Controlling | defined as monitoring performance, comparing it with goals, and taking corrective action as needed |
| Why Is Control Needed? | To adapt to change & uncertainty To discover irregularities & errors To reduce costs, increase productivity, or add value To detect opportunities To deal with complexity To decentralize decision making & facilitate teamwork |
| Steps in the Control Process | Establish standards, Measure performance, Compare performance to standards, Take corrective action if necessary |
| A UPS driver fails to perform according to the standards set for the route and traffic conditions. A supervisor rides along and gives suggestions for improvement. This is the ____________ stage of the control process. | Take corrective action |
| Strategic control | monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed |
| Tactical control | monitoring performance to ensure that tactical plans - those at the divisional or departmental level - are being implemented |
| Operational control | monitoring performance to ensure that operational plans - day-to-day goals - are being implemented and taking corrective action as needed |
| Six areas of control | Physical Human resources Informational Financial Structural Cultural |
| A drug test employed by an organization in its hiring process is an example of a(n) _______ resource control. | Human |
| Bureaucratic control | an approach to organizational control that is characterized by use of rules, regulations, and formal authority to guide performance |
| Decentralized control | an approach to organizational control that is characterized by informal and organic structural arrangements |
| Balanced scoreboard | (1) customer satisfaction, (2) internal processes, (3) innovation and improvement activities and, (4) financial measures |
| Strategy map | visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization |
| Jeff’s sales goal was to “improve sales”. Which barrier to measurement is this? | Objectives are fuzzy |
| Fixed budgets | allocates resources on the basis of a single estimate of costs |
| Variable budgets | allows the allocation of resources to vary in proportion with various levels of activity |
| audit | formal verification of an organization’s financial and operational systems |
| semantics | study of the meaning of words |
| jargon | terminology specific to a particular profession or group |
| Enterprise resource planning (ERP) | software systems, information systems for integrating virtually all aspects of a business, helping managers stay on top of the latest developments. |
| Productivity | outputs divided by inputs where: outputs are the goods and services produced, and inputs are labor, capital, materials, and energy |
| The Keys to Successful Control Systems | They are strategic & results oriented They are timely, accurate, & objective They are realistic, positive, & understandable & encourage self-control They are flexible |
| Barriers to Control Success | Too much control Too little employee participation Overemphasis on means instead of ends Overemphasis on paperwork Overemphasis on one instead of multiple approaches |
| In Harvey's job, he takes random samples of production runs to ascertain quality. His job involves: | Statistical process control |
| Total Quality Management (TQM) | a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction |
| Nonverbal communication | consists of messages sent outside of the written or spoken word, Expressed through interpersonal space, eye contact, facial expressions, body movements & gestures, touch, setting and time |
| Greg was thinking about how he just did on his Economics test when his Management professor talked about tomorrow's Management quiz. This is an example of a(n) _____ barrier. | Receiver |
| Barriers to Communication | Physical barriers: sound, time, space, & so on Semantic barriers: when words matter Personal barriers: individual attributes that hinder communication |
| Jeremy shares information with his fellow task-force members about their project. Jeremy is communicating: | Horizontally |
| Formal communication channels | follow the chain of command and are recognized as official vertical, horizontal, external |
| Medium richness | indicates how well a particular medium conveys information and promotes learning |
| Rich medium | best for nonroutine situations and to avoid oversimplification |
| Lean medium | best for routine situations and to avoid overloading |
| Encoding | translating a message into understandable symbols or language |
| Decoding | interpreting and trying to make sense of the message |
| Multicommunicating | represents the use of technology to participate in several interactions at the same time |
| Videoconferencing | uses video and audio links along with computers to enable people in different locations to see, hear, and talk with each other |
| Telepresence technology | high-definition videoconference systems that simulate face-to-face meetings between users |
| Crowdsourcing | the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community, such as Facebook and Twitter users |
| SQ3R | Survey, Question, Read, Recite, Review) |
| Listening Style (15) | Appreciative style : listening to be amused, Empathic style : tuning into the speaker’s emotions, Comprehensive style :focusing on the speaker’s logic |
| Leadership | the ability to influence employees to voluntarily pursue organizational gains |
| Five Sources of Power | Legitimate power , Reward power, Coercive power , Expert power , Referent power , |
| Legitimate power | results from managers’ formal positions within the organization |
| Reward power | results from managers’ authority to reward their subordinates |
| Coercive power | results from managers’ authority to punish their subordinates |
| Expert power | results from one’s specialized information or expertise |
| Referent power | derived from one’s personal attraction |
| Alex compliments his co-worker Joe on the great job he did on the weekly report, and also informs their mutual boss. Alex is using ______ power. | Reward |
| There are nine ways to try to influence others: | -rational persuasion - -inspirational appeals - -consultation - ingratiating tactics - -personal appeals - -exchange tactics - -coalition tactics -pressure tactics - -legitimating tactics |
| “Dark Side” Traits | Narcissism, Machiavellianism, Psychopathy: |
| Narcissism | a self-centered perspective, feelings of superiority, and a drive for personal power and glory |
| Machiavellianism | displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles, |
| Psychopathy | characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others |
| Behavioral leadership | approaches attempt to determine the distinctive styles used by effective leaders |
| Task-oriented leadership behaviors | to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization planning, clarifying, monitoring, and problem solving |
| Initiating-structure leadership | leader behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output |
| Transactional leadership | focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance. |
| Relationship-oriented leadership | primarily concerned with the leader’s interactions with his or her people, Consideration, Empowering leadership, Servant-leadership |
| Participative management (PM) | the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization |
| Servant leadership | focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself. |
| Passive leadership | form of leadership behavior characterized by a lack of leadership skills |
| Laissez-faire leadership | a form of “leadership” characterized by a general failure to take responsibility for leading |
| Contingency leadership model | determines if a leader’s style is task oriented or relationship-oriented and if that style is effective for the situation at hand |
| Rayford is head of a task force consisting of his peers from other departments in the organization. Rayford has: | Low position power |
| Path-Goal Leadership Model | holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support |
| Jim, a manager, uses rewards and discipline to motivate subordinates, but does this as a way of helping them reach their full potential. This is called: | Transformational leadership |
| Implications of Transformational Leadership | It can improve results for both individuals and groups It can be used to train employees at any level It requires ethical leaders |
| Leader-Member Exchange (LMX) | emphasizes that leaders have different sorts of relationships with different subordinates |
| Laura is involved in leading a virtual team with members in Kansas, South Carolina, Chicago, and India. This is an example of __________. 14 | E-leadership (can involve one-to-one, one-to-many, and within-group and between-group and collective interaction via information technology) |
| Group | two or more freely acting individuals who share norms, share goals, and have a common identity |
| Team | small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable |
| Formal group | group assigned by organizations or its managers to accomplish specific goals |
| Informal group | Group formed by people whose overriding purpose is getting together for friendship or a common interest |
| A stakeholder group who provides reactions to new curriculum proposals by a university faculty is an example of a(n): | Advice team |
| Project teams | work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team Task forces, research groups |
| Action teams | work to accomplish tasks that require people with specialized training and a high degree of coordination Hospital surgery teams, airline cockpit crews, police SWAT teams |
| Continuous improvement teams | consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems. |
| Self-Managed teams | groups of workers who are given administrative oversight for their task domains |
| Five Stages of Group and Team Development | forming, storming, norming, performing, performing, adjourning |
| Jeff’s workgroup is having a lot of disagreement over the direction the group should take. They are involved in the __________ stage of group development. | Storming |
| Building Effective teams | Cooperating , Trust, Cohesiveness |
| Roles | a socially determined expectation of how an individual should behave in a specific position Task roles, maintenance roles |
| Norms | general guidelines that most group or team members follow |
| Layla works during her meeting to pull together the ideas of her committee members into a coherent whole. Layla is performing a ___________ role. | Task |
| Groupthink | cohesive group’s blind unwillingness to consider alternatives, Invulnerability, inherent morality,stereotyping of opposition, Rationalization, self-censorship Illusion of unanimity, peer pressure, mindguards, Groupthink versus the wisdom of the crowds |
| Personality conflict | interpersonal opposition based on personal dislike, disagreement, or differing styles Personality clashes, competition for scarce resources, time pressure, communication failures |
| Intergroup conflicts | Inconsistent goals or reward systems, ambiguous jurisdictions, status differences |
| Five Conflict-Handling Styles | Avoiding , Accommodating – “Let’s do it your way” Forcing – “You have to do it my way” Compromising – “Let’s split the difference” Collaborating – “Let’s cooperate to reach a win-win solution that benefits both of us” 13 |
| Motivation | the psychological processes that arouse and direct goal-directed behavior |
| Extrinsic rewards | payoff a person receives from others for performing a particular task |
| Intrinsic rewards | satisfaction a person receives from performing the particular task itself |
| Why Is Motivation Important? | Join your organization Stay with your organization Show up for work at your organization Be engaged while at your organization Do extra for your organization |
| Content perspectives | theories that emphasize the needs that motivate people |
| Needs | physiological or psychological deficiencies that arouse behavior |
| Maslow’s Hierarchy of Needs | Physiological Safety Love Esteem Self-actualization |
| Acquired Needs Theory | states that three needs - achievement, affiliation, and power - are major motives determining people’s behavior in the workplace |
| The Three Needs | Need for achievement desire to achieve excellence in challenging tasks Need for affiliation desire for friendly and warm relations with other people Need for power desire to be responsible for or control other people |
| Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a: | High need for achievement |
| Self-determination theory | assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness |
| The Three Innate Needs | Competence, Autonomy, Relatedness |
| Herzberg’s Two-Factor Theory | proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors |
| Process Perspectives on Employee Motivation | Equity theory Expectancy theory Goal-setting theory |
| Last year, Diana’s boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Diana’s _____ will probably be ____. | Instrumentality; low |
| Extinction reinforcement | weakening of behavior by ignoring it or making sure it is not reinforced. |
| When a manager stops nagging a subordinate, the manager is using: | Negative reinforcement |
| In Earl's department at Pencilchicken, Inc. employees get money based on how much the department has been able to save in costs. This is an example of a ____________ compensation plan. | Gainsharing |
| Nonmonetary Ways of Motivating Employees | Flexible workplace Thoughtfulness Work-life benefits Surroundings Skill-building & educational opportunities Sabbaticals 12 |
| Extroversion | how outgoing, talkative, sociable, and assertive a person is |
| Agreeableness | how trusting, good-natured, cooperative, and soft-hearted one is |
| Conscientiousness | how dependable, responsible, achievement-oriented, and persistent one is |
| Emotional stability | how relaxed, secure, and unworried one is |
| Openness to experience | how intellectual, imaginative, curious, and broad-minded one is |
| Susan loves going to parties, where she talks to everyone there. Susan is probably high in: | Extroversion |
| Organizational Behavior | tries to help managers not only explain workplace behavior but also to predict it, so that they can better lead and motivate their employees to perform productively |
| The statement, “I am never going to eat at this restaurant again,” reflects the ___________ component of an attitude. | Behavioral |
| Cognitive dissonance | the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior |
| Distortions in Perception | stereotyping, halo effect, recency effect, casual attributions |
| John is interviewing Bambi for a job opening at his accounting firm. He notices that she has several tattoos visible on both arms. He does not believe that people with tattoos can be good accountants. John is engaged in ____________. | Stereotyping |
| Self-Fulfilling prophecy | the phenomenon in which people’s expectations of themselves or others lead them to behave in ways that make those expectations come true also called the Pygmalion effect |
| Herman spends his lunch hour drinking beer in his car in the parking lot. This is an example of a(n) _____________. | Counterproductive work behavior |
| Ethnocentrism | is the belief that one’s native country, culture, language, abilities, or behavior is superior to those of another culture. |
| Sources of Job-Related Stress | Demands created by individual differences, Individual task demands Individual role demands Group demands, Organizational demands Nonwork demands. |
| Your boss expects you to stay late to cover the workload of a coworker who is out sick, but you are supposed to help your mother with some work on her house tonight. You are suffering from: | Role conflict |
| Reducing Stressors in Organizations | Roll out employee assistance programs Recommend a holistic wellness approach Create a supportive environment Make jobs interesting Make career counseling available |
| Symptom of Stress 11 | Physiological backaches, headaches, sweaty palms, nausea Psychological boredom, irritability, nervousness, anger, anxiety, depression Behavioral sleeplessness, changes in eating habits, increased smoking/alcohol/drug abuse |
| Ways to Deal With Change and Innovation | Allow room for failure Give one consistent explanation for the change Look for opportunities in unconventional ways Have the courage to follow your ideas |
| Disruptive innovation | a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors |
| The Forces for Change: Outside the Organization | Demographic characteristics Technological advancement Shareholder, customer, & market changes Social & political pressures |
| When he asks, they say they are quitting because they “have enough money” or “want the time off”. This is probably an example of a(n) ________ change. | Social or political |
| Three Kinds of Change | Least threatening: Adaptive change, Somewhat threatening: Innovative change, Very threatening: Radically innovative change |
| At the Big Peaches Department Store, employees generally know that during annual inventory, they are required to work overnight shifts. This is an example of a(n) __________ change. | Adaptive |
| Organization development (OD) | set of techniques for implementing planned change to make people and organizations more effective, Managing conflict Revitalizing organizations Adapting to mergers |
| Change agent | a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways |
| Fred, an OD consultant, is designing a survey of employee attitudes to be given to workers at the Lemon Automobile Company. Fred is in the _________ stage of OD. | Diagnosis |
| Product innovation | change in the appearance or performance of a product or the creation of a new one |
| Process innovation | change in the way a product is conceived, manufactured, or disseminated |
| Wendy's created display screens at its drive-thru windows that show customers their orders and prices. This is an example of a(n) _________ innovation. | Process |
| Collins’s Five Stages of Decline 10 | Stage 1 Hubris Born of Success Stage 2 Undisciplined Pursuit of More Stage 3 Denial of Risk and Peril Stage 4 Grasping for Salvation Stage 5 Capitulation to Irrelevance or Death |
| Human Resource Management | consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce |
| Human Capital | the economic or productive potential of employee knowledge, experience, and actions |
| Knowledge worker | someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor |
| Strategic human resource planning | consists of developing a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs |
| Job analysis | determining the basic elements of a job by observation and analysis |
| Joe, a human resources specialist for Jersey Office Supplies Co., rides along with the furniture delivery people to observe the problems they were encountering and what activities they were required to perform. Joe was performing a: | Job analysis |
| Realistic job preview | gives a candidate a picture of both the positive and negative features of the job and the organization before he is hired |
| Melanie scheduled a special interview with Gina before Gina was hired, in which Melanie painted a picture of both the positive and negative features of the job. Mel was performing a: | Realistic job preview |
| Compensation | wages or salaries, incentives, and benefits |
| Base pay | basic wage or salary paid employees in exchange for doing their jobs |
| Artie is designing a training class that is aimed at improving teamwork among people on task forces. What method should he choose? | Role plays |
| Performance management | set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations |
| Performance appraisal | consists of assessing an employer’s performance and providing him with feedback |
| Objective appraisal | based on fact and often numerical measure results harder to challenge legally also called results appraisal |
| Luann is conducting a performance appraisal on Bill. The form her company uses asks her to list the objectives that she and Bill agreed to last year, and indicate how well he met each objective. using a(n) ________ system of performance appraisal. | Objective |
| Subjective appraisal | based on a manager’s perceptions of an employees traits and behaviors |
| BARS | BARS - rates employee gradations in performance according to scales of specific behaviors |
| Formal appraisal | conducted at specific times throughout the year and based on performance measures that have been established in advance |
| Informal appraisal | conducted on an unscheduled basis and consists of less rigorous indications of employee performance |
| National Labor Relations Board | enforces procedures whereby employees may vote for a union and collective bargaining |
| Collective bargaining | negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security |
| Fair Labor Standards Act of 1938 | established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage |
| Adverse impact | occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class |
| Disparate treatment | results when employees from protected groups are intentionally treated differently. |
| Stan is constantly telling off-color jokes and using profanity in front of his administrative assistant. This could be considered a _____________. | Hostile work environment |
| Labor unions | organizations of employees formed to protect and advance their members’ interests by bargaining with management over job-related issues |
| Mediation | process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution. |
| Arbitration 9 | process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them |
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elaneeadriana