Final Study Guide

John Harbaugh Quotes

"Don't sit back in your office. Get out and find out who you need to help" (M.B.W.A.) "If I don't know what to say, ask 'What do you think? How can we be better?' "You don't drive the car all the time" "Be around people you love and care about, it is pretty easy to serve them"

Problems with Traits Model

"Great Man Theory" formed in mid 19th Century, research has progressed significantly since then Traits might have correlation not causation Some effective leaders don't have these traits Some people with these traits are not effective leaders Perhaps it is the behavior they exhibit, not the traits they have

Hedonic Theories

(Pleasure/Pain) Expectancy Theory Herzberg's Motivator-Hygiene Theory

Cognitive Theories

(Thought / Experience) Operant Conditioning Theory McClellands's Needs for Achievement, Authority, and Power Equity Theory

Overlapping Themes from Leadership Videos

-Serve those who serve others -Financial rewards are contingent on how well you serve others -Empower the people around you -Be authentic to those you work with -Earn the moral authority to lead people to places they wouldn't go to on their own

How do teams create synergy?

1. Ability of group members to bounce ideas off one another 2. To correct one another's mistakes 3. To bring a diverse knowledge base to bear on a problem 4. To accomplish work that is too vast for any one individual to achieve

(Five) Organizational Styles

1. Autocracy 2. Democracy 3. Bureaucracy 4. Meritocracy 5. Holacracy

To exercise control over an entire organization, the manager has three areas to consider, Output Control, Behavior Control, and Clan Control. Each of these ha 3 mechanisms. Match the mechanism with the control system 1. Socialization 2. Rules & SOP's 3. Operating Budgets 4. Norms 5. MBO 6. Organizational Goals 7. Values 8. Direct Supervision 9. Financial Measures

1. Clan Control 2. Behavior Control 3. Output Control 4. Clan Control 5. Behavior Control 6. Output Control 7. Clan Control 8. Behavior Control 9. Output Control

Situational Leadership Process

1. Directing: low competence, high commitment; high directive behavior, low supportive behavior 2. Coaching: some competence, low commitment; high directive behavior, high supportive behavior 3. Supporting (Collaborating): high competence, variable commitment; low directive behavior, high supportive behavior 4. Delegating: high competence, high commitment; low directive behavior, low supportive behavior

Groups and Teams Contributions to Organizational Effectiveness

1. Enhance performance 2. Increase responsiveness to customers 3. Increase innovation 4. Increase motivation & satisfaction

5 Sources of Managerial power

1. Expert 2. Referent 3. Legitimate 4. Coercive 5. Reward

Behavior Leadership Models: Match Behavior to the Process 1. Consideration 2. Employee-Centered Behavior 3. Concern for People 4. Supportive Behavior

1. Initiating Structure 2. Job-Oriented Behavior 3. Concern for Production 4. Task-Oriented Behavior

Three ways to reduce social loafing

1. Making individual contributions to a group identifiable when possible. 2. Emphasizing the valuable contributions of individual members. 3. Keeping group size at an appropriate level.

Using the Administrative model, and not the Classical model, there are six steps in decision making. Place the steps into the proper order.

1. Recognize the need for a decision 2. Generate alternatives 3. Assess alternatives 4. Choose among alternatives 5. Implement the chosen alternative 6. Learn from feedback

Motivation value of a bonus is higher when...

1. Salary levels are unrelated to current performance. 2. Changes in other compensation items (cost of living, seniority) are not having a large effect in increasing compensation. 3. Salaries rarely change and performance does.

Overcoming Barriers to Communication

1. Switch Mediums 2. Greater Clarity 3. Solicit Feedback

Pink's Primary Points

1. There is a mismatch between what science knows and what business does 2. Our current business operating system-which is built around external, carrot-and-stick motivators-doesn't generate innovation and often does harm 3. In order to motivate in the 21st century, rely on Autonomy, Mastery, and Purpose as motivators

Communication Pie Chart

55% body language 7% words 38% tone

Meritocracy, a system in which the talented are chosen and moved ahead on the basis of their achievement is most aligned with which of these? A. Distributive justice B. Best Practices in Promotion C. Procedural Justice D. Overt Discrimination

A

When you graduate from GVSU, you will likely join an organization, not at the top, but as a first line manager. According to the text and graphic in the book, what will you be spending most of your time doing? A. Leading B. Organizing C. Controlling D. Planning

A

Need for Power

A desire to control or influence others

Formal Group

A group that managers establish to achieve organizational goals

Informal Group

A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs.

Team

A group whose members work intensely with each other to achieve a specific, common goal or objective.

Servant leader

A leader who has a strong desire to serve and work for the benefit of others

Leader

A person who can effectively share their vision of a preferred future state. A person who is able to exert influence over other people to help achieve group or organizational goals.

Need

A requirement or necessity for survival and / or well-being.

Equity Theory

A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs. Pay is given in relation to inputs, contribute more, paid more.

Motivation via Goal-setting theory

A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.

Henri Fayol, author of the 14 Principles of Management, had 4 items that he believed should be part of every good plan. What are the four items Fayol indicated should be part of planning? A. At any one time only one central, guiding plan is put into operation B.plans should provide, what Fayol described as "Espirit de Corps", an important element of any central plan, bringing people together on a common goal and creating camaraderie in the execution of the plan. C.planning is an ongoing process in which managers build and refine previous plans and continually modify plans at all levels D. plans can be altered and changed if the situation changes E.managers need to make every attempt to collect and utilize all available information at their disposal F. plans must have a unity of command, meaning only one person can be involved in developing the plan.

A. At any one time only one central, guiding plan is put into operation C. planning is an ongoing process in which managers build and refine previous plans and continually modify plans at all levels D. plans can be altered and changed if the situation changes E.managers need to make every attempt to collect and utilize all available information at their disposal

At a large corporation like General Electric, the three levels of planning discussed in the book are: A. Functional Level B. Technical Level C. Corporate Level D. Divisional or Business Level E. Global Level F. Individual Level

A. Functional Level C. Corporate Level D. Divisional or Business Level

When designing a job, Job Simplification and Job Enrichment are two things for a manager to consider. What is the third thing the text says a well schooled manager will take into consideration? A. Job enlargement B. Job entrenchment C. Job embodiment D. Job description E. Job environment

A. Job enlargement

During the lecture, the instructor describes three things, which when working together, creates a strong barrier to entry that will deter potential competitors. What are the three things that create a strong barrier to entry? A. Regulations, Patents, Copyrights. B. Brand Loyalty C. Low Employee Turnover D. Economies of Scale E. Advanced Technology

A. Regulations, Patents, Copyrights. B. Brand Loyalty

Which of the following are true about making satisficing decisions? A. Satisficing is when a manager searches for and chooses an acceptable, or satisfactory response to their problem B. Satisficing is only used when operating under the programmed decision making process. C. Satisficing is one of the primary benefits from using the classical decision making model D. Satisficing will never lead to an optimum decision and could actually hurt the company by not being acceptable in many other areas.

A. Satisficing is when a manager searches for and chooses an acceptable, or satisfactory response to their problem

Which of the following 3 statements are true about Mary Parker Follett? A. She is sometimes referred to as the "Mother of Management Thought" B.She started out by using film to record the movements of workers to get more detailed analysis than what Taylor had done previously. C. She was concerned that Taylor's theories left out the human side of the organization D.She was directly involved with the studies at Western Electric which we now call the Hawthorne Studies. E. Her work combined into what we now call F. She believed that knowledge and expertise should trump formal position

A. She is sometimes referred to as the "Mother of Management Thought" C. She was concerned that Taylor's theories left out the human side of the organization F. She believed that knowledge and expertise should trump formal position

Which of the following three statements are true about a company's mission statement? A. The mission statement is a broad declaration of an organization's purpose B. The mission statement, to be effective, should be reviewed and updated every few years C. The mission statement should answer the question of why an organization exists. D.The mission statement is a highly polished set of words when properly formed can distinguish the company from its competitors. E.The mission statement is a required component of the legal documents used to create the organization

A. The mission statement is a broad declaration of an organization's C. The mission statement should answer the question of why an organization exists. D.The mission statement is a highly polished set of words when properly formed can distinguish the company from its competitors.

We studied the classical decision making model and found it to have several problems. Which three of the following five statements are problems that were identified with the classical decision making model? A.Assumes managers all know the proper direction of the company and therefore what is optimal course of action for the company B. Assumes managers have intuition and can use their "gut feelings" to make the right decison. C. Assumes the manager can access all the information they need about the possible alternatives D. Assumes the manager has enough skills to properly evaluate the information E. Assumes managers use the reasoned judgment non-programmed approach to decision making

A.Assumes managers all know the proper direction of the company and therefore what is optimal course of action for the company C. Assumes the manager can access all the information they need about the possible alternatives D. Assumes the manager has enough skills to properly evaluate the information

There are several steps involved with creating plan. Which of the following are involved in the broad task of creating a plan A.Decide on the steps to take to move an organization from the status quo to the future desired state. B. Decide on what the future state of that organization should be C. Discover where an organization is at the present time; determine the status quo. D. Assign the steps to divisions or departments to complete

A.Decide on the steps to take to move an organization from the status quo to the future desired state. B. Decide on what the future state of that organization should be C. Discover where an organization is at the present time; determine the status quo.

Direct Supervision is one of the most frequently used (and over used) methods of control. Which of the following three statements about direct supervision are true? A.It can demotivate subordinates if they feel that they are under such close scrutiny that they are not free to make their own decisions B.Along with detailed standard operation procedures, it is most frequently used for managing first-level workers C.It is very expensive because a manager can personally manage only a relatively small number of subordinates effectively D.Direct supervision is far superior than clan controls will ever be. If managers want things done right, they need to use direct supervision. E. Many managers use this method to improve morale of their first level employees

A.It can demotivate subordinates if they feel that they are under such close scrutiny that they are not free to make their own decisions B.Along with detailed standard operation procedures, it is most frequently used for managing first-level workers C.It is very expensive because a manager can personally manage only a relatively small number of subordinates effectively

Which of the following three statements are FALSE about time horizons when it comes to planning? A.Once a long term 5 year plan has been developed, it only needs to be updated twice in a decade. B.If a company does good short term planning, intermediate planning and long term planning is typically a useless exercise C.When doing planning for small organizations in volatile markets, it is critical to do long term planning of 5 to 10 years in the future. D.Long term planning generally uses a 5 year horizon but recent quickly moving technical advances has shortened this for many companies to 3 years. E. Short term planning is generally considered less than one year

A.Once a long term 5 year plan has been developed, it only needs to be updated twice in a decade. B.If a company does good short term planning, intermediate planning and long term planning is typically a useless exercise C.When doing planning for small organizations in volatile markets, it is critical to do long term planning of 5 to 10 years in the future.

Which of the following 2 statements are true about Adam Smith and his research on production? A.Smith found that workers specializing in the tasks to make pins could produce 24 times the number of pins of those workers creating pins using the craft-style method. B.Job specialization leads to improved individual employee performance and therefore, greater organizational performance. C.Job specialization would only work for tasks like making pins, but failed when applied to other endeavors where the craft-style method was superior. D.Job specialization, while having a positive impact on production, could be further improved if the managers would take into consideration how the employees feel and what they know about the jobs they were assigned.

A.Smith found that workers specializing in the tasks to make pins could produce 24 times the number of pins of those workers creating pins using the craft-style method. B.Job specialization leads to improved individual employee performance and therefore, greater organizational performance.

Which of the following statements are true about non-programmed decision making? A.When a unique and new opportunity is presented to a company, they have to use non-programmed decision making because of too many unknowns B.Non-programmed decision making is used when the decision maker wants to avoid representative bias and GroupThink. C.Rules do not exist on how to make a decision because the situation is unexpected so non-programmed decision making is the way to go. D.Non-programmed decisions is used to address non-routine decisions that can occur in response to unpredictable threats

A.When a unique and new opportunity is presented to a company, they have to use non-programmed decision making because of too many unknowns C.Rules do not exist on how to make a decision because the situation is unexpected so non-programmed decision making is the way to go. D.Non-programmed decisions is used to address non-routine decisions that can occur in response

Which of the following statements are true about Theory X & Theory Y? A.Theory Y is a set of positive assumptions about workers that leads to the conclusion that manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction B. Generally, it would be easier to work for a manager who follows Theory Y than one who follows Theory X. C. Theory Y says managers should create a work environment that provides employees an opportunity to show initiative and self-direction D. Doug McGregor, the creator of Theory X & Y, worked for Hewlett Packard and then for Apple where he came up with these theories.E. Theory X tells managers to decentralize authority to employees and to make sure they have the necessary resources to achieve organizational goals.F. Like most management theories, Theory X & Theory Y have been discredited in the 2000's and is for the most part, rarely used any longer. G. Theory X is a set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior H. Theory Y believes the average worker is lazy, dislikes work, and will try to do as little as possible.

ABCG

The text highlights 5 personality traits that we use to describe a manager, often on a low to high scale. Which are the 5 key ones listed in the text? A. Agreeableness B. Extraversion C. Trustworthiness D. Negative Affectivity E. Attention to Detail F. Openness to experience G. Conscientiousness H. Systematic Thinking

ABDFG

The following statements are true about organizational commitment. A.A manager with too strong of organizational commitment could actually engage in unethical behavior believing "the ends justify the means" B.If a person has low organizational commitment but is being told they are being considered for promotion, they will often improve their commitment following the promotion. C. Managers who don't like their jobs generally have poor or low organizational commitment. D. A manager with strong organizational commitment is showing leadership and vision to their staff. E.A manager who can't see the flaws in their own organization is said to have "drunk the blue kool-aid"

ACDE

The following 3 statements about moods and emotions are true. A.A manager who can't change their bad mood is better to step out for the remainder of the day than to stay around and poison their staff with their negativity. B.It is the managers responsibility to make sure everyone is in a good mood in their department and they should do what it takes to ensure that happens. C.One can normally name an emotion but moods tend to be a mix of feelings, emotions, and thoughts. D.It is reasonable for a manager to frequently have emotions of anger or deep frustration with their staff, it shows their staff that they are people too. E. Emotions are more powerful than moods but usually last for a shorter length of time.

ACE

Which of the following reasons is why diversity in a company makes business sense A.Diversity allows for a variety of points of view and approaches to problems and opportunities can improve managerial decision making. B.Diversity has been proven to increase the profit margin for every company, even a little diversity provides some improvement to the bottom line. C. Diversity can increase the recruitment and retention of valued organizational members. D. Diversity is required by law so the financial impact to a business is secondary. E.McKinsey and Company say that if a company is diverse, it has a 35% greater likelihood of outperforming its competitors than if it isn't diverse.

ACE

Which of the following statements are true about Theory X & Theory Y? A.Generally, it would be easier to work for a manager who follows Theory Y than one who follows Theory X. B. Theory Y believes the average worker is lazy, dislikes work, and will try to do as little as possible. C.Theory X is a set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior D.Doug McGregor, the creator of Theory X & Y, worked for Hewlett Packard and then for Apple where he came up with these theories. E.Theory X tells managers to decentralize authority to employees and to make sure they have the necessary resources to achieve organizational goals. F.Theory Y is a set of positive assumptions about workers that leads to the conclusion that manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction G.Like most management theories, Theory X & Theory Y have been discredited in the 2000's and is for the most part, rarely used any longer. H.Theory Y says managers should create a work environment that provides employees an opportunity to show initiative and self-direction

ACFH

We learned about the existence of a B-Corp when considering a company's position towards social responsibility. Which of the following statements are true about B-Corps? A. General managers who use B-Corp principles attempt to pursue a "triple bottom line". B.We learned those companies that adopted B-Corp principles would be using an Accommodative Approach to social responsibility. C.Much like a C-Corp, S-Corp, or LLC, the B-Corp is another recognized taxing identity to the government. D.There are over 1,500,000 B-Corp companies in the USA alone with several thousand in the Michigan area . E.B-Corps are companies that acknowledge that through their products, practices, and profits businesses should aspire to do no harm and to benefit all. F.B-Corps are companies that acknowledge "B" stands for the bottom line. Companies that go through the extensive B-Corp certification process are focused like lasers on the corporate financial bottom line.

AE

The Practical Rule of Ethics is often called the most common rule for the manager. It assumes a manager can ask themselves three questions, and if all the answers are "Yes", then the decision is probably ethical. What are those questions the manager must ask themselves? A.Would the people with whom I have a significant personal relationship approve of this decision? B. When I apply the "Golden Rule" to do unto others, does that work here? C. If given more information about the situation, would I come to the same decision? D. Would this decision benefit the most people with the greatest amount of good? E. Am I willing to see the decision communicated to all people and groups affected by it? F. Does my decision fall within the acceptable standards that apply to business today?

AEF

Punishment

Administering an undesired or negative consequence to immediately stop a dysfunctional behavior.

Maslow's Hierarchy of Needs

An arrangement of five basic needs that motivate behavior Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time. Needs are satisfied bottom-up; once need is satisfied, it is no longer a motivator. Theory not well supported.

Productive Behavior

Ask for explanation Seek more responsibility Ask for raise "Vote with your feet"

Max Weber's Theory of Bureaucracy is most commonly discussed around which of the 4 management functions? A. Control B. Organization C. Leading D. Planning

B

Which of these is NOT a consideration a manager uses to create an organization's structure? A. How to allocate authority and coordinate functions and divisions B. How to create and communicate the vision of the division C. How to group jobs into functions and divisions D. How to group tasks into individual jobs

B

"Personality traits that enhance managerial effectiveness in one situation may actually impair it in another". What does this mean? A.Enhancing managerial effectiveness is something you will be studying and reading on for the remainder of your career as a manager. B. Any strength overused becomes a weakness. C.Being a good manager isn't as easy at it looks and it requires a broad range of personality traits to be effective. D.Always being an extrovert, while making it easier for your staff to read you, isn't necessarily a good thing.

B. Any strength overused becomes a weakness.

When a manager designs a job, which three things of the following five items must be balanced to create an effective and efficient job? A. Functionality B. Authority C. Accountability D. Responsibility E. Dependability

B. Authority C. Accountability D. Responsibility

When a manager exercises control in their organization during the transformation process, often using systems provided by advanced I.T., there are broadly three types they can use. Which of the following are the three types of control available to them? A. Inventory control B. Feedback control C. Technical control D. Concurrent control E. Feedforward control F. Product control

B. Feedback control D. Concurrent control E. Feedforward control

When a manager is motivating, coordinating, and/or energizing individuals and groups to work together to achieve organizational goals, they are doing what specific management function as listed in the definition of management? A. Planning B. Leading C. Visioning D. Organizing E. Controlling

B. Leading

The people who work in an organization are considered: A. machinery B. resources C. financial capital D. raw materials E. other

B. Resources

During one of the lectures, the instructor shared a saying often used around his old company C/D/H, , "If it wasn't written, it never happened". He led a discussion about what that meant at C/D/H emphasizing the importance of documenting the important activities involved with work, otherwise, people have to rely on verbal agreements which are often difficult if not impossible to properly recall. The story he used to make this point was about: A.City of Walker engaged their consulting services to document their on-boarding process which is something that C/D/H specializes in doing. B.Rockford Public Schools and their failure to keep their computer's virus protection system up to date. C.Forest Hills Public Schools needed some help in setting up their SharePoint environment and the memos and reports that C/D/H kept made sure it was correct. D.Davenport University required documentation to restore their data which was accidentally erased from their network. E. Gordon Food Service when they updated their identity management solution installed by C/D/H F. Steelcase and their reliance on their corporate intranet to document the project management activities of I.T

B. Rockford Public Schools and their failure to keep their computer's virus protection system up to date.

You are a middle manager for a West Michigan manufacturing company. Your boss informs you that you will be working in Manila for 8 weeks starting a new product line for your company which is part of a long-term strategy to diversify and move into other industries than automotive. You want to prepare to be the best manager you can. You remember your prof from GVSU talking about Hofstede's Model of National Culture and so you get out your old notes from school. You want to know what you can expect from your Manila-based production people who you will be supervising. Country Power Distance Individualism Masculinity Uncertainly Avoidance Long Term Orientation Indulgence USA 40 91 62 46 26 68 Philippines 94 32 64 44 27 42 You know your staff will behave differently than they will in West Michigan, what can you expect will be the items you will have to deal with? A.When things go well and you are delivering praise to them, do so as a group or department, not calling out a single person for recognition. You should ask the staff to call you by your first name and treat you as a friend as they will expect that. Like you, they will want to know what needs to be done soon, so you don't spend time explaining how this new product line works into the long-term growth of the company. They expect a high level of corporate benefits and time off, so plan on "indulging" them with extra days off, even if they don't ask for them. B.The staff will hold you in esteem and refer to you as Mr. or Ms. and as their "boss" even though you ask them to call you by your first name and treat you as a friend. When things go well and you are delivering praise to them, do so as a group or department, not calling out a single person for recognition. Like you, they will want to know what needs to be done soon, so you don't spend time explaining how this new product line works into the long-term growth of the company. Don't expect them to voice many concerns about happiness at work or feel free to talk about their personal opinion. They have a low sense of indulgence with a greater emphasis on restraint. C.Unlike the U.S.A, the Philippines is a heavily male dominated culture. You will not be used to that so don't spend too much time talking to the women in your department, even if there are any. Don't be surprised if many of your staff voice their concerns about being happy at work. They will feel free to share their personal opinion. When things go well and you are delivering praise to them, you will get more traction praising them as a group. They will want to know what needs to be done soon as they are focused on short-term results. They are highly risk averse, so make sure you inject the word "certainty" and "confidence" into your directives. D.Your staff will want to know how the project fits into the long-term growth plans of the company, so you should hold a kick-off meeting with all your department to give them detailed plans and answer all their questions. You can expect them to voice some concerns about their happiness at work. The staff will hold you in esteem and refer to you as Mr. or Ms. and as their "boss" even though you ask them to call you by your first name. When things go well and you are delivering praise be sure to identify the person or persons doing most of the work.

B. The staff will hold you in esteem and refer to you as Mr. or Ms. and as their "boss" even though you ask them to call you by your first name and treat you as a friend. When things go well and you are delivering praise to them, do so as a group or department, not calling out a single person for recognition. Like you, they will want to know what needs to be done soon, so you don't spend time explaining how this new product line works into the long-term growth of the company. Don't expect them to voice many concerns about happiness at work or feel free to talk about their personal opinion. They have a low sense of indulgence with a greater emphasis on restraint.

What are three elements the text provides to explain why information is incomplete during decision making? A. Ambiguous Information B. Time Constraints and Information Costs C. Unreasoned judgement D. Bounded Rationality E. Uncertainty and Risk

B. Time Constraints and Information Costs E. Uncertainty and Risk

What is the best definition of the "Glass Ceiling"? A. Similar to the "Peter Principle", people are only promoted to their level of incompentence. B.the invisible barriers that prevents minorities and women from being promoted to top corporate positions C.Along with the glass floor, the range where most people get hired into, rarely dropping above or below. D.A barrier that existed in the 80's and 90's, but for all reasonable people now, it has been eliminated in nearly all corporations.

B. the invisible barriers that prevents minorities and women from being promoted to top corporate positions

Which of the things should a manager do if they are presented with a sexual harrasment complaint? A.Remind the complaining party that "boys will be boys" and that as a manager, you've done much worse yourself and if everyone complained like they were, there would be no one left to run the company. B.Listen to the complaining party and take down notes in order to communicate it effectively and accurately with the human resource department which should be your next call. C.Allegations of sexual harassment should be kept confidential so as their manager, you should discuss the matter with no one, ever, other than with the original complaining party. D.Listen to the complaining party but encourage them to re-think their position because falsely accusing someone can ruin their career. E. Refer back to the company's sexual harassment policy to verify what the next steps should be. F.Follow up with human resources after you've reported it to them because Investigations of harassment charges and any disciplinary action should proceed in a timely manner G.Recommend to the complaining party that they should engage an attorney and Immediately assume an adversary relationship.

B.Listen to the complaining party and take down notes in order to communicate it effectively and accurately with the human resource department which should be your next call. E. Refer back to the company's sexual harassment policy to verify what the next steps should be. F.Follow up with human resources after you've reported it to them because Investigations of harassment charges and any disciplinary action should proceed in a timely manner

Which of the following statements are true about the "Tragedy of the Commons"? A. When managers act unethically, it can lead to a "Tragedy of the Commons". B."Tragedy of the Commons" is most often explained by farmers allowing their sheep or cows to graze on unowned land. They overuse the land to the detriment of themselves and others. C.Some might say that trying to solve global warming is because we are struggling with this tragedy of the commons dilemma. D.In the video we saw, "Tragedy of the Commons" was referred to as the "Problem with Open Access" because if people have unlimited access to a free and open resource and don't communicate with each other, this problem can occur. E.The Tragedy of the Commons is not really a tragedy at all. It is simply a restatement of Adam Smith's "invisible hand" theory.

BCD

Which of the following statements are true about the Attraction-Selection-Attrition Framework? A.The Attraction-Selection-Attrition model is the right process to use when hiring and promoting employees. It states that what has been successful before will ensure the company to be successful in the future. B.There is nothing inherently wrong with the ASA model, except that it doesn't foster diversity and therefore alternative thought and approaches to problem solving is restricted. C.It is a model that explains the role that founders' personal characteristics play in determining organizational culture. D.Founders of firms tend to hire employees whose personalities are similar to their own, which may or may not benefit the organization over the long-term.

BCD

What are 3 of the ways managers can address religious diversity? A. Ensure the symbols of all the worlds major religions are equally displayed across the company B. Providing flexible time off for holy days rather than just closing on Christmas and Good Friday. C. Be aware of important religious holidays for more than just Christians when scheduling critical meetings D. Ban any form of religiousity anywhere in the organization, including personal desk work areas, cafeteria, newsletters, etc. E. Take the time to post holy days for different religions on the company calendar

BCE

The text and the lecture discussed 5 different theories of management starting in the 1890's through today. Which 3 of the following were part of the 5 management theories we discussed? A. Technical Management Theory B. Administrative Management Theory C. Behavioral Management Theory D. Bureaucratic Theory of Management E. Disciplined Management Theory F. Scientific Management Theory

BCF

When we studied all the various traits to assess a person to promote them to manager, we reviewed many different personality traits. Which of the following 3 statements are true? A. All managers, in order to be effective, should be high on the negative affectively scale. B.Positive organizational citizenship behavior like working extra hours when needed, helping out others, and coming up with creative ideas to help the company are strong attributes for a manager to have. C. Management is a "people business" so a manager must be a "people person" D.For a manager to be successful, it is important that they either be extroverted, or pretend to be extroverted, in order to relate to their staff. E.Emotional intelligence is something that can either be innate or learned, but it is important for managers to develop this talent. F.A strong internal locus of control, meaning the person believes they are in control of their own fate, is a good personality trait for a manager to possess.

BEF

Consideration

Behavior indicating that a manager trusts, respects, and cares about subordinates.

Intrinsically Motivated Behavior

Behavior that is performed for its own sake.

Extrinsically Motivated Behavior

Behavior that is performed to acquire material or social

Initiating structure

Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.

The text discusses at least three types of skills a manager will apply to their job, conceptual, human, or technical. Which of these is the proper definition of a conceptual skill? A.The director of the litigation department of a local law firm is looking at the training needs of his staff. Because he has been a court-room attorney for 30+ years himself, he simply makes a list of things a good litigator needs and developed a training program from his own experience. B.The first level supervisor of a call center sees that some of her staff is sniping and criticizing some of the work others are doing in her department. She is trying to understand what is making these people spend more time complaining about each other and less time on the phones serving their customers. She interviews a few of the loudest complainers to understand their problems and hopefully alter their behavior towards some of their fellow employees. C.The manager of a fast food restaurant is looking at patterns of buying behavior of his customers and whether super-sizing breakfast menu choices makes sense. He believes by tweaking the menu he can determine the proper cause and effect to maximize his breakfast rush sales. D.A mid-level manager at a tool and die plant is frustrated with the first line supervisor because their production forecast report is incomplete. The mid-level manager has completed the report themselves dozens of times and has shown the new supervisor how to do it at least twice. He can't understand why the new supervisor doesn't "get it". He will sit down with him again and show him "one more time" how to complete the production forecast report.

C

Which statement is true about company norms? A. The mission, vision, and values of a company are considered the same thing as company norms. B.Norms are usually provided to a new employee within the first week or month of work and are provided in written form, usually in a policy manaul. C.Norms are unwritten, informal codes of conduct that tell employees how to act in particular situations. D.Company norms are usually created by the original owner or managers of the company and rarely change over time

C

According to the video we watched, you know you have a real strategy (and not just a goal statement, an objective, or a marketing pitch) when you can answer these four questions. What are the four questions? A. Why do we exist as a company? B. What are the critical values we hold and apply to our stakeholders? C. How do we sustain value? D. What unique value do we bring? E. What resources and capabilities do we utilize? F. Where do we compete?

C D E F

Which of the following items is NOT one of the things managers should allow when attempting to enrich a job? A. Encouraging workers to develop new skills B. Empowering workers to experiment to find new or better ways of doing the job C. Allowing workers to decide which corporate vision they should pursue D. Allowing workers to monitor and measure their own performance E. Allowing workers to decide how to do the work

C. Allowing workers to decide which corporate vision they should pursue

Companies have 1st level, middle level, and top level managers. At the top level, managers spend more time doing these functions than managers at other levels. A. Leading & Controlling B. Organizing & Controlling C. Planning & Organizing D. Measuring & Structuring

C. Planning & Organizing

One of the three types of control processes organizations employ is called Output Control. Two of the most commonly used financial measurements of performance, as described by your instructor, are: A. Inventory Turns B. Debt to Equity Ratio C. Return on Investment D. Profit Ratio E. Return on Assets

C. Return on Investment D. Profit Ratio

Which method listed is NOT one of the ways we discussed in class that managers could use to group jobs within an organization? A. Customer B. Geography C. Technology D. Product E. Market

C. Technology

Which of the following statements about organizational change are true? A.A new and improved method of change in the 2000's is to decide and implement the change before wasting time evaluating or deciding if change is needed. B.Of the two types of broad forms of change discussed, evolutionary change is the riskier method of change C.Revolutionary change typically comes from the top of the organization and evolutionary change typically comes from up from the bottom. D.Lewin's Force-Field Theory of change explains how change occurs when the forces for change are greater than the forces that are resisting change E. Change is inevitable. Particularly in the short run (less than a year), if an organization is unwilling to change, it will die

C.Revolutionary change typically comes from the top of the organization and evolutionary change typically comes from up from the bottom. D.Lewin's Force-Field Theory of change explains how change occurs when the forces for change are greater than the forces that are resisting change

Of the following statements, which 4 are true about Scientific Management? A.Scientific management was appropriate for the 1890's to the early 1920's, but it has little to no relevance for today's work. B. The Hawthorne effect is one of the great findings resulting from the theory of Scientific Management. C.Scientific management stated that workers should benefit directly from their increased efficiency, but many times owners and managers didn't share those benefits. D.Employees grew to distrust management and even withheld their knowledge of the tasks frustrating managers trying to employ scientific management in their organizations. E. Managers should select the right workers for the right tasks. F. Time and motion studies are used to carefully analyze peoples tasks to increase efficiency.

CDEF

The text indicates there are four sources of differences in ethics between people, employees, companies, and countries. Which of the following are those sources of difference? A. Regional B. Professional C. Occupational D. Organizational E. Individual F. Societal G. Familial

CDEF

The book describes a number of stakeholders that are impacted by the ethical decisions a manager makes. What are all the stakeholders a manager must consider that could be impacted by their decision according to the text? A. Neighbors B. Competitors C. Suppliers & Distributors D. Managers E. Community and Society D. Employees F. Stockholders G. Customers

CDEFG

Trait Model

Carlyle's "Great Man Theory" (1840) led to Stodgill's Trait theory. States that leaders have certain innate traits that enable them to lead, such traits as assertiveness, dependability, persistence and adaptability. Focused on identifying personal characteristics that cause effective leadership.

Tuckman's Model: Norming

Close ties and consensus begin to develop between group members. Shared goals, team cohesion, trade-offs, acceptance

The Nature of Motivation

Compliance vs. Commitment

Need for Affiliation

Concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other

Extinction

Curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing it.

"Quid Pro Quo" is a latin term, when used in the area of sexual harassment, it means: A. it is a legal term and rarely used in business B.The employee should assume it is something required for their job so when asked to do something, they should comply. C.Is an older term that refers to doing something for someone and then never talking about it again. D. Asking an employee to perform sexual favors in exchange for receiving some reward

D

A SWOT analysis looks at a companies Strengths, Weaknesses, Opportunities and Threats. In the video we watched, the two components that are external and future-oriented are: A. Strengths and Weaknesses B. Strengths and Threats C. Weaknesses and Threats D. Threats and Opportunities

D

Companies are often categorized into four different approaches to how they handle issues around social responsibility. A company that has adopted a "going green" approach to their business in order to reduce waste, improve efficiency, use less power, and at the same time help the bottom line is said to be choosing which of the approaches? A. Defensive Approach B. Obstructionist Approach C. Progressive Approach D. Accommodative Approach E. Proactive Approach

D

Mario, a manager at Dewey, Cheet'em & Howe, monitors and measures the performance of the workers in his department to ensure the quality of their work is up to the firm's standards. He is engaging in what type of management function? A. Organzing B. Strategy C. Leading D. Controlling E. Planning F. Measuring

D

Which of these is NOT one of 5 principles provided to us by the Theory of Bureaucracy? A. The extent of each positions formal authority and responsibilities should be clearly specified. B. A managers formal authority derives from the position he or she holds in the organization. C.Managers must create a well-defined system of rules or standard operation procedures to they can effectively control behavior in the organization. D.Unity of command must exist so that an employee receives orders from, and reports to, only one supervisor.

D

The salience effect can be defined as: A. Determining if your people are salient and then making decisions based on that trait. B.Perceiving others who are similar to ourselves more positively than we perceive people who are different C. Perceiving individuals with high social status more positively than those with low social status D. Focusing attention on individuals who are conspicuously different

D. Focusing attention on individuals who are conspicuously different

One of the items listed below are not part of the items considered to be the available mechanisms of control when using Output Control as the manager's organizational control system. A.Financial measures of performance B. Organizational goals C. Operating Budgets D. Management by Objectives

D. Management by Objectives

High-performing organizations are both efficient and effective. However, not all companies are both effective, efficient, or either. In class, we discussed the services of Google as a search engine. How would you classify their product? A. They are highly efficient but often fall short of customers expectations (low in effectiveness) B. They deliver what people want as most households have an Internet account, but they do it at a high cost to themselves and their customers. They are highly effective but low in efficiency. C. They are neither low cost or satisfying the customer. Their prices are too high and don't deliver what people want. They are low in both categories. D. They are both highly efficient (low cost) and highly effective (customers want).

D. They are both highly efficient (low cost) and highly effective (customers want). We said ISP's are in the upper right of the 4 quadrants, they are efficient and effective. Unlike text books which are very expensive and not very effective.

When organizations employ a matrix structure when designing a organizational structure, which of Henri Fayol's principles are they violating? A. Division of Labor B. Unity of Direction C. Unity of Responsibility D. Unity of Command

D. Unity of Command

Teams vs. Groups

Different: 1. Intensity with which team members work together. 2. Presence of a specific, overriding team goal or objective. Same: Create Synergy; performance enhancers

Personally Addressed Written Communication

Direct to person helps ensure receiver actually reads the message—personal letters and e-mail are common forms.

Leadership Neutralizers

Distance of the leader from the group, experience of the group members, lack of power of leader, a poor ineffective leader

Which four of these statements are valid reasons to do planning? A. Planning can be used as a device for controlling managers and measuring staff's results B.Planning must be done because like Leadership, Organization, and Control, it is what managers are paid to do. C.Setting corporate strategy via planning is one of the first things beginning managers D.Planning is a useful way of getting managers to participate in decision making about the appropriate goals and strategies for an organization E. Planning helps coordinate managers of the different functions and divisions of an F.Planning is necessary to give the organization a sense of direction and purpose, a unity of direction said Henri Fayol.

E. Planning helps coordinate managers of the different functions and divisions of an F.Planning is necessary to give the organization a sense of direction and purpose, a unity of direction said Henri Fayol.

Holacracy

Egalitarian; no hierarchical structures Designed to remove obstacles so work is done faster Self-empowered employees; McGregor's theory Y Authority given from managers Continued improvement Serve the customers

Negative Reinforcement

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors

Personal Power

Expert, Referent

Ideal Leadership Styles

Extrovert, need for power, need for affiliation, strong organizational commitment, high emotional intelligence, internal locus of control

A manager, according to the text, has four rules of ethics they can use when deciding how to solve an ethical dilemma. When they consider the situation and think about the golden rule, to "do unto others as you would have done unto you," they are applying which of the four rules of ethics? A.Ethical Management Rule B. Utilitarian Rule C. Justice Rule D. Practical Rule E. Religious Ethics Rule F. Moral Rights Rule

F

Geert Hofstede was an IBM psychologist who developed a "Model of National Culture". He originally had 5 dimensions, but it has since been expanded to 6. The reason to study his model and compare the culture of one country, say the U.S.A. to another, such as India, is to determine which country has the stronger, better, and more effective national culture, an important aspect a USA-based manager should know. T/F

FALSE

Group decision making is always better than individual decision making because it avoids a single persons prior hypothesis bias T/F

FALSE

Someone who is in the direct chain of command, who has formal authority over people and resources of an area of the business that is the core purpose of the company, is called a staff manager. T/F

FALSE

The generation of multiple forecasts of future conditions, using both highly positive and highly negative variables, followed by an analysis of how to effectively respond to those conditions is called long-term planning. T/F

FALSE

When you have a diverse group of managers and they come together to make a good decision, that is called GroupThink. T/F

FALSE

hen a manager exerts control on individuals or groups in an organization by employing shared values, norms, standards of behavior and expectations, that manager is using behavior relationship output control. T/F

FALSE

There are basically two types of decisions managers are paid to make, programmed decisions and non-programmed decisions. Managers who are paid to make programmed decisions are generally paid more than managers who only make non-programmed decisions. T/F

False

Herzberg's Motivation-Hygiene Theory

Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction. Unsatisfied hygiene needs create dissatisfaction; satisfaction of hygiene needs does not lead to motivation or job satisfaction.

Stages of Group Development

Forming -> Storming -> Norming -> Performing -> Adjourning

Positive Reinforcement

Gives people outcomes they desire when they perform organizationally functionally behaviors

Impersonal Written Communication

Good for messages to many receivers where little or feedback is expected (e.g., newsletters, reports)

Tuckman's Model: Storming

Group members experience conflict because some members do not wish to submit to demands of other group members. Reality sets in, communication gaps, adjustment anxiety, frustration, conflicts

Tuckman's Model: Forming

Group members get to know each other and reach common understanding. Excitement, anticipation, anxiety, optimism

Face-to-Face Communication

Has highest information richness. Can take advantage of verbal and nonverbal signals. Most time consuming and high cost.

Spoken Communication Electronically Transmitted

Has the second highest information richness. Telephone conversations are information rich with tone of voice, sender's emphasis, and quick feedback, but provide no visual nonverbal cues.

Information Richness of Communication Media (highest to lowest)

High Info Richness to Low: 1. Face-to-face communication 2. Spoken communication electronically transmitted 3. Personally addressed written communication 4. Impersonal written communication

The Hofstede Model of National Culture, as presented in class, has 6 dimensions. Which of the following are NOT a dimension considered in his model? I. Verbal Communications II. Indulgence III. Uncertainty Avoidance IV. Power Distance V. Individualism VI. Profit Motivation

I. Verbal Communications VI. Profit Motivation

Behavioral Model

Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates. 1. "Good leaders show consideration towards their employees" 2. "Good leaders initiate structure" in the workplace. Leaders can be high on both, high on one but not the other, or low on both

Management by wandering around (MBWA)

Informal face-to-face communication technique in which a manager walks around a work area and talks with employees about issues and concerns.

Personal Characteristics Related to Effective Leadership

Intelligence, Knowledge & Expertise, Dominance, Self-Confidence, High Energy Tolerance for Stress, Integrity and Honesty, Maturity

How Situational Leadership Works

Ken Blanchard & Paul Hersey Believed that one leadership style does not work in every situation. Leadership style should be tailored to the developmental level of the follower.

Leadership Model: Contingency

Leaders become leaders when traits, behavior and circumstances combine to make them an effective leader

Leadership Model: Behavior

Leaders behave in certain ways that make them an effective leader

Leadership Model: Traits

Leaders have specific characteristics or traits that make them be an effective leader

Formal Power

Legitimate, Reward, Coercive (Sources of Managerial Power)

Need Theories

Maslow's Hierarchy of Needs Alderfer's ERG Theory Goal Setting Theory Social Learning Theory

Self Managed Teams

Members of an organization sometimes can perform highly without a manager exerting influence over them Little or no "middle management" , reduces expenses

Barriers to Effective Communication

Messages that are unclear, incomplete, difficult to understand Messages sent over the an inappropriate medium Messages with no provision for feedback Messages that are received but ignored

Operant Conditioning

People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Synergy

People working in a group are able to produce more outputs than would have been produced if each person had worked separately

Referent Power

Power that comes from subordinates' and coworkers' respect , admiration, and loyalty Informal Power

Expert Power

Power that is based on special knowledge, skills, and expertise that the leader possesses Informal Power

Perception

Process through which people select, organize, and interpret sensory input to give meaning and order to the world around them. Influenced by your staff's personalities, values, attitudes and moods as well as their experience and knowledge.

Google Project Aristotle

Psychological safety in the team is the single highest predictor of team success Dependability: Team members do work within the agreed upon time parameters Clear Structure: Every team members knows their role and what is expected of them. Meaning of Work: Similar to Daniel Pink's Motivation Theory, Purpose is important Impact: Does the work people do have a positive impact

Problems with Behavior Model

Research didn't support the correlation between leaders that exhibited these behaviors and their ranking as great leaders. Some good leaders didn't exhibit being strong in both consideration and initiating structure.

S.M.A.R.T. Goals

Specific Measureable Attainable Relevant Time based

A company that uses an organizational structure composed of all the departments that an organization requires to produce its goods or services is using a functional structure organizational style. T/F

TRUE

Reports, Systems, Notifications, Observations that provide managers with information about whether the company (and its people) are working efficiently and effectively is referred to as Control Systems. T/F

TRUE

Stereotypes are simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people T/F

TRUE

Telling lewd jokes, sending around emails containing pornography, or making sexually oriented remarks about someone's personal appearance would all qualify as creating a hostile work environment. T/F

TRUE

The formal system of setting up task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals is called developing an organizational structure. T/F

TRUE

The key finding of the Hawthorne Studies, what we now call the Hawthorne Effect, is that a managers behavior and leadership approach can affect a workers level of performance. T/F

TRUE

When managers make decisions that take time and effort to make and result from careful information gathering and evaluating alternatives, it is called reasoned judgement decision making. T/F

TRUE

When using programmed decision making, the manager is steered toward making the optimum decision possible, however in non-programmed decision making the optimum decision is possible, but not likely. T/F

TRUE

While having the company mission and core values physically posted in the company's offices is a good thing, it is far more effective for the manager to have a memorable story that explains the core value. T/F

TRUE

Tuckman's Model: Adjourning

Temporary task force or change in membership. Separation anxiety, unease, dissatisfaction, what's next?

Law of Diffusion of Innovation

Termed the phase "early adopter." Mass Market adoption of innovation can't be achieved unless innovators and early adopters influence early majority. Tipping point is between 15-18% market penetration.

Reward Power

The ability of a manager to give or withhold tangible and intangible rewards. Formal Power

Coercive Power

The ability of a manager to punish others Formal Power

Information richness

The amount of information that a communication medium can carry. The extent to which the medium enables the sender and receiver to reach a common understanding.

Legitimate Power

The authority that a manager has by virtue of his or her position in the organization. Formal Power

Innovation

The creative development of new products, new technologies, new services, or new organizational structures. Individuals rarely possess the wide variety of skills needed for successful innovation. Team members can uncover each other's flaws and balance each other's strengths and weaknesses.

Nonverbal Communication

The encoding of messages by means of facial expressions, body language, and styles of dress.

Verbal Communication

The encoding of messages into words, either written or spoken

Need for Achievement

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Tuckman's Model: Performing

The group begins to do its real work. Teamwork, cohesiveness, in equilibrium, value adds.

Personal Leadership Style

The specific ways in which a manager chooses to influence others

Social loafing

The tendency of individuals to put forth less effort in a group than individually. Results in possibly lower group performance and failure to attain group goals.

Expectancy theory

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Social Learning Theory

The theory that we learn social behavior by observing and imitating and by being rewarded or punished.

Need theory

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs. Pay is used to satisfy many needs.

Group

Two or more people who interact with each other to accomplish certain goals or meet certain needs.

Simon Sinek's Golden Circle

WHAT the hell do you do? HOW do you do what you do? WHY do you do what you do (what's the purpose)?

Simon Sinek's Golden Circle applied to Apple

WHY: Everything we do, we believe in challenging the status quo, we believe in thinking differently HOW: The way we challenge the status quo is by making our products beautifully design, simple to use, and user friendly WHAT: We happen to make great computers, want to buy one?

Ken Blanchard: Three Components of a Compelling Vision

What is your purpose (Mission) What is your vision of the future (Vision) What are your values (Values)

Contingency Models

Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place

Unproductive Employee Behavior

Work Less or less effort Call in Sick, take more vacation Complain to others who can't change it

Prosocially motivated behavior

behavior performed to benefit or help others

Leadership Substitute

characteristic of a group and situation that acts in place of the influence of a leader and makes leadership unnecessary.

Tuckman's Model

forming, storming, norming, performing, adjourning

Valence

how desirable each of the available outcomes from the job is to a person

Effort

how hard the individual will work

Direction

possible behaviors the individual could engage in

Motivator needs

relate to the nature of the work itself—autonomy, responsibility, interesting work.

Hygiene needs

related to the physical and psychological context of the work—comfortable work environment, pay, job security.

Expectancy

the belief that effort (input) will result in a certain level of performance

Instrumentality

the belief that performance results in the attainment of outcomes

Persistence

whether the individual will keep trying or give up when faced with obstacles