final (21), final (12), final (11), final (9), final (8), final (7), management final (2)

Japanese realize that...

"the more efficient approach to correcting problems is to identify the things that can be controlled at a reasonable cost in an organized manner and ignored those too expensive to control

Japanese Quality?

A focus on keeping the workplace clean and ensuring that all machinery & equipment is properly maintained

Decision for attacking the competition

A series of key decisions relates to MNC actions that are designed to attack the competition & gain a foothold in world markets

A Japanese management attitude toward quality is different

Anything worth doing in the area of quality is worth overdoing

_____ propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context. Trait models Contingency models Empowerment models Behavior models Structural models

Contingency Models

Centralized Decision-Making

Decision making is made at the top of organization, there are factors that encourage centralized i.e. large size, large capital investment, relatively high importance to MNC, highly competitive environment, high degree of technology, small geographic distance between home office and subsidiary, fewer highly competent managers in host country

Which type of power is based on the specialized knowledge and skills of a leader? Positional power Referent power Expert power Coercive power Reward power

Expert powers

High achievers tend to be high-risk takers.

F

Safety needs consist of food, clothing, shelter and other basic physical needs.

F

Self-actualization needs involve the need for power and status.

F

The equity theory postulates that motivation is largely influenced by a multiplicative combination of a person's beliefs.

F

The expectancy theory focuses on how motivation is affected by people's perception of how fairly they are being treated.

F

The hierarchy-of-needs theory is based primarily on work by David McClelland.

F

The importance of work in individuals' life relative to other areas of interest is referred to as work salience.

F

The three basic elements in the process of motivation are needs, drives and rewards.

F

The two-factor theory of motivation holds that two sets of factors influence job satisfaction: intrinsic and extrinsic.

F

There is very little cultural impact on the achievement motivation theory.

F

According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure.

False

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

False

Coercive power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

False

Directive behaviors are beneficial when used on independant-thinking subordinates who work best when left alone. True False

False

Effective leadership styles are identical across countries and cultures.

False

Empowerment is incompatible with effective leadership.

False

Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.

False

Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.

False

Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors. True False

False

Quiet and earnest managers cannot be charismatic. True False

False

Referent power is based on the special knowledge, skills, and expertise that a leader possesses.

False

Referent power is based on the special knowledge, skills, and expertise that a leader possesses. True False

False

Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

False

Small, unsuccessful businesses do not benefit from transformational leadership.

False

The vision of transactional managers usually entails dramatic improvements in group and organizational performance as a result of changes in the organization's structure, culture, strategy, decision making, and other critical processes and factors.

False

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

False

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership. True False

False

Women tend to be less participative as leaders than men, making decisions on their own without input from subordinates.

False

According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure. True False

Fasle

Women tend to be less participative as leaders than men, making decisions on their own without input from subordinates. True False

Fasle

Which of the following is true of male and female managers? Male and female managers have been found to be equally participative as leaders. Male and female managers differ significantly in their propensities to perform different leader behaviors. Male managers tend to involve subordinates in their decision making more often than female managers. Female managers tend to hand out more lenient punishments than male managers. Male managers have less difficulty managing interpersonal relationships than female managers.

Female managers tend to hand out more lenient punishments than male managers

3 of the most common performance measures used to control...

Financial Performance, Quality Performance, and Personal Performance

Financial Performance

Financial performance evaluation of a foreign subsidiary/affiliate usually is based on profit & return on investment

Internal Control

Focusing on things that a company does best. But first, the MNC should find out if there is a market for the goods/services that it is offering so it needs to find out what the customers want & be prepared to respond appropriately

Total Quality Management Decisions

In order to achieve world-class competitiveness, MNCs are finding that a commitment to total quality management (TQM) is critical.

Quality Performance- quality is everyone's job

In order to achieve world-class competitiveness, quality control is a major function of production & operations management-and commitment to TQM is critical

Approaches to Control

International managers can employ many different approaches to control. These approaches typically are dictated by the MNC's philosophy of control, the economic environment in which the overseas until is operating, and the needs & desires of the managerial personnel who staff the unit

Decision-Making

Involves choosing from among alternatives, some countries tend to use more centralized decision-making than others, so that more decisions are made at the top of the MNC than are delegated to the subsidiaries & operating levels

Evaluating approaches to control

Is one approach to control any better than another? Some studies predict that as MNCs increase in size, they likely will move toward the objective orientation of the US MNCs

Which of the following is true of referent power? It is innate and cannot be acquired or developed. It is more formal than other kinds of power. It is a function of the personal characteristics of a leader. It prevents first-line managers from being effective leaders. It weakens leader-member relations.

It is a function of the personal characteristics of a leader.

Major Differences

MNCs control operations in many different ways, & these often vary considerably from country to country

Quality Performance

Quality is a major focus in decision-making but it also is a major dimension of the modern control process of MNCs

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them? Task-oriented leaders Power-oriented leaders Relationship-oriented leaders Performance-oriented leaders Achievement-oriented leaders

Relationship-oriented leaders

) Achievement motivation theory holds that individuals can have a need to get ahead, to attain success and to reach objectives.

T

In general, although the process for motivation may be the same across cultures, the content may change from one culture to another.

T

In the two-factor motivation theory, job context variables such as salary, interpersonal relations, technical supervision, work conditions and company policies and administration are referred to as hygiene factors.

T

In work motivation, those factors controlled by the organization, such as conditions, hours, earning, security, benefits and promotions are referred to as job context factors.

T

Maslow postulated that everyone has five basic needs, which constitute a need hierarchy. In ascending order, beginning with the most basic, they are physiological, safety, social, esteem and self-actualization needs.

T

Process theories of worker motivation explain how employee behavior is initiated, redirected and halted.

T

Recent research reports that EU workers see a strong relationship between how well they do their jobs and the ability to get what they want out of life.

T

Research generally shows that people throughout the world have needs that are similar to those described in Maslow's need hierarchy.

T

The Japanese word for overwork or job burnout is Karoshi

T

The goal-setting theory focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation.

T

Controlling

The process of evaluating results in relation to plans or objectives & deciding what action, if any, to take.

Direct Controls

The use of face-to-face or personal meetings for the purpose of monitoring operations

Indirect Controls

The use of reports & other written forms of communication to control operations

Which of the following is true of transformational managers' subordinates? They are aware of their own needs for growth, development, and accomplishment. They have limited awareness of the importance of their jobs. They are motivated to work for their own personal benefit. They lack confidence in themselves and their leaders. They are seldom aware about organizational performance.

They are aware of their own needs for growth, development, and accomplishment.

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____. employee empowerment intrinsic motivation instumentality servant leadership referent power

They easily encourage employees to be creative

Which of the following is true of managers with high emotional intelligence? They easily encourage their employees to be creative. They find it hard owning up to their mistakes. They use coercive power frequently. They have a hard time empathizing with subordinates. They have poor interpersonal skills.

They easily encourage their employees to be creative.

According to Fiedler, positional power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her rank in an organization.

True

According to Fiedler, positional power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her rank in an organization. True False

True

According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

True

Empowerment often increases workers' involvement, motivation, and commitment.

True

Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.

True

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

True

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors. True False

True

Leaders engage in initiating structure when they take steps to make sure that work gets done.

True

Leadership is the process by which a person exerts influence over other people and directs their activities to help achieve group goals.

True

Leadership is the process by which a person exerts influence over other people and directs their activities to help achieve group goals. True False

True

Male and female managers do not differ significantly in their propensities to perform different leader behaviors.

True

Path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.

True

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the behavior model. True False

True

The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.

True

Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.

True

Which of the following would an effective manager do? Use coercive power frequently to raise employee morale Ignore the opinions of less-experienced subordinates Use reward power and referent power sparingly Use expert power to control employees Use reward power to show appreciation for subordinates' work

Use reward power to show appreciation for subordinates' work

Personal Performance

a 3rd key area of control is personnel performance evaluation

Quality Control Circle

a group of workers who meet on a regular basis to discuss ways of improving the quality of work

Which of the following is a characteristic of transformational managers? Conformity Conventionality Conservativeness Cautiousness Charisma

charisma

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they trust, respect, and care about them. initiating structure consideration task-orientated behavior job-oriented behavior task-structuring

consideration

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance. directive behaviors supportive behaviors relationship-oriented behaviors afilliation-oriented behaviors instrumental behaviors

directive behaviiors

A high level of _____ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.

emotional intelligence

Nancy has extensive experience in product designing. Though she is not a manager, she is often called on by product managers to offer advice on new product design. It can be said that Nancy has: referent power. transformational power. virtual power. legitimate power. expert power.

expert power

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through _____.

intellectual stimulation

TQM

is an organizational strategy & accompany techniques that result in the delivery of high quality products &/or services to customers

Fiedler's contingency model suggests that: identifying the personality traits of leaders is the only way to understand effective leadership. the situation or context within which leadership occurs is irrelevant when studying effective leaders. if a leader is effective in one situation, he can be effective in all other situations. leadership styles are enduring characteristics; they cannot be changed or adjusted. identifying the behavioral traits of leaders is the only way to understand effective leadership.

leadership styles are enduring characteristics; they cannot be changed or adjusted.

A _____ is something that acts in place of the influence of a leader and makes leadership unnecessary. leadership substitute contingency model transformational leader transactional leader servant leader

leadership substitute

The power of a leader that comes from the respect, admiration, and loyalty of subordinates is known as: reward power. transient power. coercive power. referent power. virtual power.

referent power

What type of leaders share power with followers and strive to ensure that followers' most important needs are met? Entrepreneurs Coercive leaders Servant leaders Transactional leaders Intrapreneurs

servant leaders

Kaizen

the Japanese term that means "continuous improvement"

Empowerment

the process of giving individuals & teams the resources, information, & authority that they need to develop ideas & effectively implement them

Assessment Center

this is an evaluation tool used to identify individuals with potential to be selected or promoted to higher-level positions

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called: transformational leaders. transactional leaders. transient leaders. supportive leaders. referent leaders.

transnational leaders

Quality control Circle (QCC)

where a group of workers meet on a regular basis to discuss ways of improving the quality of work