mgmt 311 mid-term exam study guide
satisfaction progression
As we increasingly satisfy our existence needs, we direct energy toward relatedness needs. As these needs are satisfied, our growth needs become more active.
On a Global Competitiveness Index, which country ranks on the top?
Switzerland
An overriding principle of Maslow's theory of needs is:
That a person's direction and intensity will be focused on satisfying the lowest level need that is not currently satisfied
Which of the following model of change proposed the sequence of "Unfreeze, Move, Refreeze"?
Lewin's Change Model
Who espoused "The art of getting things done through people" definition of management?
Mary Parker Follett
Hannah Li wants to quit her job as a legal secretary and start her own small business. She knows that she will be successful if she can find the right idea. Where can Li look for ideas for her new business?
Problems she noticed in her old job. Other businesses in other regions of the country. Her interest in the history of Asian art. Suggestions from her family.
Which of the following best explains the difference between ritual and ceremony?
Rituals are repeated and everyday occurrences; ceremonies are grand events to mark a special occasion.
What is the purpose of an organization's vision?
Vision translates the myths and values into long-term goals and expectations.
negative reinforcement
When a behavior causes something undesirable to be taken away, the behavior is more likely to be repeated in the future (make a behavior more likely to be repeated in the future)
The relationship between leader behavior and follower behavior can best be characterized as:
While the effectiveness of leader behavior is determined by follower characteristics or expectations it has also been found that follower behavior determines leader behavior
McClelland's research focused on several needs in depth and has been incorporated into present day thinking about organizational behavior. Which of the following is a need that McClelland DID NOT research?
a need for growth
Work serves all of these functions EXCEPT:
a source of alienation
performance
ability and motivation
emotional intelligence
ability to recognize, understand, pay attention to, and manage one's own emotions and the emotions of others - self-awareness - self-regulation - empathy - social skills
dysfunctions of a team
absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results
When leaders assume that employees will change if they can be inspired to aim for greater degrees of excellence in their work, it represents which of these?
abundance-based change
decision-making
action or process of thinking through possible options and selecting one
Responses such as perspective taking, creating solutions, expressing emotions, and reaching out are considered ______ responses to conflict.
active and constructive
potential interventions if conflict arises in multicultural teams
adaption, structural intervention, managerial intervention, exit
Which of the following profile of an organization emphasizes creating, innovating, visioning the future, managing change, risk-taking, rule breaking, experimentation, entrepreneurship, and uncertainty?
adhocracy culture
In order to ensure that an item never comes up for consideration in the first place, individuals will sometimes try to control the ________.
agenda
stakeholders
all the individuals or groups that are affected by an organization (such as customers, employees, shareholders, etc.)
Which of the following is a characteristic of the entrepreneurial personality?
ambitious
inputs
any factors we contribute to the organization that we feel have value and are relevant to the organization
outcomes
anything we perceive as getting back from the organization in exchange for our inputs
evidence-based decision making
approach to decision-making that states that managers should systematically collect the best evidence available to help them make effective decisions
The difference between the small business owner and the entrepreneur is that the entrepreneur:
assumes the risk of the business
what motivates us?
autonomy, mastery, purpose
non-reinforcement
aversive consequence that follows a behavior and makes it less likely to reoccur
punishment
aversive consequence that follows a behavior and makes it less likely to reoccur
How do managers and organizations reduce undesirable employee behavior while reinforcing desirable behavior?
behavior modification or behavioral self-management
locus of control
belief about the amount of control a person has over situations and experiences in their life
In the exchange process between employee and organization, which of the following is NOT invested by the employee?
benefits
Which of the following term illustrate that decision making process is limited with incomplete information as well as our capacity to process all the information?
bounded rationality
barriers to effective decision-making
bounded rationality, escalation of commitment, time constraints, uncertainty, personal biases, conflict
advantages of group decisions
brainstorming, incorporate different perspectives and ideas, unique information or knowledge, cancel out biases involving people who will be affected by a decision in the decision-making process will allow those individuals to have a greater understanding of the issues or problems and a greater commitment to the solutions
frustration regression
can cause us to shift our attention to a previously satisfied, more concrete, and verifiable need
latent need
cannot be inferred from a person's behavior at a given time, yet the person may still possess that need
Which of the following profile of an organization focuses on relationships, team building, commitment, empowering human development, engagement, mentoring, and coaching?
clan culture
The ability to view situations from more than one cultural framework refers to which of these?
cognitive complexity
pay for performance
compensation program that offers competitive pay in the marketplace and allows differentiation of compensation based on employee performance
Which of the following is an element of economic forces?
competitors and supply chain
Total Quality Management (TQM)
comprehensive efforts to monitor and improve all aspects of quality within a firm
Alderfer's ERG Theory
compresses Maslow's five need categories into three: existence (physiological and safety needs), relatedness (social and social esteem needs), and growth (self-esteem and self-actualization needs)
_________ skills represent a manager's ability to organize and analyze information.
conceptual
relationship conflict
conflict between individuals that is more personal and involves attacks on a person rather than an idea
managerial responsibilities
coordinating, long-range planning, controlling, supervision, environmental scanning, customer relations and marketing, community relations, internal consulting, monitoring products and services
_______ is the generation of new or original ideas; it requires the use of imagination and the ability to step back from traditional ways of doing things and seeing the world.
creativity
The "collective programming of the mind which distinguishes the members of one human group from another" is __________.
culture
What concept is defined as "the way we do things around here"?
culture
Which of the following represents is one of the most difficult kinds of changes to create within an organizational system?
culture change
Which of the following describes the action or process of thinking through possible options and selecting one?
decision-making
goal commitment
degree to which we dedicate ourselves to achieving a goal
valences
degree to which we perceive an outcome as desirable, neutral, or undesirable
knowledge economy
derive benefits from collaboration within a team structure, you are harnessing the power of a team
positive reinforcement
desirable consequence that satisfies an active need or that removes a barrier to need satisfaction (intended to make a behavior more likely to be repeated in the future)
Responses such as avoiding, yielding, and self-criticizing are considered _____ responses to conflict.
destructive and passive
Expectancy theory thus focuses on the two major aspects of motivation:
direction (which alternative?) and intensity (how much effort to implement the alternative?)
adjourning
disbanding of the team at the end of the project
critical thinking
disciplined process of evaluating the quality of information, especially data collected from other sources and arguments made by other people, to determine whether the source should be trusted or whether the argument is valid
In the exchange process between employee and organization, which of the following are invested by the employee?
effort, creativity, time, skills
the basic expectancy model
effort-performance expectancy, performance-outcome expectancy, and valences
______ is the ability to recognize, understand, pay attention to, and manage one's own emotions and the emotions of others
emotional intelligence
World at Work defines a total rewards strategy as the six elements of total rewards that collectively define an organization's strategy to attract, motivate, retain and engage employees. Which of the following is NOT an element of this total rewards?
employee life cycle
distributive justice
employees receive (at least a portion of) their rewards as a function of their level of contribution to the organization
In the ______ phase of the organizational life cycle, the organization is usually very small and agile, focusing on new products and markets. The founders typically focus on a variety of responsibilities, and they often share frequent and informal communication with all employees in the new company.
entrepreneurship
Two dimensions of environment-industry-organization fit model are:
environmental complexity and environmental change
Which of the following is an element of sociocultural forces?
ethics
_____ refer to our beliefs about what is right vs. wrong, good vs. evil, virtuous vs. corrupt.
ethics and morals
paradox when managing teams
exists in the fact that teams have both individual and collective identities and goals
Which of these is NOT one of the managerial responsibilities identified in the text?
external consulting
extrinsic rewards
external to the work itself ex. salary, benefits, promotions
organization design
how do we structure an organization so it effectively coordinates and controls employee behavior to facilitate performance?
The questions such as "Should one stress individualism or membership in a group? and What is the "pecking order" in a society - Is it based on seniority or on wealth and power?" explores which of the following dimension of culture, according to Kluckhohn and Strodtbeck?
how people approach interpersonal relationships
need
human condition that becomes "energized" when people feel deficient in some respect
bounded rationality
idea that for complex issues we cannot be completely rational because we cannot fully grasp all the possible alternatives, nor can we understand all the implications of every possible alternative
All of these elements make teams function EXCEPT:
identical skills
micro-organizational behavior
individuals, groups
The leader that members of a group acknowledge as their leader is:
informal leader
The _____ is emergent, meaning that it is formed through the common conversations and relationships that often naturally occur as people interact with one another in their day-to-day relationships.
informal organization
intrinsic motivation
inside the person, performing a task in and of itself, because it is interesting or "fun" to do
Unlike goals, values are ________ and define a unique character that helps people find meaning and feel special about what they do.
intangible
_______ conflict can be seen in disputes between two companies.
interorganizational
_____ are entrepreneurs who apply their creativity, vision, and risk taking within a large corporation rather than starting a company of their own. They enjoy a high degree of autonomy while receiving a regular salary and financial backing from their employer.
intrapreneurs
communication is a process of
invention
Which of these refers to the information society, using knowledge to generate tangible and intangible values?
knowledge economy
cognitive complexity
learn to view situations from more than one cultural framework
The need for achievement is:
learned
operant conditioning
learning results from our "operating on" the environment
effective decision making
logic and emotions
reflective system
logical, analytical, deliberate, and methodical
When Susan is involved in strategic planning and development activities at ABC Products, it describes which of her managerial responsibilities?
long-range planning
firms lost their industrial competitiveness
lost their capacity to compete effectively in global markets
Cassandra is part of a team at ABC Products. She finds that her team is establishing and maintaining ground rules and boundaries, and there is willingness to share responsibility and control. Cassandra's team can be described as operating at which stage of group development?
norming
nonprogrammed decisions
novel, unstructured decisions that are generally based on criteria that are not well-defined - high involvement decisions - reflective
________ and measurable behavior is the focus of behavior modification advocates.
observable
groupthink
occurs when group members choose not to voice their concerns or objections because they would rather keep the peace and not annoy or antagonize others
suppression of dissent
one individual in the group has more power or exerts more influence than others and discourages those with differing opinions from speaking up to ensure that only their own ideas are implemented
Hedonism
one of the first motivation theories, assumes that people are motivated to satisfy mainly their own needs (seek pleasure, avoid pain)
______ organizational structures work best in unstable, complex, changing environments.
organic
macro-organizational behavior
organization-wide issues, environments
Which of the following represents the label for a field that specializes in change management?
organizational development
Which term describes a system for accomplishing and connecting the activities that occur within a work organization?
organizational structure
_______ is concerned with organization-wide issues, such as organization design and the relations between an organization and its environment.
organizational theory
individuals and groups
organizations are collectives of individuals and groups working to pursue common objectives
self-efficacy
our belief about whether we can successfully execute some future action or task, or achieve some result
overreward inequity
our ratio is greater than the referent other's
state of equity
outcome-to-input ratio could equal the referent other's
An entrepreneur is a person who _____ a business.
owns and operates
According to Linda A. Hill, managing a team means managing ______.
paradox
managing a team means managing a:
paradox
team
people organized to function cooperatively as a group
Operant Conditioning Theory
people will do those things for which they are rewarded and will avoid doing things for which they are punished
Goal Theory
people will perform better if they have difficult, specific, accepted performance goals or objectives
referent others
perform jobs that are similar in difficulty and complexity to the employee making the equity determination
Maslow's Hierarchy of Needs
physiological and survival needs, safety and security needs, social needs, ego and esteem, self-actualization
Which of the following is an activity that is initiated for the purpose of overcoming opposition or resistance?
political behavior
making a response more likely
positive reinforcement, negative reinforcement, avoidance learning
An essential ingredient for effective leadership is the exercise of:
power
brainstorming
process of generating as many solutions or options as possible and is a popular technique associated with group decision-making
shaping
process of improving performance incrementally, step by step
management
process of planning, organizing, directing, and controlling the activities of employees in combination with other resources to accomplish organizational objectives
Which term best describes decisions that are routine?
programmed
Which of the following is NOT a condition according to the text, conducive to political behavior in organizations?
programmed decisions
making a response less likely
punishment, non-reinforcement
reactive system
quick, impulsive, and intuitive, relying on emotions or habits to provide cues for what to do next
The organization invests status and _____ in the exchange process between employee and organization.
recognition
systems of decision making in the brain
reflective and reactive
motivators
relate to the jobs we perform and our ability to feel a sense of achievement as a result of performing them, are rooted in our need to experience growth and self-actualization
hygienes
relate to the work environment and are based in the basic human need to "avoid pain"
intrinsic rewards
related directly to performing the job, "self-administered" rewards ex. accomplishment, autonomy, personal growth
structural intervention
reorganizing to reduce friction on the team
When followers' form of compliance is one of "how much am I getting," or "how much should I give," the base of power is probably:
reward power
Initiation into an organization is a form of:
ritual
Techniques for Making Better Programmed Decisions
satisficing: decision maker selects the first acceptable solution without engaging in additional effort to identify the best solution
__________ can be defined as one's opinion or belief about one's self and self-worth
self-esteem
total rewards strategy
six elements of total rewards that collectively define an organization's strategy to attract, motivate, retain and engage employees
cultural intelligence
skill that enables individuals to function effectively in cross-cultural environments
Which of these environmental forces include different generations' values, beliefs, attitudes, customs and traditions, habits, and lifestyles?
sociocultural
motive
source of motivation
team boundaries
space between the team and its external forces, stakeholders, and pressures
The degree to which people are organized into subunits according to their expertise is referred to as:
specialization
In which stage the members clash for control of the group and people begin to choose sides?
storming
______ is the technique of reorganizing to reduce friction on the team.
structural intervention
types of diversity
surface level, deep level, and hidden
major channels of managerial communication
talking, listening, reading, and writing
Which of the following is an element of government and political forces?
taxation
A manager's _______ skills represent the use of the tools, procedures, and techniques unique to his/her specialty.
technical
Which of these refers to the application of scientific knowledge for practical purposes?
technology
confirmation bias
tend to pay more attention to information that confirms our existing beliefs and less attention to information that is contrary to our beliefs
escalation of commitment
tendency of decision makers to remain committed to poor decision, even when doing so leads to increasingly negative outcomes
working group
there is a focused leader, individual accountabilities and work products, and a group purpose that is the same as the broader organizational mission
programmed decisions
those that are repeated over time and for which an existing set of rules can be developed to guide the process - low involvement decisions - reactive - routine
situation variables that influence structure
time, quality, participation, coordination, goals, how to make decisions, who does what
When Dianna does not know the outcome of each alternative until she has actually chosen that alternative, she is facing conditions of _______.
uncertainty
behavior modification
use of operant conditioning principles to shape human behavior to conform to desired standards defined by superiors
extrinsic motivation
we endeavor to acquire something that satisfies a lower-order need, outside the person
underreward inequity
we perceive our ratio to be less than that of the referent other
Expectancy Theory
we will exert much effort to perform at high levels so that we can obtain valued outcomes
manifest need
whatever need is motivating us at a given time, manifest needs dominate our other needs
extinction
when a consequence makes it less likely the response/behavior will be repeated in the future
Reinforcement
when a consequence makes it more likely the response/behavior will be repeated in the future
avoidance learning
when we learn to behave in a certain way to avoid encountering an undesired or unpleasant consequence (make a behavior more likely to be repeated in the future)
________ have dominated the American economy over time.
white males
All of the following are characteristics of a mechanistic organizational structure EXCEPT:
wide span of control
In a conflict situation, which of the following is a destructive and active response?
winning
Which of these defines employees diligently following every work rule and policy statement to the letter typically resulting in the organization's grinding to a halt as a result of the many and often conflicting rules and policy statements?
work to rule
adaption
working with or around differences
success factors for having strong collaboration skills:
- "Signature" relationship practices - Role models of collaboration among executives - Establishment of "gift" culture, in which managers mentor employees - Training in relationship skills - A sense of community - Ambidextrous leaders—good at task and people leadership - Good use of heritage relationships - Role clarity and talk ambiguity
Human resource management's role in establishing pay for performance is that HR must engage business leadership to establish the following elements of the framework:
- Define the organization's pay philosophy. - Review the financial impacts of creating pay-for-performance changes. - Identify any gaps that exist in the current processes. - Update compensation processes with new pay for-performance elements. - Communicate and train managers and employees on the pay for-performance philosophy and process changes.
what makes a team effective?
- Establish urgency, demanding performance standards, and direction - Select members for their skill and skill potential, not for their personality - Pay particular attention to first meetings and actions (look for emotional intelligence) - Set some clear rules of behavior (ground rules) - Set and seize upon a few immediate performance-oriented tasks and goals - Challenge the group regularly with fresh facts and information - Spend lots of time together - Exploit the power of positive feedback, recognition, and reward - collaboration
other paradoxes when managing teams include:
- Fostering support AND confrontation among team members - Focusing on performance AND learning and development - Balancing managerial authority AND team member discretion and autonomy - Balancing the Triangle of Relationships—manager, team, and individual
money and motivation conditions
- Trust levels between managers and subordinates must be high. - Individual performance must be able to be accurately measured. - Pay rewards to high performers must be substantially higher than those to poor performers. - Few, if any, negative consequences for good performance must be perceived.
conceptual skills
- ability to organize and analyze information in order to improve organizational performance - ability to see the organization as a whole and to understand how various parts fit together to work as an integrated unit - these skills are required to coordinate the departments and divisions successfully so that the entire organization can pull together
technical skills
- ability to use the tools, procedures, and techniques of their special areas - mechanics of the job
human relations skills
- ability to work with people and understand employee motivation and group processes - allow manager to become involved with and lead their group
the decision-making process
1. Recognize that a decision needs to be made. 2. Generate multiple alternatives. 3. Analyze the alternatives. 4. Select an alternative. 5. Implement the selected alternative. 6. Evaluate its effectiveness.
Assumptions of Behavior Modification
- advocates of behavior modification believe that individuals are basically passive and reactive (instead of proactive) - advocates of behavior modification focus on observable and measurable behavior instead of on unobservable needs, attitudes, goals, or motivational levels - behavior modification stresses that permanent changes can be brought about only as a result of reinforcement
manifest needs theory
- assumes that human behavior is driven by the desire to satisfy needs - instincts/primary needs (physiological needs for food, water, sex (procreation), urination) - learned/ secondary needs (learned throughout one's life and are basically psychological in nature. They include such needs as the need for achievement, for love, and for affiliation)
first-line managers
- bottom of the hierarchy - supervise rank-and-file employees and carry out day-to-day activities within departments - concentrate efforts on technical issues
increase cultural intelligence
- broaden your mind - develop your cross-cultural skills through practice and experiential learning - boost your cultural metacognition and monitor your own behavior in multicultural situations - develop cognitive complexity
organizational behavior
- central to the management task - task that involves the capacity to understand the behavior patterns of individuals, groups, and organizations, to predict what behavioral responses will be elicited by various managerial actions, and finally to use this understanding and these predictions to achieve control - study of the behavior of people in organizations
performing
- completely self-directed and requires little management direction - team has confidence, pride, and enthusiasm, and there is a congruence of vision, team, and self - may succeed at becoming a high-performance team (maximizing performance and team effectiveness)
process conflict
- conflict about the best way to do something - can actually lead to improved performance, as individuals explore various options together in order to identify superior solutions
how to form a quality group
- devil's advocate (intentionally takes on the role of critic, reduces groupthink) - have diverse members - Encourage everyone to speak up and contribute - Help group members find common ground
challenges of multicultural teams
- direct vs. indirect communication - trouble with accents and fluency - differing attitudes toward hierarchy - conflicting decision-making norms
benefits to conflict in teams
- encourages a greater diversity of ideas and perspectives and helps people to better understand opposing points of view - enhance a team's problem-solving capability and can highlight critical points of discussion and contention that need to be given more thought - arise from conflict being a stronger and higher-performing team
manager of the future must be able to fill the following roles:
- global strategist - master of technology - leadership that embraces vulnerability - follow-from-the-front motivator - great communicator
reward distribution
- go to those with the greatest power - equality - distributive justice - performance appraisals
diversity leads to
- greater innovation - better decision-making and problem-solving (tend of focus more on facts) - higher financial returns - greater scrutiny of each other's actions - constantly reexamining facts and remaining objective
tasks and technology
- how does the work actually get done? - technology includes both the actual design of jobs and the tools and techniques used in manufacture
higher locus of control
- increased motivation, job performance, salaries, and knowledge - less anxiety
information is socially constructed
- information is created, shared and interpreted by people - context drives meaning - messenger always accompanies a message
changing workplace challenges
- international competition - new technologies - increased quality - employee motivation and commitment - managing a diverse workforce - ethical behavior
changing workplace
- international competition - technology and automation - manufacturing overseas
exit
- intervention of last resort - voluntary or involuntary removal of a team member
forming (the polite stage)
- introduction of team members - team is mainly focused on similarities and the group looks to the leader for structure and direction - team members at this point are enthusiastic, and issues are still being discussed on a global, ambiguous level - informal pecking order begins to develop, but the team is still friendly
reward systems influence:
- job effort and performance - attendance and retention - employee commitment to the organization - job satisfaction - occupational and organizational choice
In organizations, reward systems influence which of the following?
- job satisfaction - job effort and performance - occupational and organizational choice - employee commitment to the organization
organizational processes
- leadership, communication, decision-making, power and politics - determines the nature and quality of interpersonal and intergroup relations within the workplace
management by department or function
- managerial responsibilities also differ with respect to the type of department or function - ex. manufacturing department managers will concentrate their efforts on products and services, controlling, and supervising/ marketing managers focus more on customer relations and external contact
middle mangers
- middle of the hierarchy - responsible for major departments and may supervise other lower-level managers
strategies that teams can use to make conflict more common and productive
- mining (one team member assumes the role of a 'miner of conflict' and extracts buried disagreements within the team and sheds the light of day on them - real-time permission (recognize when the people engaged in conflict are becoming uncomfortable with the level of discord, and then interrupt to remind them that what they are doing is necessary)
management communication
- movement of information and the skills that facilitate it (speaking, writing, listening, critical thinking) - understanding identity and reputation - confidence
frustration
- occurs when we attempt but fail to satisfy a particular need - resulting frustration may make satisfying the unmet need even more important to us
managers spend 75% of their time in verbal interaction
- one-on-one conversations - telephone conversations - video teleconferencing - presentations to small groups - public speaking to larger audiences
work
- paid employment - activity that produces value
Poor decision-making by lower-level managers is unlikely to drive the entire firm out of existence, but it can lead to many adverse outcomes such as:
- reduced productivity if there are too few workers or insufficient supplies - increased expenses if there are too many workers or too many supplies, particularly if the supplies have a limited shelf life or are costly to store - frustration among employees, reduced morale, and increased turnover (which can be costly for the organization) if the decisions involve managing and training workers
diversity and competitive advantage
- save money - resource acquisition - system flexibility - improved marketing - improved problem solving - increased creativity
self-determination theory
- seeks to explain not only what causes motivation, but also how extrinsic rewards affect intrinsic motivation - as the level of extrinsic rewards increases, the amount of intrinsic motivation decreases
high performing teams
- shape purpose in response to demand or opportunity - have specific, measurable goals - manageable size - right mix of expertise - common commitment - collectively accountable
Work serves all of these functions:
- social functions - an economic function - a source of social status in the community - a source of identity and self-esteem
culture is
- something that is shared by all or most of the members of a society - something that older members of a society attempt to pass along to younger members - something that shapes our view of the world - values, beliefs, customs
Four-Frame Model
- structural frame - human resources frame - political frame - symbolic frame
norming
- team is starting to work well together - establishing and maintaining ground rules and boundaries - willingness to share responsibility and control - members begin to value and respect each other and their contributions
storming (win-lose stage)
- team members begin vying for leadership and testing the group processes - members clash for control of the group and people begin to choose sides - the attitude about the team and the project begins to shift to negative, and there is frustration around goals, tasks, and progress
culture
- the collective programming of the mind which distinguishes the members of one human group from another; the interactive aggregate of common characteristics that influences a human group's response to its environment - in short, culture is the collective mental programming of a people
executive managers
- top of the hierarchy - responsible for the entire organization, especially its strategic direction - conceptual issues - long-range planning - monitoring business indicators - coordinating - internal consulting
Herzberg's Motivator-Hygiene Theory
- two sets of needs: motivators and hygienes
five elements that make teams function
1. Common commitment and purpose 2. Specific performance goals 3. Complementary skills 4. Commitment to how the work gets done 5. Mutual accountability
Designing a Behavior Modification Program
1. Establishing Clear Behavioral Criteria 2. conducting a performance audit 3. setting specific behavioral goals 4. evaluating results 5. administering feedback and rewards
Techniques for Making Better Nonprogrammed Decisions
1. Recognize that a decision needs to be made. 2. Generate multiple alternatives. (talk to other people, be creative) 3. Analyze the alternatives. (do you have the best-quality data and evidence?, talk to other people, are you thinking critically about the options?, have you considered the long-term implications?, are there ethical implications?) 4. Select an alternative. (recognize that perfection is unattainable, talk to other people) 5. Implement the selected alternative. 6. Evaluate its effectiveness.
three major characteristics of high-nAch people:
1. They feel personally responsible for completing whatever tasks they are assigned. They accept credit for success and blame for failure. 2. They like situations where the probability of success is moderate. High-nAch people are not motivated by tasks that are too easy or extremely difficult. Instead, they prefer situations where the outcome is uncertain, but in which they believe they can succeed if they exert enough effort. They avoid both simple and impossible situations. 3. They have very strong desires for feedback about how well they are doing. They actively seek out performance feedback. It doesn't matter whether the information implies success or failure. They want to know whether they have achieved or not. They constantly ask how they are doing, sometimes to the point of being a nuisance.
expectancy theory focuses on two related issues:
1. When faced with two or more alternatives, which will we select? 2. Once an alternative is chosen, how motivated will we be to pursue that choice?
total rewards strategy elements
1. compensation 2. benefits 3. work-life effectiveness 4. recognition 5. performance management 6. talent development
three sources of cultural intelligence
1. head (learn about the beliefs, customs, and taboos of foreign cultures; cognitive component) 2. body (physical component - demeanor, eye contact, posture, accent - that shows a deeper level of understanding of the new culture and its physical manifestations) 3. heart (emotional/motivational component; confidence in ability to adapt to and deal well with cultures outside of own)
dimensions of culture
1. how people view humanity 2. how people see nature 3. how people approach interpersonal relationships 4. how people view activity and achievement 5. how people view time 6. how people view space
premises of goal theory
1. people will attempt to achieve those goals that they intend to achieve 2. difficult goals result in better performance than easy goals 3. specific goals are better than vague goals 4. people must accept the goal 5. people need to commit to a goal in addition to accepting it
basic operant model
1. stimulus 2. response 3. consequence
two most salient perceptions of a manager
1. the manager's level in the organizational hierarchy 2. the type of department or function for which they are responsible
individual factors in performance
1. those that influence our capacity to respond (mental and physical abilities, personality traits, perceptual capabilities, and stress-tolerance levels) 2. those that influence our will or desire to respond (variables dealing with employee motivation)
human tendencies that create feelings of inequity that are not based in reality:
1. we tend to overrate our performance levels 2. our tendency to overrate the outcomes of others
A 2015 McKinsey report on public companies found that those in the top quartile for ethnic and racial diversity in management were _____% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were _____% more likely to have returns above the industry mean.
35; 15
A well-written business plan should contain:
A marketing plan Executive summary or company overview A vision and mission statement A management plan
According to research, which of the following is true about the relationship between diversity in managers and innovation?
At companies with diverse management teams, openness to contributions from lower-level workers and an environment in which employees feel free to speak their minds are crucial for fostering innovation.
Managers across industries, according to Deirdre Borden, spend about 45% of their time in verbal interaction.
False
Which of the following represent the correct sequence of Tuckman's Stages of Group Development?
Forming, Storming, Norming, Performing
Which of the following statements regarding needs is most true?
Needs provide direction in the motivation process.
Which term best describe decisions that are novel, unstructured and generally based on criteria that are not well-defined?
Nonprogrammed decision
While _______ decisions will generally need to be processed via the ______ system in our brains in order for us to reach a good decision, with ______ decisions, heuristics can allow decision makers to switch to the quick, _____ system.
Nonprogrammed; reflective; programmed; reactive
Once small businesses hire employees, they can _____ to increase job satisfaction and retain their employees.
Offer flexible working hours Share profits with employees Provide comfortable working conditions Provide employee benefit programs
Intrapreneurs:
Receive regular salaries and employee benefits Have the characteristics of creativity, vision, and risk taking. Have a high degree of autonomy in spite of the fact they work for a large corporation Run mini-companies within large corporations
Operant conditioning focuses on:
The learning of voluntary behaviors
Douglas McGregor
Theory X and Theory Y 1. managers make assumptions about employees 2. pessimistic vs optimistic 3. theory X (managers make negative assumptions) and theory Y (positive assumptions) 4. perspectives affect manager's behaviors 5. managers influence employee behavior by the way they manage
Which of the following statements about myths is NOT true?
They are distorted, half-truths that inhibit organizational effectiveness.
An understanding of language and its inherent powers, combined with the skill to speak, write, listen, and form interpersonal relationships, will determine whether companies succeed or fail and whether they are rewarded or penalized for their reputations.
True
Because it affects what we do and how we behave, culture affects the workplace.
True
Which of the following describes an officially defined set of relationships, responsibilities, and connections that exist across an organization?
formal organization
In which stage the team is mainly focused on similarities and the group looks to the leader for structure and direction?
forming
stages of team development
forming, storming, norming, performing, adjourning
schedules of reinforcement
frequency at which effective employee behaviors should be reinforced - fixed ratio - variable ratio - fixed interval - variable interval
Which of the following is an inclusive concept that involves all outside factors and influences that impact the operation of a business that an organization must respond or react to in order to maintain its flow of operations?
general environment
creativity
generation of new or original ideas; it requires the use of imagination and the ability to step back from traditional ways of doing things and seeing the world
The role of the _____ strategist is understanding world markets and thinking internationally.
global
When one person or group desires a different outcome than others do, which type of conflict can occur?
goal conflict
A primary reason for the failure of many behavioral modification programs is the failure to specify concrete behavioral ______.
goals
disadvantages of group decisions
groupthink, suppression of dissent
aspiration
growth is intrinsically satisfying
In 2000, Eric Baker and Jeff Fluhr came up with a concept that would do away with scalping if they had their wish, and everyone used StubHub.com. The Internet company brings people who want tickets and people who have tickets that they are not using together. The company has assisted in the sale of tens of millions dollars worth of tickets annually and is always trying to sell more. It charges a small fee for its assistance. Baker and Fluhr would be classified as:
growth-oriented entrepreneur
Which of the following is an element of natural disaster and human induced environmental problems?
health, food, stress
Which of the following is NOT an element of emotional intelligence?
heuristic
Tamara want to improve her decision making when she is making programmed decisions. Which of the following she should focus on?
heuristics
Which of the following profile of an organization emphasizes efficiency, process and cost control, organizational improvement, technical expertise, precision, problem solving, elimination of errors, logical, cautious and conservative, management and operational analysis, and careful decision-making?
hierarchy culture
When people are among _____ teammates, the team is susceptible to groupthink.
homogeneous and like-minded
managerial intervention
making decisions by management and without team involvement
triangle of relationships
manager, individual, team
Which of the following profile of an organization emphasizes delivering value, competing, delivering shareholder value, goal achievement, driving and delivering results, speedy decisions, hard driving through barriers, directive, commanding, and getting things done?
market culture
ABC Products has a highly vertical organizational structure that is designed to generate a high degree of standardization and control. ABC Products can be described to have which of these structures?
mechanistic
______ organizational structures are best suited for environments that range from stable and simple to low-moderate uncertainty.
mechanistic
heuristics
mental shortcuts
When Suzanne Pogell wanted to learn to sail, but she could find no one to teach her because men were the ones who sailed, and women were their crew. She finally convinced someone to teach her to sail, and after mastering sailing, she started an all-woman sailing school called Womanship. Pogell started small and plans to stay small. She would be correctly called a(n):
micropreneur
_______ technique requires that one team member to assume the role where she or he extracts buried disagreements within the team and sheds the light of day on them. They must have the courage and confidence to call out sensitive issues and force team members to work through them.
mining
components to ethical decision-making
moral sensitivity, moral judgement, moral motivation/intention, moral character/action
equity theory
motivation is affected by the outcomes we receive for our inputs compared to the outcomes and inputs of other people
instincts
natural, fundamental needs, basic to our survival
Learned Needs Theory (McClelland)
need for achievement (motivated to excel), need for affiliation (desire to establish and maintain warm and friendly relationships with other people), need for power (need to control things, especially other people)
