MGMT 3310

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?

Answer is https://openstax.org/books/principles-management/pages/11-4-influencing-employee-performance-and-motivation

Which of the following represents a model specifically designed as an abundance-based, bottom-up, positive approach?

Appreciative Inquiry (AI) model

When BA Products managers assume that BA employees will change if they know they will otherwise face negative consequences, it refers to which of the following?

Deficit-based change

Gary Downs recently has noticed that the plant he is managing is delivering only 30 percent of its products on time. To determine what is causing the problem, he assembles the various department heads and the plant supervisor to get their input on the matter. Although the ultimate responsibility is his, he has no difficulty in delegating decision- making authority to any member of this group. This style of leadership suggests that Gary is a(n) __________________ leader.

Democratic

The path-goal theory of leadership inclides all of the following EXCEPT:

Determining whether the situation is favorable or unfavorable to the leader

Each of the following are considered to be reasons why Alderfer's ERG model is more useful than Maslow's EXCEPT:

ERG theory did a better job identifying motivators than Maslow.

Weber proposed all of these elements of bureaucracy that serve as a foundation for determining an appropriate structure EXCEPT:

Structural change

Which of the following describe a shortcoming of Taylor's work?

He though of workers as machine tools to be manipulated rather than as human beings

Which legislation established the minimum wage, overtime pay, recordkeeping, and youth employment standards?

The Fair Labor Standards Act (FLSA)

Management

The attainment of organizational goals in effective and efficient manner through, planning, organizing, leading, and controlling organizational resources

James is the production manager at a large toy manufacturing company. James believes that one of his critical roles is to train, counsel, motivate, and direct his subordinates. This represents which role?

True

McClelland argued that a high need for social power was the most important motivator for successful managers.

True

Taylor's major contribution was that he prized tradition and rules of thumb over knowledge and science.

True

The advice mot to go shopping when you are hungry is an example of how emotional response can affect decision making.

True

Generally speaking, motivation arises inside people as a consequence of:

Person's desire to (1) fulfill unmet needs or (2) resolve conflicting thoughts that produce anxiety.

Management is the process of coordinating the resources of an organization to achieve its goals, what four functions of management did we discuss that managers work falls into?

Planning, Organizing, Leading/directing, Controlling/Monitoring, and motivating

Leading

Use of influence to motivate employees to achieve organizational goals.

Which of the following conditions will result in low performance according to expectancy theory?

When low performance is not associated with negatives outcomes.

Which of the following is NOT one of the traits identified by Locke as a precondition that endows people with leadership potential?

Willingness to tolerate frustration.

which of the following suggests that workers need merely to be unconcerned to an order to follow it and that workers will follow orders due to an individual's natural tendency to follow authority?

Zone of indifference

organization

a social entity that is goal directed and deliberately structured

conceptual managerial skill

ability to see the organization as a whole system and the relationships among its parts

information managerial role

activities used to maintain and develop an info network

chester bernard

adopted humanistic view on management with mary follett

natural dimension

all elements that occur naturally on earth, including plants, animals, and tocks as well as resources such as air, water and climate.

Organizational efficiency

amount of resources used to achieve a goal.

values

an employees principles or standards of behavior: defines the corporate culture

symbols

an object, act, or even that conveys meaning to others

stakeholders

any group or persons within or outside the organization that has some type of investment or interest in the organization's performance and is affected by the organization's actions (employees, customers, and stockholders)

social forces

aspects of a culture that guide and influence relationships among people

Organizing

assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization.

economic forces

availability, production, and distribution of resources in a society

practical approach

bases decisions on prevailing standards of the profession and the larger society, taking the interest of all stockholders into account

Importance of global markets

bring economic benefits to the home country

individualism approach

contends that acts are moral when the individual's best long-term interests

licensing

corporation (licencor) makes certain resource available to companies (licensee) in other countries

profit-maximizing view

corporation should be operated on a profit-orientation basis, with its sole goal to increase profits so long as it stays within the rules

European union

create powerful single market in Europe with the creation of euro.

factors of task environment

customers, competitors, suppliers, and labor market.

labor of task environment

customers, competitors, suppliers, and labor market.

moral rights approach

human beings have fundamental rights and liberties that cannot be taken away

most current management perspective

humanistic perspective

Human relations movement

idea that truly effective control comes from within the individual worker rather than from strict, authoritarian control

Frederick w. Taylor

improving productivity meant management would have to change and that the manner of change could only be determined by scientific study

External Environment

includes elements outside the organization's boundaries

internal environment

includes elements within the organization's boundaries, such as employees, management, and corporate culture

open system

organizations that are in continual interaction with the environment

4 functions of management

planning, organizing, leading and controlling

legal responsibility

what society deems as important with respect to appropriate corporate behavior

outsourcing (offshoring)

work activities carried out in other counties that have cheap labor.

When organizations face a turbulent environment, intense competition, and products that may die early they need a transactional leader.

False

Four different drives that underlie motivation include the drives to acquire, enjoy, expand, and defend.

False, Acquire, Bond &Belong, to be challenged, defend.

In the appreciative mindset, leaders assume that most people are inclined to resist change and therefore they need to be managed in a way that encourages them to accept change.

True

The identification of poor performers is a challenge that has existed since the earliest days of performance management, and even the most formal performance management process does not seem to be particularly good at weeding out poor performers.

True

The information organization 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

True

The major difference between scientific management and human relations theory was that human relations theory recognized that social factors were a source of power in the workplace

True

Most people are more sensitive to over-reward inequity that to under -reward inequity.

False

economic factor

eco-development, infrastructure, exchange rates, and per capita income

social responsibilities

economic, profit-maximizing, legal responsibility, ethical responsibility, and discretionary responsibility

significance of corporate culture

embodies what it takes to succeed in corporate culture

bureaucratic organizations

emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, formal record keeping, and separation of management and ownership

scientific management

emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity

whistle blowing

employee disclosure of illegal, immoral, or illegitimate practices on the employer's part.

decision managerial role

events about which the manager must make a choice and take action

4 stages of globalization

exporting, outsourcing (offshoring), licensing, and direct investment

Compensation and benefits are two elements that makeup the total reward strategy used by organizations to attract, motivate retain and engage employees

false

heroes

figure who exemplifies the deeds, character, and attributes of a strong culture

Administrative principles

focuses on total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating, and controlling

Labor market factor of task environment

people in the environment that can be hired to work

theory x

people inherently dislike work and will avoid it if possible; authoritarian, work-centered; workers prefer to be controlled and directed by pressure; motivation through fear; negative, autocratic

3 managerial skills

conceptual, human-ability, and technical

3 forces that effects managing in external environment

social, political, economic

international environment factors

sociocultural, economic, and political/legal

A deliberate reduction of productivity on the part of the worker is called

soldering

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

human-ability managerial skill

Ability to work with and through other people and to work effectively as a group member

All of the following are characteristics of an organic structure:

Horizontal Organization, Flexible, Two-Way communication, participatory decision-making, shared tasks, and wide span of control.

Planning

Identifying goals for future organizational performance and deciding on the tasks and use resources needed to attain them

What made a high level of trade and economic activity possible for the ancient sumerians?

The introduction of writing and book keeping

criticisms of scientific management

(1) did not appreciate the social context of work and higher needs of workers(2) did not acknowledge variance among individuals(3) tended to regard workers as uniformed and ignored their ideas and suggestions

justice approach

(1) distributive- different treatment of people shouldn't be based on arbitrary characteristics (2) procedural- rules should be administered fairly (3) compensatory- compensated for wrongs done

individualism/collectivism element

(1) individualism- individuals take care of themselves (2) collectivism- individuals look after each other

factors of bureaucratic organizations

(1) manage organizations on impersonal, rational basis. (2) organization depends on rules and records.

In a third phase of organizational life cycle, survival and early success, the organization expands, and the hierarchy deepens, now with multiple levels of employees

False

Which of the following invention during the Italian renaissance allowed the reintroduction of classical knowledge and the emergence of new knowledge and learning to spread throughout Europe?

Basic Printing Press

Ethical Responsibility

Behaviors that are not necessarily codified into law and may not serve the corporation's direct economic interests.

Managers spend most of their time doing what?

Communicating, planning, and decision making

Which of the following is NOT a type of general macro environments and forces?

Corporate culture

major challenge in international/global environment is knowing the _____

Culture

Which of the following describes the action or process of thinking through possible options and selecting one?

Decision making

With growing dissatisfaction with performance management processes, agile manifesto was developed by software developers and emphasized principles of all of the these except:

Emotional intelligence

Michael is known for his ability to understand other peoples' emotions and he has a genuine interest in doing so. Michael can be rated high on which of these elements?

Empathy

Two dimensions of environment-industry-organization fit model are:

Environmental complexity and Change

Human resource management includes the leadership and facilitation of all the following key life cycle process areas EXCEPT:

Financial management and compliance

ABC Manufacturing is organized by departments and expertise areas, such as R&D, Production, accounting, marketing, and human resources. which of the following best describe ABC's organizational structure.

Functional structure

Poor decision-making by lower-level managers can lead to any of the following adverse outcomes except:

Increased productivity if there are too few workers

The title VII of the civil rights act of 1991 amended the original from 1964 and established two types of sexual harassment. They are

Intentional and Unintentional

the managerial grid developed by Blake and mouton suggests:

Leadership styles or approaches are based on two central dimensions: Concern for relationships and concern for task production

What function of management is concerned with influencing people and providing reasons for them to work towards the goals of the organization?

Leading Function?

All of the following are major implications of equity theory for employers except:

Let employees play the key role in creating perceptions of equity.

All the following would be considered a substitute for leadership EXCEPT:

Low Position Power

Which of the following uses teams to combine verticals with horizontal structures?

Matrix design

Functional structures initiated horizontal team-based structures that provided faster information sharing, coordination, and integration between the formal organization and profit-oriented projects and programs.

Matrix structures

--- Organizational structures are best suited for environments that range from stable and simple to low-moderate uncertainty.

Mechanistic

As a manager your organization is constantly confronted with a variety of changes in the market or a wide range of situations. You have to recruit and select a manager for a group of employees responsible for several related products. You have just read about Fiedler's Contingency model and decided to use the LPC score to aid you in selecting a leader for the management group. You have interviewed four candidates for the job (Erin, Josh, Michael, Tabitha) and the scores for each of the candidates were Erin=high LPC, Josh=moderately high LPC, Michael=middle LPC, Tabitha=low LPC. Which of the candidates would you hire?

Michael

Recognizing that the issue has a moral component represents which element of James Rest's ethical decision-making model?

Moral Sensitivity

Sam, marketing manager at ABC Products, argues that XY Products, their biggest competitor is spending more on marketing than ABC. XY have a larger share of the market. Therefore, ABC should spend more on marketing. This argument represents which of the following fallacies?

Non squitur

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, heuristic can allow decision makers to switch to the quick, --- system

Nonprogrammed, reflective, programmed, reactive

Which of the following are two ways to make the response likely to recur:

Nonreinforcement and punishment

XY Products has a horizontal organizational structure with many individuals across the company empowered to make organizational decision. XY Products can be described to have which of these structures?

Organic

Which of the following describes the process of setting up organizational structures to address the needs of an organization and account for the complexity involved in accomplishing business objectives?

Organizational design

closed system

Organizations that have little interaction with their environment

Which of the following describe conflict about the best way to do something that can actually lead to improved performance?

Process Conflict

Which decision-Syetem is logical, analytical, deliberate, and methodical?

Reflective System

Jay Patel is the HR manager at BNB Manufacturing. Jay wants to establish the pay-for-performance structure at BNB. Jay's boss is interested in the following questions: How much differentiation of performance will we have? What is the cost of doing this pay-for-performance? Jay should focus on which of the following step in the framework to obtain these answers?

Review the financial impacts on creating pay-for-performance changes

Raine always has the tendency to selects the first acceptable solution without engaging in additional effort to identify the best solution. Raine's tendency describes which of the following?

Satisfaction

Principles of Scientific Management include all of these:

Science - Not rule of thumb, Harmony - Not discord, Cooperation - Not Individualism, Development of each and every person

The major implication for managers from manifest need theory is:

Some employee needs are latent

All the following best practices illustrate the key steps for effective recruiting of key leadership hires EXCEPT:

Specify the Compensation

Which of these represents a kind of change that is necessary for an organization to achieve the focus it needs to make needed transfer missions and work it does feel to stay competitive in the current or larger organization, larger market environment, or societal environment?

Strategic change

In the ____ phase of the organizational life cycle, the organization expands, and the hierarchy deepens, now with multiple levels of employees. Lower-level managers are given greater responsibility, and managers for significant areas of responsibility are identified.

Sustained

An overriding principle of Maslow's theory of needs is:

That a persons direction and intensity will be focused on satisfying the lowest level need that is not currently satisfied.

Which of the following is NOT true of the specialization of labor

The span of control became very narrow with specialization

All managers are leaders

True

An advantage to involving groups in decison-making is that you can incorporate different perspectives and ideas

True

As part of their responsibilities, all managers get involved in planning, scheduling, and monitoring the design, development, production, and delivery of the organization's products and services.

True

Companies and organizations change leadership strategies and make structural and systems changes to meet changing competition, market forces, and customer and end users' needs and demands.

True

Early organizational theorists broadly categorized organizational structures and systems as either mechanistic or organic

True

At Patio products intentional, each supervisor receives direction and information from the managers above them and passes that information down to their immediate employees they supervise. This describes which of Fayol's principles.

Unity of Command

approaches of ethical decision making

Utilitarian, Individualism, Moral-Rights, Justice, Practical

culture

set of key values, beliefs, understandings, and norms shared by members of an organization

The relationship between leader behavior and follower behavior can best be characterized as:

While the effectiveness of leader behavior determined by follower characteristics or expectations it has also been that the follower behavior determines leader behavior.

sociocultural factor

social values/beliefs, religion, education, time orientation.

Slogan

a phrase that succinctly expresses a key corporate value

ethics

code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong

exporting

companies maintain production facilities carried out in other countries.

benchmarking

comparing your product that of the competition

theory y

doesn't inherently dislike work, don't need to be coerced seeks responsibility and excel in problem soling/creativity.

direct investment

high level of involvement and company manages and controls assets

power distance element

high power distance means people accept inequality in power among institutions, organizations, and people.

uncertainty avoidance elements

high uncertainty avoidance means people are uncomfortable with uncertainty

international dimension

includes events originating in foreign countries, as well as new opportunities for us companies in foreign countries

Legal-Political dimension

includes government regulations at the local, state, and federal level, as well as political activities designed to influence company behaviors

Technological dimension

includes scientific and technological advances in a specific industry, as well as in society at large

political forces

influence of political and legal institutions on people and organizations

3 managerial roles

informational, interpersonal, and decisional

dimensions of the general enviroment

international, technological, sociological economic, legal-political, and natural.

If the Colgate-Palmolive company were to develop a replacement chart, the chart would show

key personnel along with possible replacements within the firm.

Boundary-spanning roles

link to and coordinate the organization to key elements in the external environment

International management

management of business operations conducted in more than one country

founder of bureaucratic organizations

max weber

gantt chart

measures and plans work

controlling

monitoring employees' activities determining whether the company is moving towards its goals and making the necessary corrections.

stories

narrative based on true events and is repeated frequently and shared among employees

ehtnocentric

natural tendency's of people to regard their own culture as superior

Frank Gilbreth

pioneered time and motion study and arrived at many of his management techniques independent of Frederick w. Taylor

political/legal factor

political risk, tariffs, terrorism, and laws/regulations

elements of Hofstede, global projects

power distance, uncertainty avoidance, individualism/collectivism, and masculinity/feminism

economic responsibility

produce goods and services that society wants to maximize profits for its owners shareholders

Mary p Follett

proposed humanistic approach to management: contrast to scientific management: importance of people rather than engineering techniques.

interpersonal managerial role

relationships with other that are related to human skills

sociological dimension

represents the demographic characteristics as well as the norms, customs, and values of the general population

economic dimension

represents the general economic health of the country or region in which the organization operates

subfield of classical perspective

scientific management, bureaucratic organizations, and administrative principles

Task Environment

sectors that have a direct relationship with the organization

Moral agent

someone capable of acting with reference to right and wrong

factors of culture

symbols, stories, hero's, and slogans.

classical perspective

takes a rational, scientific approach to management and seeks to turn organizations into efficient operating machines.

Organizational effectiveness

the degree to which the organization achieve a stated goal, or succeeds in accomplishing what it tries to do.

the major determinant of the most effective style of leadership will be:

the follower's personality

technical managerial skill

understanding of proficiency in the performance of specific tasks

Discretionary Responsibility

voluntary and is guided by a company's desire to make social contributions not mandated by economics, laws, or ethics