MGT 331 exam #1-2

According to equity theory, when someone perceives An inequity, particularly in underpayment inequity, they will see to restore equity. They might do this by reducing their hours worked, taking more vacation, reducing their output, or using a positive approach, simply asking for a pay raise.

True

Charismatic leaders can inspire others to follow them and accomplish great things. Steve Jobs and Martin Luther King Junior are fine examples of a charismatic leader, but so is Adolf Hitler and Osama bin Laden. Just because you're a charismatic leader does it mean you only stand for good things

True

FW Taylor, long considered the father of management is credited with the theory, scientific management. In it, he studied the movements of employees, in order to optimize her efforts, and standardize them across all employees doing the same task. This is referred to his job specialization.

True

Motivation is the set of forces that causes people to engage in one behavior over another. From the managers perspective, the objective is to motivate people to behave in ways that are in the organizations best interest

True

Successful leaders manage conflict; they don't show away from it or suppress it but see it as an engine of creativity and innovation

True

Surface level diversity are things that we can see in people such as their gender, race, age, and physical abilities

True

The key finding of the Hawthorne studies is that a managers behavior and leader ship approach can affect a workers level of performance

True

When using the expectancy theory of motivation, increasing the pay for a high performing employee is non-productive if that employee has a low valance for income

True

When you see your boss take advantage of the Goodnature if some of your peers, asking them to work unpaid overtime in order to make the departments productivity numbers better, he tells you that it is Just his way to "increase department productivity as I'm told to try and do every day". You should see this as an abuse of power

True

With texting, video conferences, instant messaging, Twitter and dozens of other ways for managers to communicate, it is surprising that email is still there primary away most businesses communicate and how staff should expect to communicate formally with their manager.

True

It is not possible for the formal leader of a group to also function in the role of the informal leader of the group

False

Ken Blanchard says when you hear the following from service representatives "quack... I just work here, that's how it is, quack, quack... That's not in our policy, or I'm not authorized to do that, quack", then they are likely to find a servant leader behind these people

False

Organizational behavior principles when properly applied can significantly help a company increase its turnover rate and subtly lower it's retention ratio

False

The Hersey in Blanchard theory of leader ship suggest that some members or subordinates are not ready to be part of the group. The manager should spend very limited time with these kinds of people as it takes away from spending time with the more productive members of the group

False

The Hofstead model, Introduced in chapter 2, is a model to show managers which countries have stronger cultural influences which make it easier to do business in that country

False

The population in the USA is growing more diverse and older. Therefore, in the future, it is less and less likely the older workers Will report to younger bosses

False

The professor believes that you're basically born with the level of emotional intelligence you possess and it won't change much overtime, which is pretty much true for locus of control as well

False

In class, professor Hillman showed a slide showing the relationship between the three components of expectancy theory. He explained that when working with expectancy theory, a persons perceptions about the extent of how well they perform at work will lead to a promotion or raise, is called

Instrumentality

In the video you watched, pink makes a point using Encarte and Wikipedia. What was the point

That a well-funded effort like encarte can still fail because people were going through the motions for Microsoft while projects like Wikipedia, where people are not paid it all is wildly successful because of the purpose people experienced in doing this work

Daniel pink talks about working at a job you love versus a job you hate. When you feel like your work doesn't matter and you are not making an impact in the job, pink would say what

That you were in a job you hate because it isn't addressing one of his three Core motivators, which in this case is purpose

During lecture we discussed three things that professor Hillman wanted you to know about conflict. What were those three things

-Conflict is always a crane in the workplace. We need to know how to manage it -As managers, we have choices and how we deal with conflict in our department -Conflict is not fighting, when properly managed, it can be quite productive

Which three of the following five reasons is why diversity in a company makes business sense

-Diversity allows for a variety of points of view and approaches to problems and opportunities can improve managerial decision making -Diversity can increase the recruitment and retention of valued organizational numbers -Mckenzey and Company say that if a company is diverse, it has a 35% greater likelihood of outperforming its competitors that if it isn't diverse

Which of the following statements are true as it relates to being a manager or leader

-A leader inspires and motivates others -A manager is concerned about properly applying policies and procedures -The managers time perspective is the present, the here and now with the leader is focused on the future

Jimmy page a brand new manager for the accounts receivable department in the city largest law firm, scruem, Goode & hardt, has conducted a survey and series of interviews with his staff of seven. Jimmy is a recent graduate from the GVSU management department and wishes to apply some of the things he learned while at school. Jimmy takes over from Fred Smith, who ran the same department for the last 23 years. Fred just retired. Jimmy believes in herzbergs to factor theory of motivation and plans to utilize it as he reviews the survey and interview results. Which of the following actions should Jimmy take if he wants to follow his closely to herzbergs theories as possible?

- Bob has been with the department nearly as long as Fred was a manager. His pay is a little above average for his role. Bob isn't unhappy but he said he wouldn't turn down a raise. Fred kept Bob's job tightly defined and rarely acknowledged him in front of others for the good work he typically did. Jimmy is going to provide Bob some greater responsibility and increased autonomy as his job goes forward. He can't afford to increase Bob's pay but he believes his action should increase Bobs satisfaction with his job. - John is a brand new employee to the firm. He is excited about working at SG & H because he just got out of school and has never had a full-time job before. He tells Jimmy that he likes his job and everything is fine right now. Jimmy looked at his salary and sees that he is making only 75% of what most of the others in the department make. Jimmy is reluctant to increase his salary because Jimmy's boss has told him to keep a lid on expenses. Jimmy is going to lay out a career plan for John with a clearly labeled milestones of achievement, seminars the firm will pay for John to attend, and a promise for a promotion if John achieve these things in the next two years. He believes this will keep John happy until he can address his pay later.

In the situational leadership model, a manager must assess the following items about their followers, their competence and commitment, and apply the correct management approach. Which of the following statements are true about how the manager should respond

- If the follower shows high competence and high commitment there in the delegating quadrant and the manager should Be using low directive and low supportive behavior -The collaborative or support of quadrant (Which is high in support behavior and low and directive behavior) should be used by the manager when the follower shows a high level of confidence but a variable level of commitment -if the follower shows high commitment below competence, the manager should use a directing approach -In the coaching quadrant the follower has grown but still need strong directive behavior from the manager, but also now needs to see a strong support behavior from the manager as well

According to hersbergs motivator hygiene theory, for a worker to like their job and be motivated to do well, not only does the job need motivators, but there are certain hygiene issues that must be addressed. If these hygiene issues are not corrected, no amount of motivators will make the worker happy in their position. Of all of the issues listed below, which four are hygiene issues according to herzbergs?

- The relationship they have with their coworkers -The amount they are paid, their salary or hourly wage -Job security -Pleasant and comfortable working conditions

Emotional Intelligence (EI) is one of the most important skills a manager can develop. which of the following statements are true about EI?

- daniel goleman defines 5 components of emotional intelligence, self-awareness, self-regulation, motivation, empathy, and social skills. - EI is defined as the capacity recognizing one's own feelings and those of others for motivating ourselves and managing emotions in ourselves and in our relationships.

managers get paid to manage and improve the performance of their staff. from the following five statements, which three are true about a managers ability to improve performance?

- if someone lacks the ability to do the job, normally we can send them to training to aquire skills. getting training, while sometimes costly, can typically be effective for most employees - of the formula, P = M + A + E, the "M" or the motivation component is the most difficult to manage - if motivation is deficient, the good manager is faced with the difficult task of trying to figure out what will motivate their employee. because it can be different for everyone, the manager must work with the employee to determine what motivates the person and then structure the task to utilize that motivation

The hofstede model of national culture as presented in class has six dimensions. which of the following are not a dimension considered in his model.

- verbal communications -profit motivation

Kenneth W Thomas and Ralph H Kilman developed a conflict resolution assessment in the early 1970s. Which of the following are named as part of the model

-Accommodation -Avoiding -Competing

John P kotter, Professor emeritus From Harvard, explains the difference between management and leader ship. Name the activity as doing either leader ship functions or management functions

-Establishing detailed steps, time tables, and schedules for Achieving needed results: management -Energizing people to overcome major political or resource barriers: leader ship -Produces dramatic changes to an organization responding to market or competitive pressures: leader ship -Monitoring the results to ensure everything is going according to plan: management -Establishing structures, jobs, and reporting arrangements to accomplish plan requirements: management -Developing a vision of the future, most often the distance future: leader ship

Match these names of important figures in management with the theory or process they are best known for

-FW Taylor: scientific management -BF Skinner: operant conditioning theory -Frederick herzburg: two factor theory of motivation -John Stacy Adams: equity theory -Abraham Maslow: hierarchy of needs -Henry fayol: 14 principles of management -Mary Parker follett : behavioral management -Douglas McGregor: theory x and theory y

In class, Professor Hillman discussed for ways to help reduce the likelihood of social loafing, of the following which two did he mention in class

-Make each person's contribution identifiable -Demand accountability

We used TKI to understand our own conflict styles and the styles of others. Which common phrases might you here in discussions with others which would be a tip off to the conflict so they are using

-Might makes right: competing -Two heads are better than one: collaborating -Split the difference: compromise -Leave well enough alone: avoiding -Kill your enemies with kindness: accommodating

Which three of the following statements are true about expectancy theory?

-Motivation will be high when workers believe the high levels of effort lead to high-performance and high-performance leads to the attainment of desired outcomes -effort leads to performance which leads to outcomes, the essence of the theory -For the theory to work well all three of the items (expectancy, instrumentality, and valance) must be high

Sometimes we ask, should managers use influence tactics? And soon realize we use them all the time. The better question is, which influence tactics should a good manager use? We know pressure is the least effective tactic and should be avoided, but what about the others? Mash the names of these influence tactics with their description on the various tactics managers have in their tool kit

-Offering something valuable in return for collaboration: exchange -Asking for a personal favor or to do something because we are friends: personal -Appealing to aspirations, values, and ideals to gain commitment: inspirational -Using logic and facts to persuade someone: rational persuasion -Engaging help of others to persuade someone: coalition tactics

In the video we watched, how to deal with different conflict styles, the woman gave managers good ways to deal with the various conflict styles they will encounter. Which of the following are true statements she gave during the video?

-People using the compete style are very passionate and very direct. The manager should be just as direct back as that is what they are expecting. Don't take it personally, have your logic laid out -You can't force avoiding people to tell you what is bothering them, but you can create a safe environment and ask them what they are thinking. Explain their opinion matters and you want to know it. -Managers must be careful with people who overused accommodating style constantly. It will surprise the manager that one day the over accommodating person will either blow up or drop out of sight -People who are trying to use collaboration might need to be reminded that you as a manager have a time constraint by when the decision must be made. You might need to drop the compromise if the deadline is looming

When we studied all the various traits to assess a person to promote them to manager, we reviewed many different personality traits which is the following three statements are true

-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 -A strong internal locus of control, meaning the person believes they are in control of their own feet, is a good personality trait for a manager to possess -Emotional intelligence is something that can either be innate or learned, but it is important for managers to develop this talent

Managers can distribute merit pay to people to Waze, by increasing their salary or by providing a bonus on top of the existing salary. Bonuses tend to be more motivating for three reasons. What are those three reasons as identified in the text

-The level of salaries is dictated more by market conditions in competition for labor, factors outside the control of the employee, and much less on the performance of the individual -Salary increases often include cost-of-living adjustments and/or market adjustments. Including performance increase as part of this confuses the message as to why the increase was provided -Salaries are rarely adjusted down and can cause significant employee morale issues when they are. Salaries tend to be stable overtime to use one time bonuses are easier to move higher or lower to reward top performance without negatively impacting morale

In class we studied several examples of correlation and causation. As managers, we look first a statistically significant correlation and rely on that over the concept of causation

False

In the video from Simon sinek called "how great leaders inspired action" he talks about how a cross-section of the brain is related to his how, what and why of his golden circle theory. Which of the following statements are true about how he talks about how the brain works related to history

-The middle two sections of the brain is called the limbic region and controls items like trust and loyalty. It also is the decision making region. He equates to why and how if his golden circle to reach these layers of our brain -When we communicate from the outside and, people can understand best amount of information and data. But if we try to enter the brain through the what section, it doesn't drive behavior -When we start with the Y, we are talking directly to the area of the brain that controls behavior and then people rationalize that decision with tangible things like facts and figures -The outer layer of our brain, called the neocortex, is our Homosapien brain. It controls our rational and analytical thought. It is the area that provides us language and it's so closely aligned with the outside of his golden circle he labels it as what

Theory x and theory y is a management concept developed by Douglas McGregor. Which three of these items are true about McGregor and theory x and Y

-Theory x managers assume employees are inherently lazy and unproductive and dislike their work. Managers should create strict rules to control the behavior of their employees. -theory y managers assume employees will inherently work in the best interest of the company. Managers must create a work setting that allows employees to be self-directed And decentralizes authority -Hewlett Packard was founded on the practice of theory y, which became Incorporated as the H P Way. It is applied at Google, Apple, 3M, and of course HP as their primary management style

Which of the following statements are true about theory x and theory y

-Theory y says managers should create a work environment that provides employees an opportunity to show initiative and self direction -Generally, it would be easier to work for a manager who follows Theory y than one who follows theory x -Theory y is a set of positive assumptions about workers that leads to the conclusion that managers 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 -Theory x is a set of negative assumptions about workers that leads to the conclusion that the managers task is to supervise workers closely and control their behavior

We learned when using TKI that every conflict style has strengths and weaknesses. The key for a good manager is to recognize when he is with style and not to use the same style all the time. Which strength or weakness listed below goes with which TKI conflict style

-Use this style when a quick decisive action is needed: competing -Constant use of the style and the manager will end up being surrounded by yes-man: competing -looking at a disagreement from each others insights. Resolving some condition that would otherwise have them competing for resources: collaboration -Very time consuming, shouldn't be used for trivial matters or when deadlines are short: collaboration -Effectively used when the manager recognizes a cool off period is needed: avoiding -when is very important for the manager to create Goodwill with the other party: accommodating -The default approach for most managers who are seeking an expedient mutually agreeable solution finding a middle ground: compromising -When overused, it can make matters worse by postponing decisions or others may make decisions by default: avoiding

Before modifying the reward system for his employees, what are some of the important issues that smart thinking managers must evaluate? Select all that are mentioned in the text book

-What if the company has a financial downturn while some of the employees hit or exceed their goals and earn a bonus? Can or should the company still pay the bonus? I skilled manager must carefully examine the company's ability to pay their reward and all financial conditions -When a company has a broad range of offerings it is sometimes called a cafeteria style plan. Should A company employ a flexible reward system? -Should employee pay be public or private? The issue of pay secrecy is incredibly important to consider

During lecture, Professor Hillman emphasized four skills a manager must be aware of when trying to influence others. What were the four items he recommended they consider

-Work with them to establish credibility as their manager, earn their trust -Connect with people emotionally when it makes sense to do so, but don't overuse this and don't make it too personal -Use rational thinking and logical arguments to develop a compelling position to persuade them -Don't start using pressure as a hard sell to your staff

Match the business activity with whether a person is functioning as a manager or leader

-Works with their staff to help explain the meaning and purpose behind their role in the company: leader -When personnel problems occur in their department, they work to smooth it over and get back to efficient operations: manager -Helps interpret and properly apply the company's policies: manager -Spends much of their time thinking about the future of the company: leader -Is focused on the department accomplishing the goals they have been assigned: manager

You are The manager of an active production department at progressive manufacturing company. You and the other managers have been schooled in a Thomas Kilman model of conflict management. You know that Each conflict response has positives and negatives, times when they are most effective and times when they are least effective. Review each of the following situations that managers face decide which contact style you should apply or avoid as described in the scenario

-You have two employees working on the production line that are shouting obscenities at each other. From what you can gather they met up together after softball game last night after work, and one man started paying too much attention to the other man's wife. They are cursing and throwing things on the floor and disrupting all the other workers in the area. Which conflict style should you use to respond to this situation (avoiding) -There is an accident in the back of the factory and you were called to the scene. Several people are standing around looking at the person who was just hurt by some falling equipment and it looks like their hand and arm might be broken. There is extremely poor cell phone coverage in this remote area of the factory and so they can't call 911 to get an ambulance. Someone has to drive this person to the emergency room ASAP. What style do you use to decide who to drive him (competing) -You are struggling with the manager of the third shift about how to use the joint meeting room/lunch room during shift change. There are no other rooms for people to meet and the third shift manager wants to use it to collect his people to discuss production goals for his shift, but your people need a place to unwind at the end of their shift and talk to you about issues they had during their work. This is happening and causing a real problem in the short run, but will be addressed when they expand the factory in a few months. What is the best complex style to use in this situation (compromising) -Your assistant manager comes to you frustrated that the changes they have all agreed to several weeks ago have not yet been approved by you. You are concerned about the changes they recommend because it will force you to talk to the president of the company and beg for a large increase in the training budget for your department. You're pretty certain the president is going to deny your request and then question why you would even bring such an idea to him. Your assistant managers know this and are willing to help you prepare a strong argument to present to the president. You're well aware of the pros and cons of each conflict style, which conflict style must you not use in this situation (avoiding) -You are in a company meeting with the managers of several other departments including marketing, technology, and accounting. Each department has big plans for the coming year and has plans for the small Increase the president has announced in hiring. you want to add 3 to 4 people to your department but so do each of the other departments. The president says you probably only have money to hire five people in total and this will be the final hiring for the next two years as next year, budgets will be diverted to expanding the facility and not to hiring. You know your new hires will increase revenue and perhaps improve the budget the president has next year while the other departments plans add more cost without impacting revenue. Which complicit style is best to use in the situation (collaborating)

During lecture professor Hillman explained Tuchman's model of team development. Match the stage with the description

-forming - team members get to know each other. They discuss why the team exists -Storming - team members experience conflict because some members do not wish to submit demands of other team members, role conflict, lack of agreed-upon goals -Norming - close ties and consensus begin to develop between team members. Team members agree on rules of the team behavior -Performing - the group begins to do its work. They fully understand and agree upon why they exist, how they go about their work and what it is they are supposed to do -Adjourning - temporary or permanent change in membership

In the video from Daniel pink describes a study done by four economics using MIT students. They give the students a bunch of games requiring creativity, motor skills, and concentration. Which of the following statements are true about what they're kind of miss learned from the study with MIT students

-if the game or task required even a basic or rudimentary thinking skill, larger bonuses and rewards lead to poor performance -in India where the experiment was replicated, the people offered medium and low rewards performed about the same, but those given the highest rewards had the lowest performance -as long as the task required only motor skills, bonuses worked as expected. The higher the bonus the greater the performance

Good managers realize the impact the size of the group or team can have on the performance. Membership can be too many or to feel. Which of the following statements are true about group size?

-large groups may allow some members to be more comfortable with absenteeism or they may stop trying to make meaningful contributions. -A group with many members has more resources available and might be able to complete a larger number of independent tasks -The larger the group, the more formal communications will be required. Very large groups are choir meeting minutes, agendas, and frequent status communications -When placed into a larger group, some members might participate in social loafing, an attitude where they wouldn't put as much effort as they would if they were working alone.

Google completed project Aristotle in 2012 and found out that who was on the team was less important to it success than how the team members treated each other. The project identified five elements of team success, with the most important one being psychological safety. The video went on to explain psychological safety. Which of the following are part of psychological safety as defined by project Aristotle.

-ostentatious listening. - Being fully present when another team member talks, not in your head, reflecting back what they said -Conversational turn taking. - Each member is encouraged and expected to talk equal amounts of time on the team comes together. No one person dominates and no one is silent

Managers look to see if their staff has a fit. The textbook talks about four different types of fit for their employee. Which of these is the type of fit discussed in the book

-person group fit -person vocation fit -person job fit -person organization fit

Daniel pink offered a theory of motivation in the early 2000s that borrows from several other prior theorists. He indicated that while direct extrinsic rewards will still work for some 20th century tasks, in order to motivate for creativity and innovative thinking, managers should use these items exclusively

-purpose - people need to feel like their work matters and makes an impact -autonomy - people need to feel in control of their job -mastery - people need to feel like they are using their full potential

Locus of control is a key attribute the managers look for in their staff. Which of the following statements are true about locus of control?

-someone with an internal locus of control believes that they, themselves, are the primary reason they succeed or fail in a business -A person who believes fate, look, chance, or other people's behavior determines what happens to them is said to have an external locus of control

You were given some tips on how to improve your career as a manager. There were some dues and don'ts for managers to use with their staff, with their bosses, and with other managers. Sort these into good or poor behavior is for managers to pursue

-try to put yourself in the other person's position and understand that person's point of you. Change your perspective: good manager behavior -Arguing vigorously for your own approach and/or refusing to consider changing your position: poor manager behavior -Meeting separately with people involved with the conflict. Allowing these people to convince you of the merits of their own case: poor manager behavior -Document areas of agreement and disagreement to ensure common understanding: good manager behavior -Focusing on interest rather than positions: good manager behavior -Talk openly and freely with the other person and express your thoughts and feelings: good manager behavior -Ignore the conflict created by your staff, believing it will likely blow over and you won't need to deal with it. Sometimes these things resolve themselves: poor manager behavior

In the Kevin Blanchard video, what are the three things he says makes up a compelling vision

-what is your picture of the future -What are your values -What is your purpose

We watched a video from Simon sinek discussing how some people and some companies are leaders by naturally employing what he calls the golden circle. Place these items in order as to the importance from sineks point of view

-why - why do you do what you do -how - how do you do what you do -what - what do you do

You were exposed to a new theory of leader ship, called situational leadership. The basic premise of the theory is that no one leader ship style fits all circumstances or followers. Using the sit-lead model, which of the following scenarios are correct in its application

-you have a new employee fresh out of college starting in your department next week. As their manager, you know that their commitment level will be high but they're competency will be low. According to the situational leadership model, as a leader, you don't need to show them much support of behavior, but you should use mostly directive behavior. As a result, you are very explicit in your directions, leaving no room for interpretation, guiding them to the proper steps to complete their assigned task -Your second shift supervisor has been with you for six months. They learn the ropes but still have some more to learn but are well on their way. They just encountered their first Really difficult problem supervising an insubordinate second shift hourly worker. They are starting to doubt if being a supervisor is right for them. The sit-lead model says as their boss you should show both strong support behavior as well as being very direct on what to do with the second shift employee. This is called the coaching quadrant. You use this quadrant because your supervisor has improved their competence since they started, his commitment to the company has dropped and he's beginning to wonder if this is the right place for him to work -You have delegated a new customer to one of your best sales people. They told you they are ready to lead and you want to believe them. He launched into the new relationship with gusto, initially showing high levels of competence and commitment. However, after a few months, they start doubting their abilities because of some problems with the customer. They lost some projects and was starting to wonder if being the lead for this customer is the right thing for them. You diagnose the situation and move them back from the delegating quadrant to the support quadrant. You don't tell them what to do but you give them lots of support and encouragement

Can Blanchard, in the video you watched on servant leader ship, says the traditional pyramid must be inverted. According to Blanchard, when you were looking at all the stakeholders, what order should they be in with number one at the top and number four at the bottom

1. Customer 2. Front line people 3. Operational leader ship 4. Strategic leader ship

The savvy well schooled manager knows there are several tactics They can employ to influence their staff to accept a new idea and begin to implement it. They might use personal appeals, pressure, integration, and legitimate tactics. Whatever approach they use, they are looking for the best response from their influence attempts. The following are four responses that staff members may have. Place them in order from best to worst responses from the managers perspective

1. Endorsing and becoming an actively involved participant as a result of the influence attempt 2. Going along with what the influencer wants without being personally committed 3. Rejecting the influence attempt for not getting in the way of what the influencers trying to do 4. Rejecting the influence attempt and actively trying to stop the influence her from doing what she or he is trying to do, or trying to change the influencers attitudes

You have just announced a very new and controversial office attendance policy it involves changing The way people can work remotely, with heavy emphasis with them working in collaborating in downtown offices. After explaining it and answering questions, you were looking to see the level of support you can expect from your staff. You ask your staff to "give you the finger..." A technique you learned in management class. Place these responses an order from preferred (1) to not preferred (4)

1. This staff person thinks your change is positive and has offered to work with you to help you make the transition easier for everyone. This person shows commitment 2. This person will go along with what you want without being personally committed. We say they are compliant 3. The staff person doesn't except your decision to change the office attendance policy, but they are not going to get in the way of what, you are the manager, are trying to do. This person is being passively resistant 4. This staff person is vocal about trying to stop you from changing the policy and/or they are meeting with you frequently to get you to change your mind and reinstate the policy. We see this person is being actively resistant

Abraham Maslow was a psychologist that developed a well-known hierarchy of needs. He basically said that the lowest level need must be met before a person will strive for the next need. This has been studied and debated for years, but we continue to reference this hierarchy. Place the needs in the proper order that Maslow offered with A being the highest ordered need, and E being the Lowest ordered need

A- self actualization B-esteem C-social D-safety E-survival (food and shelter)

Professor Hillman shared his managers communication matrix where he listed over a dozen types of communication methods a manager might use to talk to their staff. Place those listed below in order from the highest level of information richness (A) to the lowest level of information richness (B)

A-face-to-face, one on one B-MBWA C-video conference via zoom, many to many D-phone call, one to one E-voicemail F-email G-Newsletter

Henry fayol is an important person in the history of management, what is the most famous for?

As CEO of fourChambault mining, he developed 14 principles of management that are the bedrock upon which much of management is built today

The textbook leaves out three different approaches to behavioral leader ship models. Which of these is not one listed in the book

Boilermaker behavioral study

Ian fuhr says that servant leaders don't motivate people. He says that servant leaders:

Create a working environment that is conducive to people motivating themselves

In class we did a deep dive into the Hofstead index. Which one of the following statements is correct

Cultures that have a high tolerance for power distance are more comfortable with large gaps in wealth, accepting that socioeconomic disparities persist

Professor Hillman pointed out to personality test that you were likely to take when you enter business. One was the Myers-Briggs type indicator (MBTI), the other was

DISC

There are five types of diversity listed in the textbook. Which of the following does the book say can have stronger effects on group and organizational performance than the other types of diversity listed

Deep level

This theory of motivation focuses on peoples perceptions of the fairness of their work outcomes, particularly when it is compared to their input and the inputs of others. What is this theory called?

Equity theory

A powerful way for managers to monitor their staff is to utilize MBWA. During class lecture, we talked about monitoring by working around which is an effective way to ensure everyone is active and engaged in the workplace

False

During lecture, professor Hillman showed us a slide explaining the difference between accessibility, diversity, and inclusion. Complete the phrase being discussed in class: "accessibility is being able to get in the building. Diversity is getting invited To the table. Inclusion is having a voice at the table. Belonging is..."

Having your voice heard at the table

At the beginning of the video with Ken Blanchard, he says there are two parts of servant leader ship. What are the two parts he says in the video

Leader ship direction and servant perspective

The leader remember exchange model described in your book, states what

Leaders form unique independent relationships with their subordinates and naturally treat some As the in-group and some as the out-group

During lecture, Professor Hillman shared the five sources a managerial power he wanted you to remember. Which of these is not one of those powers

Legal

When managers and employees collaborate to set the goal of the employees expected to achieve, it is often referred to as MBO. What does MBO stand for

Management by objective

In class, Professor Hillman frequently repeated this phrase. Please complete it: " personality traits that enhance managerial effectiveness in one situation..."

May actually impair it in another (any strength overused becomes a weakness)

During a meeting you noticed someone texting her friend and someone else using their computer to check a newsfeed while your boss is delivering instructions for this months marketing campaign. Unofficially professor Hillman cause this background in and it is considered rude and unprofessional, but in a tactical sense, it is considered what in the communication process

Noise - noise can block or distort messages. Managers should try to eliminate any noise in the environment before they deliver a message

There are three ways managers have to convey information to their staff. A well trained manager will know how to balance the use of these three methods to be the most effective in delivering the messages they want their staff to have.

Nonverbal 55%, vocal intonation 38%, words 7%

Of the five sources of managerial power discussed in class with Professor Hillman, he said this one was the most impactful power but also the hardest to obtain

Referent

Which of these following statements is false as it relates to the Hawthorne studies

Researchers at Hawthorne, Who were following the work of Adam Smith, found that paying their workers more for their production levels, significantly improve the output of those workers

At the end of his Ted talk, Ian fuhr says

Serve the people who serve the people

Ian fuhr shares a key phrase at the beginning of his video to help set the stage for his view on servant leadership. What is that phrase

Service before reward and people before profit

Ian fuhr Points out, metaphorically, in a typical organizational style of leader ship

The employees made to bow before the self-centered leader, meaning his butt is facing the customer

According to the Ian fuhr Ted talk, the most important person in your business is

The person serving the customer, your employee

You are a middle manager for a West Michigan manufacturing company. Your boss informs you that you will be working in Manila for eight 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 Hofstead's model of national culture 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. 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

The staff will hold you in esteem and refer to you as Mr. or Mrs. and 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 to 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 the happiness at work or feel free to talk about their personal opinion. They have low sense of indulgence with a greater emphasis on restraint.

When leaders are expected to have certain physical or intellectual attributes, and people are selected as future leaders because of these, we are using which approach to leadership

Trait approach

The "why" that Martin Luther King understood and was trying to explain during the 60s in the civil rights movement was this

Until the laws of man are in alignment with the laws of God, there will be injustice and it must be changed

In the video by Daniel pink discussing his theory of motivation, he introduces the candle problem. What is the candle problem and what is the issue that it points out?

We have a problem when we see the box that we need to overcome. This problem is called a functional fixedness. We believe the box can only have one purpose which is to hold the tacs, but when Creativity is applied, it can also be used to hold a candle to the wall.

Wanna middle manager at WD-40 goes to a top manager to inform them they want to fire one of their direct reports, what question is asked of that middle manager

What did you do to help them get an A (achieve their goals)

Ian fuhr has run all the on boarding programs for new employees at each of his companies. He thinks it is very important to ask this question of his new employees:

What is the purpose of work? People answer it is to make money. He says they are wrong, the purpose of work is to serve others

group norms are rules developed by the team lead that determine the tasks, roles, and compensation for each member of the group.

false

There are four basic managerial functions for every manager. Which of these is not one of those functions

personnel