MSM 6610 Test question Chapter 6, 8-11
Issues involving perceptions of fairness, trust, or interest in participating, which may contribute to interest-based conflict: psychological In the domain of interest-based conflict, substantive issues have to do with costs and benefits of some kind, such as time, money, and physical resources. Procedural issues refer to the steps by which the parties will handle the conflict. Psychological issues address the parties' perceptions of fairness, trust, or interest in participating.
A fundamental principle of integrative negotiation: separate the people from the problem The four fundamental principles of integrative (win-win) negotiation are: (a) separate the people from the problem; (b) focus on interests instead of the parties' individual positions; (c) invent options for mutual gain; and (d) insist on objective fairness criteria.
The tendency of a leader to focus on subordinates' feelings and ideas: consideration Between the Michigan and Ohio State leadership studies, two primary dimensions of leadership emerged, which would also influence the Leadership Grid and situational-leadership models: (a) task-oriented (initiating structure, job-centered, concern for production), usually depicted on the horizontal axis; and (b) person-oriented (consideration, employee-centered, concern for people), usually depicted on the vertical axis.
A strategic constituency of the Sorrell College of Business, based on the Sorrell College mission statement, is... distance learning students "The Sorrell College of Business also serves strategic constituencies, such as members of the US military, domestic distance learning students from across the country, and complementary international markets with select Sorrell College programs."
Original model, in modern times, of how to design individual work: job specialization Job specialization simply refers to narrowing the range of an employee's tasks to try to simplify and routinize a job, thereby making it easier to train and, in fact, cheaper in economic terms, as the employer could thus more easily find people to fill it. The more people are available to do a job, the less valuable it is, so the lower the wage is. Job specialization started in the old factory system, where employers thought of common laborers as machine parts. One advantage of job specialization is that it can increase productivity (per dollar spent). However, the downside of this advantage is that it can make the work incredibly monotonous.
According to goal-setting theory, which of the following predicts how much effort someone will apply to accomplish a goal? goal difficulty For a goal to motivate a person to try very hard as opposed to putting forth less than full effort, it should be both difficult (but attainable) and specifically defined (rather than vaguely defined).
According to Vroom, a manager who allows the group to define for itself the exact nature and parameters of the problem and then to develop a solution is using which decision style? delegate
According to path-goal theory, in what kind of leadership style does the leader primarily inform subordinates of expected behavior and then give subordinates specific guidance as to how to accomplish tasks? directive One aspect of House's path-goal theory is the use of four main leadership styles, three of which come from Hersey and Blanchard's model: (a) directive (clarify the path); (b) supportive (meet people's needs); (c) participative (promote involvement and engagement); and (d) achievement-oriented (challenge the employees). This last style was unique to House.
Decisions that recur infrequently and have no decision rules: nonprogrammed The two principal types of decisions are programmed decisions and nonprogrammed decisions. Programmed decisions are routine and repetitive. They demand little thought, and a person can usually apply straightforward decision rules to them. Nonprogrammed decisions are infrequent and present unique challenges, so they demand more thought and some creativity. The strategic decisions for which top management is responsible have minimal structure, are nonroutine, and entail far-reaching consequences, so they constitute nonprogrammed decisions.
According to prospect theory, people experience the strongest motivation by... the threat of losing a benefit Prospect theory explains why people tend to react more strongly to the threat of loss than to the possibility of gain.
Role of the direct supervisor in the MBO model of goal-setting: acting as counselor Management by objectives (MBO) is a performance management system for people in complex (e.g., high-level staff) or managerial positions. The supervisor and subordinate jointly agree on goals for the upcoming performance period. Thus, the supervisor is counseling the subordinate rather than dictating the subordinate's goals. In theory, if everyone uses this method, across all levels in the organization, then the performance system will successfully produce goals to cover all organizational priorities, cascading down from top to bottom.
Basis for making programmed decisions: set of decision rules The two principal types of decisions are programmed decisions and nonprogrammed decisions. Programmed decisions are routine and repetitive. They demand little thought, and a person can usually apply straightforward decision rules to them. Nonprogrammed decisions are infrequent and present unique challenges, so they demand more thought and some creativity. The strategic decisions for which top management is responsible have minimal structure, are nonroutine, and entail far-reaching consequences, so they constitute nonprogrammed decisions.
Which type of task interdependence occurs when employees work independently to produce the total group output? pooled Task interdependence refers to group-based work, or work accomplished through the concerted actions of more than one person. The three primary types of task interdependence consist of: (a) pooled interdependence, or bowling team structure (low need for communication); (b) sequential interdependence, or baseball team structure (higher need for communication to ensure adequate coordination); and (c) reciprocal interdependence, or basketball team structure (where there is a need for a high level of communication to permit constant mutual adjustment).
Characteristic of a communication medium that allows the speaker to convey a broad set of concepts and ideas: language variety The four common factors that define the relative richness of a communication medium consist of: (a) interactivity (active feedback); (b) multiple simultaneous cues (levels of meaning, like words, vocal inflection, or body language); (c) language variety (range of available concepts or ideas); and (d) personal focus (expression of emotions and social cues).
An HR manager takes time to estimate the probability that a given percentage of employees will take advantage of a proposed benefit plan. This manager is operating under a condition of... risk Strictly speaking, risk refers to a probabilistic outcome of some kind, whether potentially positive or potentially negative. (Only in common parlance does risk imply negative outcomes.) Under a condition of risk, no given outcome is certain, but enough information is available to estimate a probability.
Creative ability that consists of seeing similarities among situations, phenomena, or events: convergent thinking A simple example of divergent thinking is brainstorming, wherein one generates a multitude of ideas in response to a stated problem. Divergent thinking involves seeing differences among the ideas rather than similarities. The opposite is convergent thinking, wherein one may take many ideas and then combine them into a single practical solution. Convergent thinking thus involves seeing similarities among the ideas rather than differences.
Managers who are cautious and try to adhere to the rational decision-making model... have a lower risk propensity than other managers The classical or rational approach to decision making depicts the correct decision as being the product of logical thinking, with no randomness to consider. Therefore, it implies a condition of complete information. Rational decision makers dislike risk. Such a style is less likely to lead to significant losses, but it is also unlikely to lead to meaningful successes.
Creative ability that involves seeing differences among situations, phenomena, or events: divergent thinking A simple example of divergent thinking is brainstorming, wherein one generates a multitude of ideas in response to a stated problem. Divergent thinking involves seeing differences among the ideas rather than similarities. The opposite is convergent thinking, wherein one may take many ideas and then combine them into a single practical solution. Convergent thinking thus involves seeing similarities among the ideas rather than differences.
Upward communication usually provides feedback to... managers Upward communication refers to any situation in which the encoder of the message is at a lower hierarchical level than the decoder. Thus, it occurs when lower-level employees communicate with people in the company at higher levels in the organizational hierarchy.
Definition of communication: social process that involves information exchange The definition of communication must be sufficiently expansive to cover all types, including face-to-face, non-technologically mediated, and technologically mediated varieties.
Jim is using the rational decision-making process to decide a course of action for the marketing department. As Jim and a coworker analyze the problem, the coworker asks, "What if something unexpected happens during the implementation of the alternative we have selected?" This type of question is an example of... planning for contingencies Planning for contingencies refers to considering what will happen if the chosen course of action proves infeasible due to deviations between the assumptions and the unfolding of reality.
Definition of decision making: choosing one alternative from among several alternatives Strictly speaking, decision making refers to selecting one alternative from a list of more than one alternative.
Nonprogrammed decisions are most common at... the top level of the organization The two principal types of decisions are programmed decisions and nonprogrammed decisions. Programmed decisions are routine and repetitive. They demand little thought, and a person can usually apply straightforward decision rules to them. Nonprogrammed decisions are infrequent and present unique challenges, so they demand more thought and some creativity. The strategic decisions for which top management is responsible have minimal structure, are nonroutine, and entail far-reaching consequences, so they constitute nonprogrammed decisions.
Discussing group deliberations with an expert outsider and reporting the findings to the group is a way to minimize... groupthink Groupthink consists of a general pattern of group members' ceasing to think critically about a proposition. Three primary conditions foster the emergence of groupthink: (a) cohesiveness; (b) the leader's promotion of a preferred solution; and (c) insulation of the group from any experts' opinions.
According to Vroom, a manager who presents a decision problem to team members, solicits team member suggestions, and then makes the decision is using which decision style? consult Vroom proposed five principal decision styles for leaders. In order from most directive to most participative, they consist of: (a) decide (i.e., the leader makes the decision without consulting anyone); (b) consult team members individually; (c) consult the team collectively; (d) facilitate; and (e) delegate (i.e., the leader lets the team decide).
Fiedler's contingency theory of leadership holds that a leader's effectiveness... depends on the match between leader style and situational factors Fiedler's contingency theory of leadership (eccentrically called LPC theory in Griffin, Phillips, & Gully, 2017) was the first effort to depict the optimal leadership style as being different from situation to situation. Fiedler identified three factors that define the key situational attributes to consider: (a) leader-member relations (trust, respect, and confidence between subordinates and the leader); (b) leader position power (strong if the leader can assign work, reward or punish employees, and recommend employees for promotion); and (c) task structure (high if tasks are routine; low if they require creativity).
Quality circles are an example of organizational attempts at... empowerment Quality circles give employees more autonomy in making decisions. Therefore, they constitute an example of employee empowerment. Empowerment means being able to make more decisions by oneself rather than having to secure approval from higher authorities in the organization.
Flextime is a work schedule arrangement that... gives employees more personal control over their daily work hours Flextime allows employees to choose the specific hours of their work each day, within limits. The system usually requires employees to show up on specified days though, so workers are unable to create a compressed workweek out of it.
Contributing factor to groupthink: insulation from expert opinions Groupthink consists of a general pattern of group members' ceasing to think critically about a proposition. Three primary conditions foster the emergence of groupthink: (a) cohesiveness; (b) the leader's promotion of a preferred solution; and (c) insulation of the group from any experts' opinions.
Following the core mission statement, the Sorrell College of Business lists specific ways to achieve it. One of them is as follows. Fill in the blank: "Provide quality undergraduate and graduate education in global business through high-quality ______ in class and online." teaching "Provide quality undergraduate and graduate education in global business through high-quality TEACHING in class and online."
Degree to which a job requires completion of a whole, identifiable piece of work: task identity From Hackman and Oldham (1975), the five core job characteristics consist of: (a) skill variety (range of knowledge, skills, and abilities demanded by the task); (b) task significance (perceived importance of the task); (c) task identity (degree to which the task appears to produce an easily recognized, whole piece of work); (d) autonomy (sufficient to match the worker's experience and maturity); and (e) feedback (ability to judge one's own work to confirm that one has performed it adequately).
Goal specificity best predicts... task performance For a goal to motivate a person to try very hard as opposed to putting forth less than full effort, it should be both difficult (but attainable) and specifically defined (rather than vaguely defined).
What significant event in the history of the Sorrell College of Business occurred on November 21, 2018? it officially earned AACSB accreditation Dr. Judson Edwards spearheaded the ambitious plan to make the Sorrell College of Business ready for AACSB accreditation in record time. On November 21, 2018 (the day before Thanksgiving), AACSB International officially informed Dr. Edwards that the Sorrell College of Business had earned AACSB accreditation, a title to which fewer than 5% of the world's business schools can lay claim. AACSB is the highest level of business school accreditation in the world.
If an individual reports to work early every day of the week to be able to end the workday shortly after lunch on Friday, the individual's work schedule is most likely an example of... flextime Flextime allows employees to choose the specific hours of their work each day, within limits. The system usually requires employees to show up on specified days though, so workers are unable to create a compressed workweek out of it.
Which type of task interdependence requires constant communication and mutual adjustment for task completion? reciprocal Task interdependence refers to group-based work, or work accomplished through the concerted actions of more than one person. The three primary types of task interdependence consist of: (a) pooled interdependence, or bowling team structure (low need for communication); (b) sequential interdependence, or baseball team structure (higher need for communication to ensure adequate coordination); and (c) reciprocal interdependence, or basketball team structure (where there is a need for a high level of communication to permit constant mutual adjustment).
In much of the world, the thumbs-up sign indicates affirmation or acceptance. However, in Nigeria, Afghanistan, Iran, and parts of Italy and Greece, it is an obscene insult and carries the same meaning as the middle finger in the United States. This difference is an example of which type of communication barrier? cultural The basic barriers to communication consist of: (a) selective perception (seeing only those parts of a message that fit one's expectations or beliefs); (b) misperception (erroneous decoding); (c) filtering (intentional withholding or distortion); (d) information overload (too much information to process); (e) organizational barriers (constraints that limit who may send messages to whom and how); and (f) cultural barriers (differences in the usage of certain symbols due to differences in national culture). Any of these barriers constitutes a type of noise in the communication cycle.
A leader's tendency to focus on work procedures and performance: initiating structure Between the Michigan and Ohio State leadership studies, two primary dimensions of leadership emerged, which would also influence the Leadership Grid and situational-leadership models: (a) task-oriented (initiating structure, job-centered, concern for production), usually depicted on the horizontal axis; and (b) person-oriented (consideration, employee-centered, concern for people), usually depicted on the vertical axis.
In path-goal theory, which of the following is a category of situational factors that the leader must consider when deciding which leadership style to employ? personal characteristics of subordinates The path-goal theory of leadership argues that the leader's efforts to influence the expectancies of subordinates are the key source of motivation. In other words, the leader affects subordinates' performance by clarifying the behaviors (paths) that will lead to desired rewards (goals). Path-goal theory posits two categories of situational factors to consider in deciding what leadership style to use: (a) personal characteristics of subordinates; and (b) objective characteristics of the environment.
In what type of culture is a manager likely to communicate denial of an employee's request for a raise by answering indirectly, such as by saying simply, "That could be difficult"? high-context In a high-context culture, people communicate indirectly and through situational cues. In a low-context culture, people communicate directly, through more of the literal meaning of the selected words. Top five high-context cultures: Japan, China, India, Russia, and Arab countries. Top five low-context cultures: German Switzerland, Germany, Flemish Belgium, Scandinavian countries, and the United States.
In the GEEKS acronym in the mission and vision statements of the Sorrell College of Business, to what does the second letter E refer? ethical decision makers The GEEKS acronym appears in the Sorrell College vision statement but derives from the five key elements of the Sorrell College mission statement: Globally aware; Engaged with the business community; Ethical decision makers; Knowledgeable to compete; and Successful.
In the Leadership Grid, scoring low on both concern for people and concern for production equates to... impoverished leadership uses two axes, numbered from 1 (lowest) to 9 (highest). In reading the grid coordinates, the first number refers to the vertical axis (concern for people). The second number refers to the horizontal axis (concern for production). The grid depicts five leadership styles: (a) team leadership (9,9); (b) country club leadership (9,1); (c) authority-compliance leadership; (d) middle-of-the-road leadership (5,5); and (e) impoverished leadership (1,1). The Leadership Grid helps explain Hersey and Blanchard's later formulation of situational leadership.
In the GEEKS acronym in the mission and vision statements of the Sorrell College of Business, to what does the second letter E refer? ethical decision makers The GEEKS acronym appears in the Sorrell College vision statement but derives from the five key elements of the Sorrell College mission statement: Globally aware; Engaged with the business community; Ethical decision makers; Knowledgeable to compete; and Successful
Which of the following is a more typical characteristic of management than of leadership? acquiring resources The functions of management produce tangible output and are procedural in nature. In line with this view, acquiring resources is more correctly a management role than a leadership role.
In the Leadership Grid, a manager who shows low concern for production but high concern for people is creating a... country club atmosphere The Leadership Grid uses two axes, numbered from 1 (lowest) to 9 (highest). In reading the grid coordinates, the first number refers to the vertical axis (concern for people). The second number refers to the horizontal axis (concern for production). The grid depicts five leadership styles: (a) team leadership (9,9); (b) country club leadership (9,1); (c) authority-compliance leadership; (d) middle-of-the-road leadership (5,5); and (e) impoverished leadership (1,1). The Leadership Grid helps explain Hersey and Blanchard's later formulation of situational leadership.
Which of the following programs ties a worker's earnings to the number of units produced? piecework program The piecework, or piece rate, method of compensation entails paying additional money for each qualifying piece of production that an employee has produced, beyond the mandatory allotment for which the employee otherwise earns a flat wage. The piecework system encourages quantity rather than quality of production.
In the context of goal-setting, self-efficacy is the extent to which... one believes one can accomplish a goal Self-efficacy refers to how confident a person is in being able to perform a task. It is confidence in one's ability. General self-efficacy refers to one's confidence in being able to perform most kinds of tasks. (James Bond has high general self-efficacy, as he gleefully attempts new feats all the time.) Specific self-efficacy refers to one's confidence in being able to accomplish a specific task, as opposed to any other task. (Some people perceive themselves to be good at math and bad at English, or vice versa.)
Conflict management style that is appropriate under conditions of insufficient information or when addressing the conflict has the potential to create more problems: avoiding The five interpersonal conflict management styles are the product of two dimensions, one being concern for others and the other being the pursuit of self-interests. The five styles consist of: (a) collaborating (high concern for others, high self-interest—both parties win); (b) accommodating (high concern for others, low self-interest—just letting the other party win, as to keep the peace); (c) competing (low concern for others, high self-interest); (d) avoiding (low concern for others, low self-interest—ignoring the conflict, perhaps because insufficient information is available to address it); and (e) compromising (halfway up the scale on both of the dimensions).
Individual who investigates complaints and mediates fair settlements between aggrieved parties: ombudsman An ombudsman works inside an organization and serves as a mediator to help resolve conflicts of all kinds between individuals. The ombudsman operates outside the hierarchical structure of the organization and therefore has the freedom to talk to all possible parties, with equal access
Which type of task interdependence has the most communication requirements? reciprocal Task interdependence refers to group-based work, or work accomplished through the concerted actions of more than one person. The three primary types of task interdependence consist of: (a) pooled interdependence, or bowling team structure (low need for communication); (b) sequential interdependence, or baseball team structure (higher need for communication to ensure adequate coordination); and (c) reciprocal interdependence, or basketball team structure (where there is a need for a high level of communication to permit constant mutual adjustment).
Initiation of the feedback phase of the communication process: receiver responds to message The core elements of the complete communication process include: (a) encoding by the sender; (b) transmission through the channel; (c) decoding by the receiver; (d) feedback from receiver back to sender; and (e) possible distortions caused by noise in any element of the process.
A person's approach to making decisions based on conceptions of right versus wrong behavior: ethics Ethics refers to the system of rules that a person follows to make decisions, outside any explicit structure of rules. People use ethical decision making to try to make decisions in line with right behavior, to benefit as many stakeholders as possible, rather than taking advantage of a lack of explicit rules to engage in self-serving or manipulative behavior.
Innate belief about a proposition without conscious consideration: intuition Intuition refers to an unconscious mode of thought; that is, it refers to using one's ability to feel the appropriateness or character of a choice instead of consciously thinking about it to render a judgment about it. An experienced accountant can leaf through an accounting ledger to discern, without detailed analysis, whether it appears to reflect diligent work as opposed to lackadaisical treatment. This ability is an example of the use of intuition to make a judgment.
Which of the following communication media has the highest richness? videoconferencing Face-to-face communication is highest in richness, because it permits visual cues simultaneously with audial cues. Videoconferencing is closest in richness to live, face-to-face communication, in that the parties can usually (depending on the adequacy of the technological connection) interact as though they were physically in one another's presence.
Involving oneself in the process of attending closely to what someone is saying, while diligently seeking clarification of selected elements of the message: active listening Active listening consists of a set of optimal practices to focus attention on the other party's intent and meaning to ensure full comprehension. It consists of: (a) conveying evidence of listening; (b) refraining from interrupting; (c) verifying meaning to resolve semantic conflicts; (d) focusing on intent rather than literal words; and (e) acknowledging the speaker's message.
Process in which a third party builds a positive relationship between two parties, improves their communication, and facilitates their discussion: conciliation Alternative dispute resolution is the set of available mechanisms for overcoming a stalemate or impasse between contending parties. A conciliator tries to build a positive relationship between contending parties and may issue a binding resolution if the parties have agreed ahead of time to give the conciliator that power. A mediator uses persuasion and logic to facilitate discussion and help the parties move toward a solution, but never issues any binding resolutions. An arbitrator adjudicates a conflict (outside of formal court proceedings) and issues a binding resolution.
Issues involving time, money, or physical resources, which may contribute to interest-based conflict: substantive In the domain of interest-based conflict, substantive issues have to do with costs and benefits of some kind, such as time, money, and physical resources. Procedural issues refer to the steps by which the parties will handle the conflict. Psychological issues address the parties' perceptions of fairness, trust, or interest in participating.
Which conflict resolution strategy embodies the mindset that one must sacrifice one's interests and just let the other party win, such as for the sake of maintaining the peace? accommodating The five interpersonal conflict management styles are the product of two dimensions, one being concern for others and the other being the pursuit of self-interests. The five styles consist of: (a) collaborating (high concern for others, high self-interest—both parties win); (b) accommodating (high concern for others, low self-interest—just letting the other party win, as to keep the peace); (c) competing (low concern for others, high self-interest); (d) avoiding (low concern for others, low self-interest—ignoring the conflict, perhaps because insufficient information is available to address it); and (e) compromising (halfway up the scale on both of the dimensions).
Just below the core mission statement, the Sorrell College of Business lists specific ways to achieve it. One of them is as follows. Fill in the blank: "Contribute to the creation of knowledge, with a focus on the ______ of application and integration, and teaching and learning, complemented by basic and discovery scholarship in select disciplines." scholarship "Contribute to the creation of knowledge, with a focus on the SCHOLARSHIP of application and integration, and teaching and learning, complemented by basic and discovery scholarship in select disciplines."
Organizations most often conduct performance appraisals... once a year Performance appraisals exist to provide job performance feedback. They serve as an opportunity for the supervisor and subordinate to learn more about one another. The performance appraisal meeting should present no surprises. If the subordinate's performance is indeed subpar, ongoing feedback in the months prior to the meeting should already have informed the subordinate of the need to address deficiencies. In most organizations, one performance appraisal occurs per year for each employee.
Key decision in creating a performance appraisal: frequency The three most important issues in creating a performance appraisal system consist of: (a) who performs the appraisal; (b) how often it occurs; and (c) how to measure the performance.
While driving home from a difficult day at work, the solution to the problem that Susan had been having with a certain customer has just occurred to her. Susan has just reached which stage of the creative process? insight Insight is a spontaneous breakthrough, or epiphany, in which the creative person achieves a new understanding of some problem or situation, usually after having abandoned an active search for an answer for the time being. It is one's lightbulb moment, as it were.
Nonprogrammed decisions require managers to use... creativity The two principal types of decisions are programmed decisions and nonprogrammed decisions. Programmed decisions are routine and repetitive. They demand little thought, and a person can usually apply straightforward decision rules to them. Nonprogrammed decisions are infrequent and present unique challenges, so they demand more thought and some creativity. The strategic decisions for which top management is responsible have minimal structure, are nonroutine, and entail far-reaching consequences, so they constitute nonprogrammed decisions.
According to path-goal theory, leaders can improve subordinates' performance by... clarifying what kinds of behaviors will lead to desired rewards The path-goal theory of leadership argues that the leader's efforts to influence the expectancies of subordinates are the key source of motivation. In other words, the leader affects subordinates' performance by clarifying the behaviors (paths) that will lead to desired rewards (goals). Path-goal theory posits two categories of situational factors to consider in deciding what leadership style to use: (a) personal characteristics of subordinates; and (b) objective characteristics of the environment.
Position power is low when... the leader needs to secure approval to assign work Fiedler's contingency theory of leadership (eccentrically called LPC theory in Griffin, Phillips, & Gully, 2017) was the first effort to depict the optimal leadership style as being different from situation to situation. Fiedler identified three factors that define the key situational attributes to consider: (a) leader-member relations (trust, respect, and confidence between subordinates and the leader); (b) leader position power (strong if the leader can assign work, reward or punish employees, and recommend employees for promotion); and (c) task structure (high if tasks are routine; low if they require creativity).
Following the core mission statement, the Sorrell College of Business lists specific ways to achieve it. One of them is as follows. Fill in the blank: "Provide quality undergraduate and graduate education in global business through high-quality ______ in class and online." teaching "Provide quality undergraduate and graduate education in global business through high-quality TEACHING in class and online."
Process in which a third party participates in conflict resolution with the power to issue a binding settlement: arbitration Alternative dispute resolution is the set of available mechanisms for overcoming a stalemate or impasse between contending parties. A conciliator tries to build a positive relationship between contending parties and may issue a binding resolution if the parties have agreed ahead of time to give the conciliator that power. A mediator uses persuasion and logic to facilitate discussion and help the parties move toward a solution, but never issues any binding resolutions. An arbitrator adjudicates a conflict (outside of formal court proceedings) and issues a binding resolution.
Medium through which a message passes: channel The core elements of the complete communication process include: (a) encoding by the sender; (b) transmission through the channel; (c) decoding by the receiver; (d) feedback from receiver back to sender; and (e) possible distortions caused by noise in any element of the process.
What is the highest level of specialized accreditation that the Sorrell College of Business earned? AACSB Dr. Judson Edwards spearheaded the ambitious plan to make the Sorrell College of Business ready for AACSB accreditation in record time. On November 21, 2018 (the day before Thanksgiving), AACSB International officially informed Dr. Edwards that the Sorrell College of Business had earned AACSB accreditation, a title to which fewer than 5% of the world's business schools can lay claim. AACSB is the highest level of business school accreditation in the world.
The horizontal axis of the Leadership Grid represents concern for... production Between the Michigan and Ohio State leadership studies, two primary dimensions of leadership emerged, which would also influence the Leadership Grid and situational-leadership models: (a) task-oriented (initiating structure, job-centered, concern for production), usually depicted on the horizontal axis; and (b) person-oriented (consideration, employee-centered, concern for people), usually depicted on the vertical axis.
The developmental version of Vroom's decision tree tool for leadership enables the leader to... use a decision-making opportunity to help subordinates build leadership abilities Vroom proposed two different versions of a prescriptive tool to show how various combinations of situational factors lead logically to different ideal approaches to the leader's decision making. They are: (a) the time-saving version (which lets the leader quickly work through the factors and pick an optimal decision style); and (b) the developmental version (for when the leader has time available to use a decision-making opportunity to help subordinates build leadership abilities).
Which type of negotiation occurs when any gain to one party entails an equivalent loss to the other? distributive negotiation Two contrasting types of negotiation consist of integrative (win-win) and distributive (win-lose). The difference is often a matter of how the parties have formulated their respective interests, but it is also often a matter of the nature of those interests. For example, when managers negotiate with union representatives, they usually see wage negotiations in distributive terms, but they may see wellness programs in integrative terms.
The management department plans to grow based on several agreed-upon goals, but department members are unable to agree on how to achieve those goals. The management department is experiencing... process conflict The basic categories of organizational conflict consist of: (a) task conflict (disagreement over goals); (b) process conflict (disagreement over how to achieve goals); (c) relationship conflict (personal differences); (d) interest-based conflict (competition for limited resources); (e) values-based conflict (differences in philosophies, belief systems, or conceptions of right and wrong); (f) information conflict (any kind of conflict caused by communication problems); and (g) structural conflict (role confusion).
Decision maker's knowing acceptance of less than the best possible outcome: suboptimizing Suboptimizing refers to knowingly accepting an outcome that may fall short of the best possible outcome, such as for the sake of expediency. Suboptimizing may entail satisficing, meaning that the decision maker has made an acceptable choice, despite falling short of the best one. Now, if the decision maker remarks, "Well, this is just going to have to do," then it probably falls short of a satisficing solution as well.
The rational decision-making approach assumes that decision makers... have complete information The classical or rational approach to decision making depicts the correct decision as being the product of logical thinking, with no randomness to consider. Therefore, it implies a condition of complete information. Rational decision makers dislike risk. Such a style is less likely to lead to significant losses, but it is also unlikely to lead to meaningful successes.
Which of the following dynamics occurs when the receiver obtains less than the full amount of information needed for understanding a message, due to intentional withholding, ignoring, or distortion? filtering The basic barriers to communication consist of: (a) selective perception (seeing only those parts of a message that fit one's expectations or beliefs); (b) misperception (erroneous decoding); (c) filtering (intentional withholding or distortion); (d) information overload (too much information to process); (e) organizational barriers (constraints that limit who may send messages to whom and how); and (f) cultural barriers (differences in the usage of certain symbols due to differences in national culture). Any of these barriers constitutes a type of noise in the communication cycle.
Type of communication in which the sender communicates a message without expecting or obtaining any feedback from the receiver: one-way The complete communication process correctly concludes with feedback to the sender. Two-way (bilateral) communication thus characterizes the complete message cycle. However, in one-way (unilateral) communication, this final step is missing. Overuse of one-way communication, such as in the delivery of directives without ensuring correct understanding, is a common source of miscommunication in organizations.
Which of the following dynamics occurs due to interpersonal issues? relationship conflict The basic categories of organizational conflict consist of: (a) task conflict (disagreement over goals); (b) process conflict (disagreement over how to achieve goals); (c) relationship conflict (personal differences); (d) interest-based conflict (competition for limited resources); (e) values-based conflict (differences in philosophies, belief systems, or conceptions of right and wrong); (f) information conflict (any kind of conflict caused by communication problems); and (g) structural conflict (role confusion).
Type of conflict that occurs due to perceived or actual incompatibilities in beliefs about what is right or wrong: values-based conflict The basic categories of organizational conflict consist of: (a) task conflict (disagreement over goals); (b) process conflict (disagreement over how to achieve goals); (c) relationship conflict (personal differences); (d) interest-based conflict (competition for limited resources); (e) values-based conflict (differences in philosophies, belief systems, or conceptions of right and wrong); (f) information conflict (any kind of conflict caused by communication problems); and (g) structural conflict (role confusion).The basic categories of organizational conflict consist of: (a) task conflict (disagreement over goals); (b) process conflict (disagreement over how to achieve goals); (c) relationship conflict (personal differences); (d) interest-based conflict (competition for limited resources); (e) values-based conflict (differences in philosophies, belief systems, or conceptions of right and wrong); (f) information conflict (any kind of conflict caused by communication problems); and (g) structural conflict (role confusion).
Meaning of the acronym BATNA: Best Alternative To a Negotiated Agreement Best Alternative To a Negotiated Agreement (BATNA). The point of this concept is that no one should reach the end of any negotiation with a worse settlement than what would have been the case without negotiating at all. Therefore, one should define one's desired status quo in advance, with the knowledge that, if the negotiation fails, the status quo will prevail.
Typical of dysfunctional conflict: no one finds the outcome satisfying Dysfunctional conflict focuses on emotions and personal incompatibilities or enmities. Unlike the case with constructive (functional) conflict, there is no way to use dysfunctional conflict to move toward positive outcomes.
Primary use of performance appraisal information: to provide job performance feedback Performance appraisals exist to provide job performance feedback. They serve as an opportunity for the supervisor and subordinate to learn more about one another. The performance appraisal meeting should present no surprises. If the subordinate's performance is indeed subpar, ongoing feedback in the months prior to the meeting should already have informed the subordinate of the need to address deficiencies. In most organizations, one performance appraisal occurs per year for each employee.
What is the likely impact of perquisites on the employees who receive them? an elevated sense of status in the organization Perquisites (informally called "perks") have high symbolic value but often low monetary value. They usually consist of special privileges, such as a preferred parking space, access to a special lunchroom, or a name plate on one's office door.
Type of conflict that consists of a disagreement about how to accomplish a task: process conflict The basic categories of organizational conflict consist of: (a) task conflict (disagreement over goals); (b) process conflict (disagreement over how to achieve goals); (c) relationship conflict (personal differences); (d) interest-based conflict (competition for limited resources); (e) values-based conflict (differences in philosophies, belief systems, or conceptions of right and wrong); (f) information conflict (any kind of conflict caused by communication problems); and (g) structural conflict (role confusion).
Which conflict resolution behavior reflects the expectation that focusing on the outcome will let the parties more easily address the root cause interests instead of positions In a conflict, people often adopt positions that effectively hide or obscure what they really want, such as due to obstructions that the conflict causes in the communication process. By exposing what the person's actual interests are, one can often resolve the conflict.
Assumption behind the MBO model of goal-setting: goals systematically cascade down through the organization Management by objectives (MBO) is a performance management system for people in complex (e.g., high-level staff) or managerial positions. The supervisor and subordinate jointly agree on goals for the upcoming performance period. Thus, the supervisor is counseling the subordinate rather than dictating the subordinate's goals. In theory, if everyone uses this method, across all levels in the organization, then the performance system will successfully produce goals to cover all organizational priorities, cascading down from top to bottom.
Which of the following best describes a reward system that involves employees in its design and administration? participative pay system A participative pay system is one in which employees have worked with supervisors to tailor the compensation package to their needs.
For effective communication to take place, both parties must... attach the same meaning to the symbols used in the message Encoding and decoding both require the use of symbols to represent ideas, whether in the form of spoken natural language or in that of substitutes for language. If the encoder and decoder attach different meanings to the symbols used in the message, the result is a semantic barrier to communication.
Which type of noise occurs when overly technical language prevents the receiver from understanding the message? jargon Some commonly encountered types of noise in communication include: (a) jargon (unfamiliar or incorrectly used specialized terminology); (b) semantics (differences in translation of a given set of symbols); (c) ambiguity (missing information or conflicting cues within a given message); and (d) loss of transmission (physical or electronic failure to transmit the message).
How many universities outside the United States have earned AACSB accreditation? almost 300 Almost 300 universities outside the United States have earned AACSB accredition. AACSB is a global accrediting body for top business schools. At Troy University, Dr. Judson Edwards spearheaded the ambitious plan to make the Sorrell College of Business ready for AACSB accreditation in record time. On November 21, 2018 (the day before Thanksgiving), AACSB International officially informed Dr. Edwards that the Sorrell College of Business had earned AACSB accreditation, a title to which fewer than 5% of the world's business schools can lay claim. AACSB is the highest level of business school accreditation in the world.
Which type of noise refers to the total failure of the communication medium, such as a dropped phone call or disconnected internet connection? loss of transmission Some commonly encountered types of noise in communication include: (a) jargon (unfamiliar or incorrectly used specialized terminology); (b) semantics (differences in translation of a given set of symbols); (c) ambiguity (missing information or conflicting cues within a given message); and (d) loss of transmission (physical or electronic failure to transmit the message).
When a few employees receive a small reward as a demonstration of appreciation, the reward carries... symbolic value Symbolic value is the subjective and personal meaning of a reward. In the case suggested by this item, the fact that only a small number of employees received the reward is more important than the reward's monetary value.
which of the following is the primary problem associated with the specialization of jobs? boredom Job specialization simply refers to narrowing the range of an employee's tasks to try to simplify and routinize a job, thereby making it easier to train and, in fact, cheaper in economic terms, as the employer could thus more easily find people to fill it. The more people are available to do a job, the less valuable it is, so the lower the wage is. Job specialization started in the old factory system, where employers thought of common laborers as machine parts. One advantage of job specialization is that it can increase productivity (per dollar spent). However, the downside of this advantage is that it can make the work incredibly monotonous.
