Exam 1 & 2 MGT 331 Hillman

Suface-level diversity are things that we can see in people such as their gender, race, age, and physical abilities. True or False

True

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? The job you love and the job you hate aren't separated by very much. Simply get autonomy, mastery and you will find purpose in your job. You are in job you hate because it isn't allowing you to improve your skills which is what Pink says we want, mastery. That you are in a job you hate because it isn't addressing one of his three core motivators, which in this case is purpose. Pink would say the candle experiment, while a good use of determining what motivates people using incentives, isn't working when it comes to doing something without a purpose.

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

Ian Fuhr shares a key phrase at the beginning of his video that helps set the stage for his view on Servant Leadership. What is that phrase? "Reward comes from profit and People's service to others" "Profit from people and rewards resulting from service" "Service before reward and People before profit" "Healthy rewards are possible if you profitability service people"

"Service before reward and People before profit"

At the end of his TEDx talk, Ian Fuhr says: "servant leadership is an attitude, not a set of rules" "be authentic and real to all your employees" "be nice to everyone and rewards will flow to you" "serve the people who serve the people"

"serve the people who serve the people"

According to the video, if you have an employee whose readiness dictates that they need a great deal of both one-way, and two-way communication, then you can assume they are in the _________ quadrant. Supporting Delegating Directing Coaching

Coaching

Which of these is NOT part of the Interpersonal conflict management styles?

Comforting Challenging

Professor Hillman pointed out two personality tests that you are likely to take when you enter business. One was the Myers-Briggs Type Indicator (MBTI), the other was: DACE MTXE DiSC CiSD

DiSC

The situational leadership video points out it is imperative for a leader to assess the readiness of their staff. What are the elements the leader must measure? Competence Comfort Completeness Courageousness Confidentiality Commitment

Competence Commitment

We used TKI to understand our own conflict styles and the styles of others. Which common phrases might you hear in discussions with others which would be a tip-off to the conflict style they are using? Might makes right Two heads are better than one Split the difference Leave well enough alone Kill your enemies with kindness

Competing Collaborating Compromise Avoiding Accommodating

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

Accommodation Avoiding Competing

Henri Fayol is an important person in the history of management, what is he most famous for? He was a professor at the famous Paris University where he developed his Principles of Human Management and Motivation. He was the President of France from 1916to 1924and introduced mass production to the world . He was a Physician that identified key parts of the human brain that needed to be addressed when dealing with employee behavior. As CEO of FourChambault Mining, he developed 14 principles of management that are the bedrock upon which much of management is built today.

As CEO of FourChambault Mining, he developed 14 principles of management that are the bedrock upon which much of management is built today.

In the eyes of the followers, leaders appear to be either transactional or transformational. Which of the following statement is true? As described in other chapters, transactional leaders are more closely aligned with the "manager" function of keeping things running smoothly and hitting deadlines, while transformational leaders aligned with being a "leader" with a vision for the future. Every department needs both a transformational leader and a transactional leader to be effective, and they shouldn't really be the same person. Transformational leaders are often overrated blow-hards who are egotistical narcissists who think they, and they alone can bring substantial change to the company they are hired to lead. Transactional leaders are focused on the transactions involved in creating great changes to the company.

As described in other chapters, transactional leaders are more closely aligned with the "manager" function of keeping things running smoothly and hitting deadlines, while transformational leaders aligned with being a "leader" with a vision for the future.

During a lecture, Professor Hillman shared the 5 sources of managerial power he wanted you to remember. Which of these is NOT one of those powers?

Authorized

Jimmy Page, a brand new manager for the Accounts Receivable department in the city's largest law firm, Scruem, Goode & Hardt, has conducted a survey and series of interviews with his staff of 7. Jimmy is a recent graduate of 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 Herzberg's Two 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 as closely to Herzberg's theories as possible? BOB SUSAN JOHN JENNIFER

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 has 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 Bob's 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 clearly labeled milestones of achievement, seminars the firm will pay for John to attend, and a promise for a promotion if John achieves these things in the next 2 years. He believes this will keep John happy until he can address his pay later.

During lecture we discussed three things that Professor Hillman wanted you to know about conflict. What were those three things? Conflict is not fighting, when properly managed, it can be quite productive. Conflict is always occurring in the workplace. We need to know how to manage it. As a manager, it is important that we keep things smooth and orderly. Conflict will "rock the boat" and should always be minimized. As managers, we have choices in how we deal with conflict in our department.

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

Google completed Project Aristotle in 2012 and found out that who was on a team was less important to its success than how the team members treated each other. The project identified 5 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? Eliminate Cliques - Teams that are most effective have removed any chance of smaller sub-groups, or "cliques" within their larger team membership. Absolute Anonymity - Conversational Turn-Taking. Each member is encouraged and expected to talk equal amounts of time when the team comes together. No one person dominates and no one is silent. Ostentatious Listening. - Being fully present when another team member talks, nodding your head, reflecting back what they said. Transparent Feelings -

Conversational Turn-Taking. Each member is encouraged and expected to talk equal amounts of time when the team comes together. No one person dominates and no one is silent. Ostentatious Listening. - Being fully present when another team member talks, nodding your head, reflecting back what they said.

In class we did a deep dive into the Hofstede Index. Which one of the following statements is correct? Cultures having a high uncertainty avoidance value diversity, tolerate differences in people and their views, and encourage risk-taking. Hofstede's work for IBM was to tell them which cultures were better to do business in and where to focus their corporate efforts. Cultures that have a high tolerance for power distance are more comfortable with large gaps in wealth, accepting that socioeconomic disparities persist. When a culture is low on the individualism scale, they value a high level of self-expression and individual achievements.

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

Emotional Intelligence (EI) is one of the most important skills a manager can develop. Which of the following statements are true about EI? Emotional Intelligence is scored like Intelligent Quotient or IQ. 100 is average , 80 is below average and someone with an EI score of 130 or above is considered an emotional genius. Daniel Goleman defines 5 components of emotional intelligence, self-awareness, self-regulation, motivation, empathy, and social skills. Someone is born with a certain level of emotional intelligence, and it cannot change over the course of your life. 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.

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.

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? Separation Surface-level Variety Deep-level Disparity

Deep-level

During the Harvard Business Review video in class, the two experts explained that there were three types of political networks successful managers must develop. One was an Operational Network, what were the other two? Strategic Network Organizational Network Developmental Network Departmental Network Political Network

Developmental Network Strategic Network

Which three of the following five reasons is why diversity in a company makes business sense Diversity can increase the recruitment and retention of valued organizational members. Diversity allows for a variety of points of view and approaches to problems and opportunities can improve managerial decision making. Diversity has been proven to increase the profit margin for every company, even a little diversity provides some improvement to the bottom line. McKinsey study says that gender-diverse companies make 15% more profit than non-gender diverse companies. McKinsey and Company say that if a company is diverse, it has a 35% greater likelihood of outperforming its competitors than if it isn't diverse. Diversity is required by law in every state and every city, regardless of company size, so the financial impact on a business is secondary.

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

Which three of the following statements are true about Expectancy Theory? Expectancy theory is about what managers expect of their staff. If they expect them to work hard, they will. If managers aren't strong enough to share their expectations, they shouldn't use expectancy theory. Effort leads to performance which leads to outcomes, the essence of the theory If an employee has very low instrumentality but very high valence, managers can still use the theory, particularly in the long run. Motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. For the theory to work well, all three of the items (expectancy, instrumentality, and valence) must be high. It was created by Fredrick Taylor in the late 1800's

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

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 person's perceptions about the extent to how well they perform at work will lead to a promotion or raise, is called Effort Expectancy Instrumentality Valence

Expectancy

When we studied all the various traits to assess a person to promote them to manager, we reviewed many different personality traits. Which of the following 3 statements are true? Emotional intelligence is something that can either be innate or learned, but it is important for managers to develop this talent. For a manager to be successful, it is important that they either be extroverted, or pretend to be extroverted, in order 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 fate, is a good personality trait for a manager to possess. All managers, in order to be effective, should be high on the negative affectively scale. Management is a "people business"

Emotional intelligence is something that can either be innate or learned, but it is important for managers to develop this talent. 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 fate, is a good personality trait for a manager to possess

This theory of motivation focuses on people's perceptions of the fairness of their work outcomes, particularly as when it is compared to their inputs and the inputs of others. What is this theory called? Equity Theory Herzberg's Motivational Theory McClelland's Needs for Achievement, Affiliation and Power Alderfer's ERG Theory

Equity Theory

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? Match 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 cooperation Asking for a personal favor or to do something "because we're friends" Appealing to aspirations, values, and ideals to gain commitment Using logic and facts to persuade someone Engaging help of others to persuade someone

Exchange Personal Inspirational Rational Persuasion Coalition tactics

During class, you were shown a video on office politics. The people in the video suggested, "be sure to avoid office politics. It isn't good for your career!" True or False

FALSE

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

FALSE

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

FALSE

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

FALSE

Organizational behavior principles when properly applied can significantly help a company increase its turnover rate and subtly lower its retention ratio. True or False

FALSE

The Hersey & Blanchard Theory of Leadership suggests 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. True or False

FALSE

The Hofstede 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. True or False

FALSE

The population in the USA is growing more diverse and older. Therefore, in the future, it is less and less likely that older workers will report to younger bosses. True or False

FALSE

The professor believes that you are basically born with the level of Emotional Intelligence you possess and it won't change much over time, which is pretty much true for Locus of Control as well. True or False

FALSE

When managers enable their workers to set their own goals, make decisions, and solve problems in their own areas of responsibility and skill set, this is call job expansion. True or False

FALSE

A powerful way for Managers to monitor their staff is to utilize MBWA. During class lecture, we talked about Monitoring By Working Around (MBWA) which is an effective way to ensure everyone is active and engaged in the workplace. True or False

False

From the video that Professor Hillman showed about Path-Goal Theory of Leadership, what did we learn? Mary Parker Follet was the originator of the Path-Goal Theory. She employed it at the Hawthorne Plant back in the 1930's. For the Path-Goal theory to function properly, Vroom's Expectancy Theory of motivation must also be functioning. The Least Preferred Coworker (LPC) Theory of Leadership is exactly the same as the Path-Goal Theory of Leadership. Simon Sinek explained how the Path-Goal theory was what he was referencing when he came up with the Golden Circle and "Start with Why?

For the Path-Goal theory to function properly, Vroom's Expectancy Theory of motivation must also be functioning.

During lecture, Prof Hillman explained Tuckman's model of Team Development. Match the stage with the description. Forming Storming Norming Performing Adjourning

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 to 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

We discussed in class nine different types of tactics or approaches a manager could use to persuade their staff to commit to a new goal. Which three of these are the most effective? Gather your team together to discuss the pros and cons of the approach. Soliciting their advice to solve the problem. Giving your staff the logic and facts behind your decision. We call this rational persuasion. Go around the company to engage others to persuade people in your own department. Coalition tactics. Make sure the person knows that there are rules to follow which support your approach. Present them some official documents which make your approach Doing a "give to get" exchange to gain commitment. Explain how your approach will support the values and ideals of the organization to gain commitment. Using an inspirational appeal. Reminding the person that you are friends outside of work. Using a personal appeal.

Gather your team together to discuss the pros and cons of the approach. Soliciting their advice to solve the problem. Giving your staff the logic and facts behind your decision. We call this rational persuasion. Explain how your approach will support the values and ideals of the organization to gain commitment. Using an inspirational appeal.

Managers get paid to manage and improve the performance of their staff. From the following five statements, which three are true about a manager's ability to improve performance? Managers know that money is always a motivator, but they also have to contain costs. If someone lacks the ability to do the job, normally we can send them to training to acquire the skills. Getting training, while sometimes costly, can typically be effective for most employees. 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 Providing a great environment (E) with a lot of supporting training to increase the employee's ability (A) Of the formula, P = M + A + E, the "M" or the motivation component is the most difficult to manage.

If someone lacks the ability to do the job, normally we can send them to training to acquire the skills. Getting training, while sometimes costly, can typically be effective for most employees. 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. Of the formula, P = M + A + E, the "M" or the motivation component is the most difficult to manage.

In the video from Daniel Pink describes a study done by four economists using MIT students. They gave these students a bunch of games requiring creativity, motor skills, and concentration. Which of the following statements are true about what the economists learned from this study with MIT students? If the game or task required even a basic or rudimentary thinking (cognitive) skill, larger bonuses and rewards led to poorer performance. As long as the task required only motor skills,bonuses worked as expected. The higher the bonus the greater the performance. The test using MIT students was MIT was never involved and not mentioned in the video. Daniel Pink is basing his findings on years and years worth of experiments first conducted by Fredrick Taylor and later by Henri Fayol. In India where the experiment was replicated, the people offered medium and low rewards performed about the same, but those give

If the game or task required even a basic or rudimentary thinking (cognitive) skill, larger bonuses and rewards led to poorer performance. As long as the task required only motor skills,bonuses worked as expected. The higher the bonus the greater the 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.

During a story to explain how new graduates could make themselves more valuable in their first jobs, Professor Hillman suggested becoming SME's. Which of the following would he classify as being a SME? It is important for new employees to become familiar with all areas of the business, regardless of Entry level management people should read and become familiar with a broad and varied array If you were a marketing graduate, get as deep into search engine optimazation (SEO) as you can. Supply chain majors should get as deep technically into the ERP system of their new employer, like SAP, as they can to answer questions others in the company might Finance people who start their career in jobs using Excel extensively should crack the book on how to create macro's and utilize internal advanced financing functions. They should look for opportunities to optimize existing widely used departmental Excel sheets.

If you were a marketing graduate, get as deep into search engine optimazation (SEO) as you can. Supply chain majors should get as deep technically into the ERP system of their new employer, like SAP, as they can to answer questions others in the company might have about how the ERP operates. Finance people who start their career in jobs using Excel extensively should crack the book on how to create macro's and utilize internal advanced financing functions. They should look for opportunities to optimize existing widely used departmental Excel sheets.

Watching the Simon Sinek video, "Why Great Leaders make you feel safe." He gave a number of examples and phrases that talked about great leadership. Which of the following is one of those phrases? Leaders often need to use utilitarian principles to sacrifice one or more of their people so that the rest of the team can gain. It often isn't pretty, but that is what leaders are expected to do. Leaders in the military know that leadership is lonely, and as a result, leaders should never go out of their way to be liked by their people. Leadership is a trait that people can be tested for and selected because of it. The military has extensive tests, both written, oral, and behavioral tests to see who is best suited for leadership positions. In the military, they give medals to those who are willing to sacrifice themselves so others may gain, in business we give bonuses to people who are willing to

In the military, they give medals to those who are willing to sacrifice themselves so others may gain, in business we give bonuses to people who are willing to sacrifice others, so that we may gain.

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

Leader Manager Manager Leader Manager

The Leader-Member Exchange (LMX) Model described in your book, states what? All of the staff of a leader are members of their department and therefore members of the in-group. Leaders form unique independent relationships with their subordinates and naturally treat some as the "in-group" and some as the "out-group" If the leader is not charismatic or personable, it is quite possible that no one is part of the in-group, and everyone is in the out-group, and for many leaders, this is just fine. A leader needs to reach out more to their out-group and give them special attention and provide more detail, while they can generally ignore the higher performers in their in--group.

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

During the TED talk, Simon Sinek talks about what makes leaders great. He used several stories about leadership, and what he sees as the most important aspect of being a great leader. What was his main point in this video? Sinek says leaders should set up ways for their staff to trade vacation days between themselves when layoffs have to happen. Layoffs are unavoidable, but a good leader tries to soften the impact of people losing their jobs. Leaders are like parents, says Sinek. Leaders must discipline their staff like children, often employing "tough love." Leaders are expected to enforce the rules of the organization. Sinek's example of the gate agent ensuring people boarded in an orderly Leaders who have earned a high level of trust with their staff are able to do remarkable things. These leaders have established a "circle of safety" by putting the safety of the people they lead before themselves

Leaders who have earned a high level of trust with their staff are able to do remarkable things. These leaders have established a "circle of safety" by putting the safety of the people they lead before themselves.

In class, Professor Hillman discussed four ways to help reduce the likelihood of social loafing, of the following, which two did he mention in class? Ensure that everyone has a copy of the company policy on good teaming behavior Make each persons contribution identifiable Don't meet anymore often than necessary Demand Accountability

Make each persons contribution identifiable Demand Accountability

When managers and employees collaborate to set the goals the employee is expected to achieve, it is often referred to as MBO. What does MBO stand for? Managers by Organization Management by Observation Management by Objective Management Before Organization

Management by Objective

During a meeting you notice someone texting their friend and someone else using their computer to check a news feed while your boss is delivering instructions for this months marketing campaign. Unofficially Professor Hillman calls this "backgrounding" and it is considered rude and unprofessional, but in a technical sense, it is considered what in the communication process? Message - The message being delivered by the manager is being enhanced with information from outside resources. Feedback - The staff are providing the manager feedback on the message they are receiving. The manager should recognize that their message got through because the staff are able to start doing other things. Noise - Noise can block or distort messages. Managers should try to eliminate any noise in the environment before they deliver a message. Channel -

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 most effective in delivering the messages they want their staff to have. What are these types and what percentage of the total message do they deliver when a manager is able to have a one-on-one, face-to-face meeting with a staff person? Non-verbal 55%, vocal intonation 38%, words 7% Facial 10%, Intention 35%, Volume 30%, Attitude 25% Volume 10%, Intention 35%, Attitude 30%, Facial 25% Vocal intonation 55%, words 38%, body language 7% Words 38%, Vocal Intonation 7%, body language 55%

Non-verbal 55%, vocal intonation 38%, words 7%

We learned the OSU Behavior model, as well as the Michigan model, focused on the behavior of successful leaders, not just their inherent traits. Professor Hillman during his Chapter 11 lecture said that various behavior leadership models have different phrases for the two main components of the models, People and Process. Match these phrases used by various models with either the "People" or the "Process" side of leadership. Consideration Concern for Production Employee-Centered Behavior Initiating Structure Task-Oriented Supportive Behavior

People Process People Process Process People

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 are 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. People who are trying to use collaboration might need to be reminded that you as the manager have a time-constraint by when the decision must be made. You might need to drop to compromise if a deadline is looming. Managers must be careful with people who overuse the accomodating style constantly. It will surprise the manager that one day the over-accomodating person will either blow-up or drop out of sight. You can't force the 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 look to see if their staff has a fit. The textbook talks about four different types of fit for the employee. Which of these is the type of fit discussed in the book? Person-Group Fit Person-Vocation Fit Person-Organization Fit Person-Job fit Person-Supervisor Fit Person-Colleague Fit

Person-Job fit Person-Organization Fit Person-Vocation Fit Person-Group Fit

There are four basic managerial functions for every manager. Which of these is NOT one of those functions? Personnel Controlling Leading Organizing Planning

Personnel

The Hofstede Model of National Culture, as presented in class, has 6 dimensions. Which of the following are NOT a dimension considered in his model? Uncertainty Avoidance Indulgence Profit Motivation Power Distance Individualism Verbal Communications

Profit Motivation Verbal Communications

Daniel Pink offered a theory of motivation in the early 2000's 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 Improvement - People what to continually increase their skills Self-Determination - People need to feel they are directing themselves to a worthy goal Mastery - People need to feel like they are using their full potential Autonomy - People need to feel in control of their job. Direction - People need to know that their work is going somewhere important

Purpose - People need to feel like their work matters and makes an impact Mastery - People need to feel like they are using their full potential Autonomy - People need to feel in control of their job.

When using goal-setting theory, it is important for the manager to keep in mind not the actual goal, but how the goal should be structured. Pick the items that below that should be part of the manager's "checklist" when setting goals. Modifiable- A goal should be able to flex if given new informaiton. Responsible - The individual responsible for setting the goal is articulated Realistic - The goal must be challenging and yet attainable in order to be motivating. Assignable - A goal should be clearly assigned to a person or a group. Total Goal - The goal should be totally contained within the SMART framework. Measurable - One should easily be able to agree if the goal has been achieved or not. Time Based - The amount of time allowed to complete the goal is clear and while not impossible, it is aggressive. Specific - the goal should contain no ambiguous language.

Realistic - The goal must be challenging and yet attainable in order to be motivating. Assignable - A goal should be clearly assigned to a person or a group. Measurable - One should easily be able to agree if the goal has been achieved or not. Time Based - The amount of time allowed to complete the goal is clear and while not impossible, it is aggressive. Specific - the goal should contain no ambiguous language.

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. Coercive Reference Referent Loyalty

Referent

There are many types of conflicts in the workplace. Some conflicts are better than others. Some conflicts are rarely good. Of the various types of conflicts, which one is most often unproductive in an organization? Process conflict Resource conflict Relationship conflict Task conflict

Relationship conflict

Which of these following statements is FALSE as it relates to the Hawthorne Studies? The study got its name from the work from 1924 - 1932 at the Hawthorne Works at Western Electric Company. Mary Parker Follett is sometimes referred to as the "Mother" of management thought. Researchers found that simply because they were engaging the workers in conversation about their work, showing them value and respect by asking them questions, workers responded with increased production. Production increased up to the point that the level of illumination was virtually moonlight. Researchers at Hawthorne, who were following the work of Adam Smith, found that paying the workers more for higher production levels, significantly improved the output of those workers. The researchers found out that whether they raised or lowered the lighting, production continued to increase.

Researchers at Hawthorne, who were following the work of Adam Smith, found that paying the workers more for higher production levels, significantly improved the output of those workers.

During lecture, Professor Hillman talked about how new employees can acquire power. He said they should become a SME. What does that mean? SME = Subject Marketing Expert SME = Subject Manager Expert SME = Subject Matter Expert SME = Sub-Material Experience

SME = Subject Matter Expert

Match these names of important figures in management with the theory or process they are best known for. F. W. Taylor B.F. Skinner Frederick Herzberg John Stacy Adams Abraham Maslow Henri Fayol Mary Parker Follett Douglas McGregor

Scientific Management Operant Conditioning Theory Two-Factor Theory of Motivation Equity Theory Hierarchy of Needs 14 Principles of Management Behavioral Management Theory X & Theory Y

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

TRUE

Locus of Control is a key attribute that managers look for in their staff. Which of the following statements are true about locus of control? Someone who relies on good luck and fate to help them succeed in business is said to have an internal locus of control The locus of control is either inside or outside the organization and each individual inside the company must determine this for themselves. Someone with an internal locus of control believes that they, themselves, are the primary reason they succeed or fail in business. Control is either internal, external, or neutral. The locus of control is the place a supervisor places the control within the department, either internally to the department, outside the department, or nowhere at all. A person who believes fate, luck, chance , or other people's behavior determines what happens to them is said to have an external locus of control.

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

According to Equity Theory, when someone perceives an inequity, particularly an underpayment inequity, they will seek to restore equity. They might do this by reducing their hours worked, taking more vacation, reducing their output (not working as hard), or using a positive approach, simply asking for a pay raise. True or False

TRUE

Conflict in the workplace is going to occur, that is a guarantee. What we don't know is if the conflict will be constructive or dysfunctional. Dysfunctional conflict occurs when people let their emotions take over, often ignoring the original underlying problem, and focus on getting even or retaliating. True or False

TRUE

Directive behaviors, as it relates to the situational leadership model, is the degree of one-way communication the leader must provide to their employee. True or False

TRUE

Ken Blanchard answers what a "servant's heart" is for Southwest Airlines is to "hire based on character and train for skills" True or False

TRUE

Leadership involves neither force nor coercion. A manager who relies solely on force and formal authority (legitimate power) to direct the behavior of their staff is not exercising leadership. True or false

TRUE

Motivation is the set of forces that causes people to engage in one behavior over another. From the manager's perspective, the objective is to motivate people to behave in ways that are in the organization's best interest. True or False

TRUE

The key finding of the Hawthorne Studies is that a managers behavior and leadership approach can affect a workers level of performance. True or False

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 valence for income. True or False

TRUE

When you see your boss take advantage of the good nature of some of your peers, asking them to work unpaid overtime in order to make the departments' productivity numbers better, he tells you that 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 or False

TRUE

According to Herzberg's 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 the issues listed below, which four are hygiene issues according to Herzberg? The amount they are paid, their salary or hourly wage job security Having increase responsibility in their position A high sense of accomplishment and achievement in their work Pleasant and comfortable working conditions The relationship they have with their co-workers The relationship they have with their coworkers

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

In the Situational Leadership Model, a manager must assess the following items about their followers, their competence and committment, and apply the correct management approach. Which of the following statements are true about how the manager should respond? If the manager shows high competence and high committment, the follower needs to help the manager and be collaborative The collaborative or supportive quadrant ( which is high in supportive behavior and low in directive behavior) should be used by the manager when the follower In the coaching quadrant, the follower has grown but still needs strong directive If the follower shows high committment but low competence, the manager should use a directing approach. If the follower shows high competence and high committment they are in the The follower has low competence and low committment, which is a problem after they have been there a while.

The collaborative or supportive quadrant ( which is high in supportive behavior and low in directive behavior) should be used by the manager when the follower shows a high level of competence but a variable level of committment. In the coaching quadrant, the follower has grown but still needs strong directive behavior from the manager, but also now needs to see strong supportive behavior from their manager as well. If the follower shows high committment but low competence, the manager should use a directing approach. If the follower shows high competence and high committment they are in the delegating quadrant and the manager should be using low directive and low supportive behavior.

As a leader, if we identify one employee in the delegating quadrant of the situational leadership model,and another employee in the coaching quadrant of the model, what can we say about that situation? The employee in the delegating quadrant is more competent in completing their work than the employee in the coaching quadrant. Employees in the delegating quadrant are more confident but less competent than employees in the coaching quadrant. Employees in the coaching quadrant are less committed than an employee in the delegating quadrant. Employees who are in the coaching quadrant need more support but less direction than the employee in the delegating quadrant.

The employee in the delegating quadrant is more competent in completing their work than the employee in the coaching quadrant. Employees in the coaching quadrant are less committed than an employee in the delegating quadrant.

Managers can distribute merit pay to people two ways, by increasing their salary or by providing a bonus on top of their existing salary. Bonuses tend to be more motivating for a number of reasons. What are those listed below are true?

The level of salaries is dictated more by market conditions and 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 over time so using one-time bonuses are easier to move higher or lower to reward top performance without negatively impacting morale.

Which of the following statements are true as it relates to being a manager or a leader? The manager's time perspective is the present, the here and now while the leader is focused on the future. A leader inspires and motivates others A manager seeks innovation over stability. A manager is concerned about properly applying policies and procedures. A leader helps to keep the organization running smoothly and efficiently.

The manager's time perspective is the present, the here and now while the leader is focused on the future. A leader inspires and motivates others A manager is concerned about properly applying policies and procedures.

In class, we learned how to apply the various leadership styles to different situations. We learned that some leadership styles were better for some types of businesses while others were not as well suited. Using what you know about leadership styles, determine which of the following are the best applications of these leadership styles.

The shift leader of a commercial lawn maintenance 5-person crew uses the leadership member exchange leadership style. He has a problem with one of his new seasonal workers talking back to him when given his assignments and swearing at him under his breath as he walks away. He believes he has to deal with this insubordination immediately. He mentions the problem to one of his in-group members, a year-round employee. He tells that in-group member to "clue that new guy in on how we talk to each other; otherwise, he is going to lose his job." He thinks this is a better way for the message to get delivered to the new out-group member. Correct: The 6 members of the current team have suggested to upper management that they not replace the manager but allow them to become a self-managed team. They point out that if they are successful, it will save the company money, and they will be happier too. They've done their research and they argue that because they already have very strong group norms and hold each other accountable they are well suited for this new arrangement. They point out that they all have several years of experience at the company and act professionally toward themselves and those outside their group. Their compensation packages are rigidly controlled by human resources, and they have established and followed strong procedures and rules for how software is developed for the company. They claim that they are perfectly suited to be a self-managed team.

You are a middle manager for a West Michigan manufacturing company. Your boss informs you that you will be working in Manila for 8 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 Hofstede's Model of National Culture and 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. Country Power Distance Individualism Masculinity Uncertainly Avoidance Long Term Orientation Indulgence USA 40 91 62 46 26 68 Philippines 94 32 64 44 27 42 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 Ms. and as 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 a 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 happiness at work or feel free to talk about their personal opinion. They have a low sense of indulgence with a greater emphasis on restraint.

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 & Y? Theory X managers assume employees are inherently lazy and unproductive and dislike their work. Managers should create strict work rules to control the behavior of their employees. Theory X & Y, popular after WWII was essentially debunked as myth in the 1990's and is rarely used anymore. Hewlett Packard was founded on the practice of Theory Y, which became incorporated as the "HP Way". It is applied at Google, Apple, 3M, and of course HP as their primary management style. Theory Y managers assume employees will inherently work in the best interest of the company. Managers must create a work setting the allows employees to be self-directed and decentralizes authority.

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

Which of the following four statements are true about Theory X & Theory Y? Like most management theories, Theory X & Theory Y have been discredited in the 2000's and is for Theory Y is a set of positive assumptions about workers that leads to the conclusion that manager's 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 . Doug McGregor, the creator of Theory X & Y, Theory X is a set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior Generally, it would be easier to work for a manager who follows Theory Y than one who follows Theory X. Theory Y says managers should create a work environment that provides employees an opportunity to show initiative and self-direction

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

The TED talk you were asked to watch on Simon Sinek talking about why leaders make you feel safe, had a number of important points about leaership. Which of the following were points Sinek tried to make? Select only those that are in alignment with the main theme of the talk and mentioned in his speech.

There are people who are at the tops of organizations, and we do what they demand because they have the authority [legitimate power], but they are not leaders. There are others who have no rank or authority, but they are absolutely leaders because they look out for the people next to them, and people gladly follow them [referent power]. It is the leader who sets the tone inside the organization. When the leader makes the choice to sacrifice themselves, or their comforts, or their tangibles, so that their people can feel safe, remarkable things happen [inside the organization]. Leaders have no control over conditions outside the organization, the only place where they control is inside the organization, and that is where leadership matters.

The savvy manager knows in order to keep their employees motivated, they may need to "flex" on some of the traditional work arrangements. Which of the following are suggested in the textbook as ways managers might enhance their staff's motivation and performance?

Traditionally work has been from 8:00 a.m. to 5:00 p.m. in the USA. Some companies allow an employee to use a compressed work schedule, which might be four 10 hour days with three days off. This is an example of a variable work schedule. When the cost of transitioning between one employee and another is quite costly, like starting and stopping employees on an offshore drilling platform, a company might use an extended work schedule. The employee might work 12 hours per day for a month, and then have several weeks off in free time, until they return to the job. Couples who have young children to get ready for school appreciate managers who allow flexible work schedule. Flex time environments require an employee to be in their office or at their desk during core time, but they can decide where and when to work during flex time. This allows one parent to get the kids on the bus, and the other parent to be home at the end of the day, while still completing a full work schedule for both parents.

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 60's and the civil rights movement was this: The only way to make changes in the world is via non-violent passive resistenace. The "why" of the civil rights movement was to bring justice in America because of deep seated racism of white people against former slaves. Bringing black Americans to Washington DC is the only way to get the attention of the government and to have laws changed. Until the Laws of Man are in alignment with the Laws of God, there will be injustice and it must be changed.

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? Developed in the 1800's, the candle problem is one of how to heat a room using only a candle. The candle problem isn't really a problem at all. What Pink refers to in the video is how the candle is a metaphor for motivation. People are motivated to perform at a high level when they know their achievements are going to shed light on others, We have a problem when we see the box that we need to overcome. This problem is called "functional fixedness". We believe the box can only have one purpose which is to hold the tacks, but when creativity is applied, it can also be used to hold the candle to the wall. The candle problem is a classical behavior analysis test that shows it is a problem with the way people try to solve problems.

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

When a 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? Did you complete the appropriate HR paperwork? How did this person's behavior impact your team dynamics? What is your plan to replace a member of your tribe? What did you do to help them get an "A?" (achieve their goals)

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

Ian Fuhr has run all the onboarding programs for new employees at each of his companies. He thinks it is very important to ask this question of his new employees: Why are you here? People explain they need to feed their families and he reminds them how important families are when applying servant leadership principles. Why did you decide to join us? People give a variety of answers and it allows him to get to know want motivates them. What do you want to do with your life? This is an existential question that we must all answer someday. 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.

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.

In the Ken Blanchard Video, what are the things he said make up a compelling vision? What do you do to please your customer? How do you move your people into leaders? What is your picture of the future? What are your values? What is your purpose?

What is your picture of the future? What are your values? What is your purpose?

The well-trained manager knows what actions can help de-escalate conflict when they are confronted with it in the workplace. Which of these activities should be avoided?

When an employee screams at another person in the lunchroom about LGBTQ issues, you direct both of them to return to their separate cubicles. You then bring them into your office one at a time and encourage them to make their strongest case against the other. You listen to both independently and return with your written decision. When you disagree with one of your staff and they continue to repeat their concerns, raising your voice to get your point across. Crossing your arms and frowning when a staff person approaches you with a concern. Don't communicate hostility with your body language. An employee comes to you complaining about not feeling safe walking to the parking lot after work. You tell them not to worry about it, no one ever has been hurt after dark. It isn't be a big deal and they just shouldn't worry about it.

Good managers realize the impact the size of the group or team can have on the performance. Membership can be too many or too few. Which of the following statements are true about group size? Groups of greater than one dozen should always be avoided as this is too many people to manage, control and communicate with 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. Large groups may allow some members to be more comfortable with absenteeism or they may stop trying to make meaningful contributions. The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications. A group with many members has more resources available and might be able to complete a large number of independent tasks.

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. Large groups may allow some members to be more comfortable with absenteeism or they may stop trying to make meaningful contributions. The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications. A group with many members has more resources available and might be able to complete a large number of independent tasks.

During a lecture, Professor Hillman emphasized several skills a manager must be aware of when trying to influence others. What were the 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 Ensure you know that it is paramount that everyone in your department agrees with the final decision, so let them know you will be polling every member and adjusting for their opinion. Make sure they know at the end of the day, that you have control of their future in your hands. Don't start using pressure as a hard sell to your staff Use rational thinking and logical arguments to develop a compelling position to persuade them.

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 Don't start using pressure as a hard sell to your staff Use rational thinking and logical arguments to develop a compelling position to persuade them.

You were exposed to a new theory of leadership, called Situational Leadership. The basic premise of the theory is that no one leadership 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 their competency will be low. According to the Situational Leadership model, as a leader, you don't need to show them much supportive 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. You've delegated a new customer to one of your best salespeople. They told you they are ready to lead and you want to believe them. They 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 at the customer. They lost some projects and are 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 (they have high competence) but you give them lots of support and encouragement (because they are showing variable commitment)

an Fuhr says that Servant Leaders don't motivate people. He says that Servant Leaders: motivate others by doing good works themselves. create a working environment that is conducive to people motivating themselves. lead others by showing how to properly serve the customer. don't put themselves up on a pedestal before their employees.

create a working environment that is conducive to people motivating themselves.

During lecture, Professor Hillman showed a slide explaining the differences between Accessibility, Diversity, and Inclusion. Complete the phrase 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....." feeling a part of the whole. having your voice heard at the table. listening intently to others at the table. knowing you belong to each other.

having your voice heard at the table.

In class, Professor Hillman frequently repeated this phrase. Please complete it: "Personality traits that enhance managerial effectiveness in one situation.... A. may actually impair it in another (any strength overused becomes a weakness) B. are what separate poor managers from good managers. C. are good to call out and use when appropriate. D. need to be identified so that the manager can work on those traits where they aren't effective.

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

According to the Ian Fuhr TEDx talk, the most important person in your business is: the customer, without their money and choice to use your business, everything would stop the person serving the customer, your employee the owner, who has put the most at risk and deserves the biggest reward. the boss who is a servant leader, who must lead by example.

the person serving the customer, your employee

In Ian's Fuhr's TEDx Talk on Servant Leadership, what does he say is the purpose of work?

to serve others