Management Final Chapters 8-14&16

For Tamsin, an accounting manager, her performance review at the end of the year included feedback from the three employees that work for her, her boss, another accounting manager, and even a few employees in other departments with whom she worked recently. This is an example of a ______feedback appraisal.

360-degree In the 360-degree assessment, or 360-degree feedback appraisal, employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients, thus providing several perspectives.

A budget is a formal financial

A budget is a formal financial projection

A committee investigating the impacts of health care reform on the organization is an example of a(n)

A formal group is a group established to do something productive for the organization and is headed by a leader. A formal group may be a division, a department, a work group, or a committee. It may be permanent or temporary.

A(n) ______ is a visual representation of the balanced scorecard that enables managers to communicate their goals.

A strategy map is a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization.

A manager that has poor leader-member relations with subordinates that perform unambiguous, easily understood tasks should use a(n) ______ leadership style.

According to Figure 14.1, the optimal leadership style for poor leader-member relations and high task structure is relationship-motivated leadership.

Behavioral leadership approaches attempt to determine the distinctive styles used by effective leaders.

Behavioral leadership approaches attempt to determine the distinctive styles used by effective leaders.

Prescribed control attempts to elicit employee compliance using strict rules, a rigid hierarchy, well-defined job descriptions, and other administrative mechanisms.

Bureaucratic control is an approach to organizational control that is characterized by use of rules, regulations, and formal authority to guide performance. This form of control attempts to elicit employee compliance, using strict rules, a rigid hierarchy, well-defined job descriptions, and administrative mechanisms such as budgets, performance appraisals, and compensation schemes (external rewards to get results).

Generating short-term wins in Kotter's organizational change model is one of the steps that is most like which part of Lewin's change model?

Changing In Kotter's model, steps 5 to 7 represent the changing stage in Lewin's model: empower broad-based action, generate short-term wins, and consolidate gains and produce more change.

Common Elements of Organizations- Schein

Common Purpose- Why members are together Coordinated effort- working together for Common Purpose Division of Labor- having descrete parts of a task done by different people to allow for greater efficiency because of specialization Heirarchy of authority: control system that ensures the right people do the right thing at the right time

Which of the following is not a reason why control is needed?

Control is needed to adapt to change and uncertainty; to discover irregularities and errors; to reduce costs, increase productivity, or add value; to detect opportunities; to deal with complexity; and to decentralize decision making and facilitate teamwork.

Control systems operate best when they are made acceptable to the organization's members who are guided by them, so they should be all of the following except which?

Control systems have to focus on working for the people who will have to live with them. Thus, they operate best when they are made acceptable to the organization's members who are guided by them. Therefore, they should be realistic, be positive, be understandable, and encourage self-control. Control systems should be flexible rather than permanent.

The purpose of the management function of controlling is to

Controlling is the fourth management function, along with planning, organizing, and leading, and its purpose is plain: to make sure that performance meets objectives.

Which of the following are the forces for change originating inside the organization?

Employee problems and managers' behavior Internal forces affecting organizations may be subtle, such as low job satisfaction, or more dramatic, such as constant labor-management conflict. Internal forces may be of the two following types: employee problems and managers' behavior.

Collective Commitment

Employees feel involved and invested in the company, so they dont want to abandon their "team"

Medical knowledge possessed by doctors results in their ______ power.

Expert power is power resulting from one's specialized information or expertise. Expertise, or special knowledge, can be mundane, such as knowing the work schedules and assignments of the people who report to you. Or it can be sophisticated, such as having computer or medical knowledge.

Adhocracy

External focus and values flexibility, creates innovative products by being adaptable . Great for start ups

Hubris or arrogance born of past success and denial of risk and peril moving forward are associated with radical innovation.

False Hubris or arrogance born of past success and denial of risk and peril moving forward are two of the five stages of institutional decline.

According to acquired needs theory, managers with a high need for power may be less effective than those without it.

False, If you, like most effective managers, have a high need for power, that means you enjoy being in control of people and events and being recognized for this responsibility. But if you tend to seek social approval and satisfying personal relationships, you may have a high need for affiliation. In that case, you may not be the most efficient manager because at times you will have to make decisions that will make people resent you.

Ethics is one of the four primary areas in which organizational change is most often needed.

False, Models of change reveal four targeted areas in which change is most apt to be needed: people, technology, structure, and strategy.

Character is defined as those stable psychological and behavioral attributes that give you your identity.

False, Personality consists of the stable psychological traits and behavioral attributes that give a person his or her identity.

The adaptive perspective assumes that an organization's culture must align with its business or strategic context in order to foster higher financial performance.

False, The fit perspective assumes that an organization's culture must align, or fit, with its business or strategic context. A "correct" fit is expected to foster higher financial performance.

A laissez-faire leader takes complete responsibility for the performance of his or her employees and the direction of the organization.

Full-range leadership suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme.

When physically attractive people are also assumed to be smarter and nicer, which perception distortion has occurred?

Halo effect Traits like being smarter and nicer have been attributed to attractive people. This situation is an example of the halo effect, in which we form an impression of an individual based on a single trait.

Clan

Has an Internal Focus and values flexibility, similar to a family. Promote from within

______ proposed that work satisfaction and dissatisfaction arise from different sets of causes

Herzberg's two-factor theory Herzberg's two-factor theory, which proposed that work satisfaction and dissatisfaction arise from two different factors: work satisfaction from motivating factors and work dissatisfaction from hygiene factors.

Social system Stability

How well conflict is managed, and how positive and stable the work environment feel

In the University of Michigan Leadership Model, managers exhibiting ______ behavior paid more attention to employee satisfaction and making work groups cohesive.

In employee-centered behavior, managers paid more attention to employee satisfaction and making work groups cohesive. By concentrating on subordinates' needs they hoped to build effective work groups with high-performance goals.

A company that works to create a culture that encourages rank-and-file employees to make suggestions and question the status quo, and also measures employee growth is developing which perspective of the balanced scorecard?

In the innovation and learning perspective, the focus is on learning and growth of employees, which is the foundation for innovation and creativity. Thus, the organization must create a culture that encourages rank-and-file employees to make suggestions and question the status quo and it must provide employees with the environment and resources needed to do their jobs. The company can use employee surveys and analysis of training data to measure the degree of learning and growth.

______ budgeting allocates increased or decreased funds to a department by using the last budget period as a reference point.

Incremental budgeting allocates increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are reviewed.

Which of the following is not a characteristic of innovation?

Innovation can be systematized. Lots of people believe that innovation can be systematized, or made a codified and standardized process that can be designed to always yield fruitful results. Obviously, if this could be done, many companies would be doing it. The problem with innovation, however, is that there are too many challenges associated with it, which makes success unpredictable

Hierarchy Culture

Internal Focus and Values control and stability. formalized and structured work enviroments focussing on efficiency and production

People often do volunteer work for the ______ rewards.

Intrinsic Rewards An intrinsic reward is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. An intrinsic reward is an internal reward; the payoff comes from pleasing yourself.

Which of the following is a key positive leadership trait?

Intuition is among the traits of character considered to be key positive leadership traits (see Table 14.3).

Sense Making device

It helps employees make sense of their surroundings and actions. Why the company does what it does

______ enables workers to focus on doing more of the same task to increase productivity.

Job simplification is the process of reducing the number of tasks a worker performs. When a job is stripped down to its simplest elements, it enables a worker to focus on doing more of the same task, thus increasing employee efficiency and productivity.

Management by ______ is a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards

Management by exception is a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards.

An organization that is examining its return on investment (ROI) is using

Managers often use ratio analysis, the practice of evaluating financial ratios, to determine an organization's financial health. Return ratios, often called return on investment (ROI) or return on assets (ROA), indicate how effective management is in generating a return, or profits, on its assets.

Which of the following is the best example of a mechanistic organization?

McDonald's In a mechanistic organization, authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. Mechanistic organizations, then, are bureaucratic, with rigid rules and top-down communication. This kind of structure is effective at McDonald's because the market demands uniform product quality, cleanliness, and fast service.

______ focuses on problem solving and performance improvement, or speed with excellence, of a well-defined project.

More recently, companies are using an approach known as lean Six Sigma, which focuses on problem solving and performance improvement, or speed with excellence, of a well-defined project.`

Which of the following statements about the contingency leadership model is correct?

Neither task-motivated nor relationship-motivated leadership style is effective all the time, Fiedler's research concludes, although each is right in certain situations (see Figure 14.1).

Although ______ are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior.

Norms are general guidelines or rules of behavior that most group or team members follow. Norms point up the boundaries between acceptable and unacceptable behavior. Although norms are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior.

Three levels of oranizational culture

Observable artifacts- Manner of dress, myths, stories Espoused Values- Explicit values and norms Enacted Norms are what actually exhibit the organization Basic Assumptions- Core values that are taken for granted and difficult to change

Organizational Identity

One of the Four functions of Organizational Culture: It gives the organization an identity, South west treats its employees like customers and constantly celebrates going above and beyond

Personality conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

Personality conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

Which of the following is not a recommended way to manage innovation and change?

Prevent failure at all cost. Ways to deal with change and innovation include allowing room for failure.

Productivity is defined by the formula of outputs divided by inputs for a specified period of time.

Productivity is defined by the formula of outputs divided by inputs for a specified period of time.

Innovation that creates products, services, or technologies that replace existing ones is known as

Radical Innovation Radical innovations are the creation of products, services, or technologies that replace existing ones.

There has recently been a social media frenzy regarding the use of "pink slime" as a beef additive, though it has been used safely for many years. Several grocery chains discontinued selling products containing it as part of what type of a response?

Reactive change When managers talk about "putting out fires," they are talking about reactive change, making changes in response to problems or opportunities as they arise. A good example is how grocers and government officials are responding to social media's depiction of "pink slime," a beef additive. Although the product has been safely used for years as a way to make ground beef leaner, social media frenzy has caused people to fear its use in our food. This in turn led some grocers to stop using the product and a loss of jobs for people producing it

Which motivational theory uses behavior modification?

Reinforcement theory attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated. The use of reinforcement theory to change human behavior is called behavior modification.

Acknowledging an individual's contributions at a monthly department meeting is an example of using ______ power.

Reward power, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions.

In ______ teams, the traditional clear-cut distinction between manager and managed is blurred as nonmanagerial employees are delegated greater authority and granted increased autonomy.

Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains. The traditional clear-cut distinction between manager and managed is being blurred as nonmanagerial employees are delegated greater authority and granted increased autonomy.

Which of the following is included in the internal dimensions of diversity?

Sexual orientation Internal dimensions of diversity are those human differences that exert a powerful, sustained effect throughout every stage of our lives: gender, age, ethnicity, race, sexual orientation, physical abilities.

Three more Org. Elements- Non Schien

Span of Control- Wide Vs. Narrow- how many people a manager focuses on Authority, responsibility & delegation: Line vs Staff Centralization vs Decentralization- Decentrilized encourages managers to solve their own problems

What are the three cultures for enhancing Economic performance

Strength Perspective- employees adhere to guidelines because they believe in the purpose, Weak organizations have to use buerocratic procedures to make employees follow it Fit perspective- a cultures perspective must align with the business or strategic concept Adaptive perspective believs that success reults from cultures that foster adaptation

The downside of a(n) ______ culture is that it may become resistant to change.

Strong The downside of a strong culture, critics believe, is that financial success can so reinforce cultural norms that managers and employees become arrogant, inwardly focused, and resistant to change, with top managers becoming blinded to the need for new strategic plans.

The Abilene paradox is the tendency of people to go along with others in order to make requests of them in the future.

The Abilene paradox is the tendency of people to go along with others for the sake of avoiding conflict.

The first step in the control process is to

The four control process steps are (1) establish standards; (2) measure performance; (3) compare performance to standards; and (4) take corrective action, if necessary (see Figure 16.4).

Which of the following statements about organizational culture is true?

The levels of organizational culture influence one another. Organizational culture appears as three layers: (1) observable artifacts, (2) espoused values, and (3) basic assumptions. Each level varies in terms of outward visibility and resistance to change, and each level influences another level.

In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them.

The path-goal leadership model holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and provide them with support.

The six areas of control are physical, human, informational, financial, structural, and

The six areas of organizational control are physical, human, informational, financial, structural, and cultural.

The two core principles of TQM are

The two core principles of TQM are: (1) people orientation: everyone involved with the organization should focus on delivering value to customers, and (2) improvement orientation: everyone should work on continuously improving the work processes.

Which of the following is a function of organizational culture?

To facilitate collective commitment. Organizational Identity, Sense Making Device, Social System Stability, Collective Commitement

Pay for performance bases pay on one's results on the job.

True Also known as merit pay, pay for performance bases pay on one's results.

OD intervention strategies may need to be adjusted when implementing them across countries

True OD intervention strategies may need to be adjusted when implementing them across countries

A company that discovers its development costs are twice those of its competitors and reveals this to employees is using benchmarking to assist in the change process.

True One technique used in unfreezing organizations is benchmarking, a process by which a company compares its performance with that of high-performing organizations. For example, one company discovered that its costs to develop a computer system were twice those of competitors and that the time to get a new product to market was four times longer. These data were ultimately used to unfreeze employees' attitudes and motivate people to change the organization's internal processes in order to remain competitive.

The purpose of job analysis is to determine, by observation and analysis, the basic elements of a job.

True The purpose of job analysis is to determine, by observation and analysis, the basic elements of a job. Specialists who do this interview job occupants about what they do, observe the flow of work, and learn how results are accomplished.

Intel's open seating arrangements combined with small conference rooms support its values of equality and innovation, which is an example of how an organization's physical design can help embed culture

True, Physical design is among the 11 ways that organizational culture is embedded. Intel is experimenting with this design to embed its values of innovation while maintaining equality.

Organizations with clan cultures are the most likely to devote considerable resources to hiring and developing their employees, and view customers as partners.

True, A clan culture, like a family-type organization, encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement. Clan organizations devote considerable resources to hiring and developing their employees, and they view customers as partners.

What portion of the organizational chart shows who reports to whom?

Vertical hierarchy of authority. Two kinds of information that organization charts reveal about organizational structure are (1) the vertical hierarchy of authority, or who reports to whom, and (2) the horizontal specialization, or who specializes in what work.

The Pygmalion effect is also known as

a self-fulfilling prophecy. The self-fulfilling prophecy, also known as the Pygmalion effect, describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true

If you have ______, your belief in the power of forces around you means that you may do best in a highly structured job that requires greater compliance.

an external locus of control Locus of control indicates how much people believe they control their fate through their own efforts. If you have an external locus of control, you believe external forces control you. Employees with external locus of control might do better in highly structured jobs requiring greater compliance.

Simple structure

authority is centralized in a single person, few rules, low work specialization

"I'm going to buy a Ford to support the U.S. auto industry" is an example of which component of attitude?

behavioral The behavioral component of an attitude, also known as the intentional component, refers to how one intends or expects to behave toward a situation.

A consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways is known as a(n)

change agent. Often OD is put into practice by a person known as a change agent, a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways.

Belittling the importance of the inconsistent behavior is one way to reduce

cognitive dissonance Social psychologist Leon Festinger proposed the term cognitive dissonance to describe the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior. It can be reduced by belittling the importance of the inconsistent behavior.

An advantage of ______ authority is that managers are encouraged to solve their own problems rather than buck the decision to a higher level.

decentralized An advantage in having decentralized authority is that managers are encouraged to solve their own problems rather than to buck the decision to a higher level. In addition, decisions are made more quickly, which increases the organization's flexibility and efficiency.

Work specialization is also known as

division of labor. Division of labor, also known as work specialization, is the arrangement of having discrete parts of a task done by different people

A textile manufacturing company is closing a plant and permanently dismissing most of the employees who work there. When Kenneth lost his job in this way, it is known as a(n

downsizing. A downsizing is a permanent dismissal; there is no rehiring later. An automaker discontinuing a line of cars or on the path to bankruptcy might permanently let go of its production employees

The primary elements that determine how willing an employee is to work hard at tasks important to an organization, those that relate effort, performance, and outcomes, are

expectancy, instrumentality, and valence. Your motivation, according to expectancy theory, involves the relationship between your effort, your performance, and the desirability of the outcomes (such as pay or recognition) of your performance. These relationships, which are shown in the following drawing, are affected by the three elements of expectancy, instrumentality, and valence (see Figure 12.8).

The metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs is called the

glass ceiling. The glass ceiling is the metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs

A(n) ______ focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness.

holistic wellness program A holistic wellness program focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness.

When a grocery store chain adopts a new practice of its competitors by staying open 24 hours a day, requiring employees to work flexible schedules, it is considered a(n) ______ change.

innovative Innovative change is the introduction of a practice that is new to the organization. It is apt to trigger some fear and resistance among employees. For example, should a grocery store decide to adopt a new practice of competitors by staying open 24 hours a day, requiring employees to work flexible schedules, it may be felt as moderately threatening

The most bureaucratic stage of the organizational life cycle is the ________ stage.

maturity In the maturity stage, which is the final stage, the organization becomes very bureaucratic, large, and mechanistic. The danger at this point is lack of flexibility and innovation.

An organization is a system of consciously coordinated activities or forces

of two or more people According to Chester I. Barnard's classic definition, an organization is a system of consciously coordinated activities or forces of two or more people

Functional Structure

people with similiar occupational specialties are put together

Divisional structure

peoplewith diverse specialties are placed in a formal group

The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement is known as

performance management. Performance management is the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement.

Clothing and shelter are examples of ________ needs, according to Maslow.

physiological According to Maslow, physiological needs are the most basic human physical needs, in which one is concerned with having food, clothing, shelter, and comfort and with self-preservation.

When a manager is trying to foster innovation, the first thing he or she should do is

recognize problems and opportunities The first step in fostering innovation is to recognize problems and opportunities, and devise solutions (see Figure 10.4)

In Alderfer's ERG theory, the desire to have meaningful relationships with people who are significant to us is called

relatedness needs The "R" in ERG stands for relatedness needs. Relatedness needs are the desire to have meaningful relationships with people who are significant to us.

In hostile environment sexual harassment, the person being harassed does not

risk economic harm from the harasser. In the hostile environment type of sexual harassment, the person being sexually harassed doesn't risk economic harm but experiences an offensive or intimidating work environment.

Edgar Schein defines organizational culture as a system of ______ that develops within an organization and guides the behavior of its members.

shared beliefs and values, According to scholar Edgar Schein, organizational culture, sometimes called corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members.

Empathy and organizational intuition are a part of which emotional intelligence (EI) trait?

social awareness Within EI, social awareness includes empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others.

Legal counsel in most organizations would be considered

staff personnel Staff personnel have authority functions; they provide advice, recommendations, and research to line managers (examples: specialists such as legal counsels and special advisers for mergers and acquisitions or strategic planning).

Market Culture

strong external focus and values stability. Prefers perfomrance to employees

In horizontal design, ________ are used to improve collaboration and work on shared tasks by breaking down internal boundaries.

teams or workgroups In a horizontal design, teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries.

Kotter's steps for change are valuable for managers who are attempting to bring it about because

they include specific recommendations for behaviors that managers need to exhibit. The value of Kotter's steps is that they provide specific recommendations about behaviors that managers need to exhibit to successfully lead organizational change.

Competent ______ leaders are not mediocre; they are badly needed but best in stable situations rather than rapidly changing ones.

transactional We shouldn't think of a transactional leader as being a mediocre leader. Indeed, competent transactional leaders are badly needed. But transactional leaders are best in stable situations. What's needed in rapidly changing situations, as is often the case in many organizations today, is a transformational leader.

n the ______ stage of Lewin's change model, managers try to instill in employees the motivation to change, encouraging them to let go of behaviors that are resistant to innovation.

unfreezing In the unfreezing stage, managers try to instill in employees the motivation to change, encouraging them to let go of attitudes and behaviors that are resistant to innovation.

According to expectancy theory, your ______ is low if you don't think a bonus or raise is going to be big enough to justify working evenings and weekends.

valence Valence is value, the importance a worker assigns to the possible outcome or reward. Your valence might be low because you don't think the bonus or raise is going to be high enough to justify working evenings and weekends.