Study.com Business & Finance 276 Ch. 12
Why is it so important to learn about foreign culture?
Because cultures differ vastly
Brenda supervises a large group of employees and frequently encourages them to be creative and to use teamwork to solve problems. She listens to her employees before making a decision. Which of the following describes Brenda's style of leadership decision-making?
(Leaders who use Democratic Decision-Making encourage group discussion and believe in decision-making through consensus.)
Breaking Down the Issues
- Hours worked may be different - Religious differences. (In Japan do not give a gift that references the number 4 - means death) - In Japan, they claim two religions Shintoism and Buddhism. Buddhism has its own set of workplace beliefs that extend beyond work.) - Language barriers - barriers to communication, are probably the most challenging of all. One way of overcoming a language barrier is to require that the project manager learn the host language prior to embarking on the project. - Culture shock is common as well. This is psychological confusion when one moves into a new culture. Use the project to create a common ground with the local community.
How many management principles did Henri Fayol develop?
14
Henri Fayol, a French management theorist, Key Principles of Management
14 Principles of Management 1. Division of work - each worker is assigned a specific job and becomes very good at doing it. 2. Authority - right the company has conferred upon management to give orders to accomplish a task or goal and expect that his subordinates follow his orders. Managers must take responsibility to accomplish a goal if they have been given the authority to accomplish it. 3. Discipline - must obey and respect the rules and procedures of the company. 4. Unity of Command - everybody only receives instructions, directions or orders from one person. In other words, everyone only has one boss. 5. Unity of Direction - team is focused on common objective set by the manager, such as meeting the team's productivity goal. 6. Individual interests are subordinate to general interests of the organization 7. Remuneration - contributions to the company through pay and benefits. 8. Centralization - centralized decision making most decisions are made by one or a few top level managers with little decision-making power for managers at the bottom. If an organization is decentralized, managers may have more independent decision-making authority. 9. Scalar chain - chain of authority from the highest level manager to the lowest level supervisor. Think of it as a chain of command. Board of directors are at the top, followed by president, various divisional vice presidents, down to department heads and then to the first line supervisors 10. Order - coordination of people and materials to accomplish the tasks at hand 11. Equity - all the managers employee are treated as equally as possible. 12. Stability of tenure - means job security. Employees are more happy and productive if they are not constantly afraid of losing their jobs. 13. Initiative - means taking on new or more work through the employee's own effort 14. Esprit de corps - means "group spirit" - managers make every effort to maintain group harmony and cohesion.
Key Components
1st - Quality needs to be defined to ensure a desired output, quality must be defined in terms of that output. 2nd - Quality Management systems have a built in feedback loop. Consists of a monitoring mechanism that collect feedback, analyzes the feedback, responds to the feedback and then gathers more feedback. This is summarized in a popular quality management concept called the Plan Do Check Act (PDCA) developed by W. Edwards Deming. Last - A quality management system should be a theme throughout the organization, not just on defined manufacturing or production processes. A successful quality management system will require every employee of the organization to identify his or her role in meeting the quality goal of the organization. Quality management systems aren't simply standard operating procedures, they are components of organizational culture and strategy.
The marketing management team decides to keep this television commercial and run it again in the future because the marketing plan states that campaigns that result in a ROI of _percent or more should be kept.
200
Bob is the marketing manager at Bob's Fish. He ran a half page ad in the Sunday newspaper for a month with a special coupon for 20 percent off his famous fried fish. It cost him $800 to run the ad for a month. At the end of the month, Bob sees that the number of sales that used the coupon totaled $1200. What is his ROI?
50 percent ($1200 - $800) / $800 = 0.5 or 50 percent
Lesson Summary 7
A company's marketing management is a single person or team responsible for the marketing of a company's products. The marketing management is responsible for creating and implementing the marketing campaigns used to promote the company's products. It is also responsible for tracking the resulting sales to determine whether the campaign is profitable or not. A marketing plan is the written plan outlining how products are to be promoted. It is a very detailed document that spells out the marketing plan for the year. It shows exactly what kinds of marketing campaigns will be performed and when. The marketing plan also includes directions for measuring the success of marketing campaigns, along with rules for deciding whether a particular campaign is successful or not. Measuring a marketing campaign's success involves comparing the campaign cost to the resulting sales from the campaign. This comparison of campaign cost to campaign sales is referred to as the return on investment, or ROI. To calculate the ROI, the campaign cost is subtracted from the resulting sales and then divided by the campaign cost. This number is then changed to a percentage. The marketing plan will also specify at which ROI campaigns will be deemed successful.
The decisional managerial role includes being a/an _____. (entrepreneur, resource allocator, disturbance handler)
All of these answers are correct
The Return on Investment Example
A particular television commercial costs $10,000 to implement. This television commercial asks viewers to call a special number to get a great deal on the company's product. It's a special buy one, get one free deal. After running the campaign for a month, the company collects its data and finds that this television commercial resulted in people calling in $50,000 worth of orders via the special number. As a side benefit, the company saw an increase of $12,000 in sales at its retail location from people viewing the commercial and being curious about the store. What is the ROI of this campaign? Marketing management will take the total sales minus the cost of the marketing campaign and then divide it by the cost of the marketing campaign. The math looks like this for our scenario: ROI = (($50,000 + $12,000) - ($10,000)) / $10,000 = 5.2 = 520%
A marketing plan includes which of the following information? A: Type of marketing campaign B: Cost of marketing campaign C: Marketing budget D: Measure of campaign success
A, B, C, and D
Charlie is responsible for quality management at his organization. Which of the following should he consider as a key element to a quality management system? (Quality is a theme throughout the organization.,Includes a built-in feedback loop.,Standards of quality are defined.)
All are corect
Chapter 12 Lesson 8
Global and Diversity Issues in Project Management
Chapter 12 Lesson 9
Group Behavior in Social Psychology: Definition & Influences
Balancing the Issues
Separate the people from the actual issues. Show respect for the new culture. Learn about the new culture. Learn and practice the language spoken in the foreign land. Appreciate the differences between people.
The design team is frustrated because their supervisor, Mario, is a control freak who has no interest in hearing the team's opinions. Which style of leadership decision-making does Mario exhibit?
Authoritarian
Daniel manages a team that has missed their production goals for the past three months. After reviewing each employee's performance record, Daniel adjusted the sales goal to take additional quality control measures into consideration. Why is this an example of controlling?
Because Daniel looked at team results and took appropriate corrective action.
_ _ require the ability to visualize the organization as a whole and deal with ideas and abstract relationships.
Conceptual skills
Management theorist Daniel Katz describes three skills common to all managers. These skills are:
Conceptual, human relations, and technical Daniel Katz described three management skills; conceptual involves big picture strategic thinking, human relations relates to interpersonal communication skills, and technical refers to the knowledge needed by front line workers to do their jobs.
_is the final function of management. Once a plan has been carried out, the manager evaluates the results against the goals. If a goal is not being met, the manager must also take any necessary corrective actions to continue to work towards that goal. The control process also includes setting performance standards for employees and continuously evaluating their job performances.
Controlling
_ is the beliefs and customs of a particular group of people.
Culture
Determining how many man-hours are needed to meet production goals involves what type of management role?
Decisional role
Why is the informational role essential to a functioning business?
So information is exchanged between people at different levels of the company.
Chapter 12 Lesson 5
Douglas McGregor's Motivation & Management Theories
Lesson Summary 5
Douglas McGregor's work builds on the work of other behavioral scientists who showed a link between human behavior, motivation, and productivity. McGregor's Theory X and Theory Y offer two contrasting models of employee motivation. Theory X is based on a pessimistic view of employee motivation and behavior, while Theory Y is based on an optimistic view of employee motivation and behavior. Theory X managers believe employees are self-centered, dislike work, are unambitious, avoid responsibility, and dislike change. In contrast, Theory Y managers assume employees are self-directed, enjoy responsibility and meaningful work, and are willing to work for organizational goals or causes they believe in. According to McGregor, Theory Y offers a more successful and more positive approach to employee motivation than Theory X, since an employee whose physical or material needs have been met will still have higher-level needs that will not be fulfilled through Theory X management styles.
_ _, on the other hand, focuses on maintaining group cohesion. Leaders who are dominantly expressive work to maintain warm, friendly relationships and ensure the collective well-being of the group. They make good bosses because they truly care for their employees. However, they are sometimes lacking efficiency and organizational skills.
Expressive leadership
Leaders who are dominantly expressive tend to:
Focus on group relationships
Chapter 12 Lesson 2
Four Functions of Management: Planning, Organizing, Leading & Controlling
_ _ happens when a dominant view crystallizes as a result of a group discussion. Your attitudes are not only made stronger by group consensus but also by the legitimacy that group support brings. If the group agrees to a risky proposition, the backing of the group may lead to an even riskier decision.
Group polarization
_is the tendency for a cohesive group to move toward consensus and conformity, rather than what may be the best plan of action.
Groupthink
Which of the following is NOT a responsibility of marketing management? (creating commercials, creating flyers, tracking sales)
Handling customer inquiries
A well-known researcher by the name of _ identified three general management roles. They are interpersonal roles, informational roles and decisional roles.
Henry Mintzberg
_ _ _ are those centered on communication and relationships with others.
Human relations skills
Marissa has been tasked to find a quality management system that is prescriptive in order to help her company improve the quality of their processes. Which quality management framework would she most likely use?
ISO 9001 (ISO 9001 is based on the plan-do-check-act methodology and provides a process - oriented approach to documenting and reviewing the structure, responsibilities, and procedures required to achieve effective quality management in an organization.)
Popular quality management models or frameworks include
ISO 9001, Six Sigma, and Total Quality Management (or TQM) .
If a group's main goal is to finish a project as efficiently as possible, which type of leader are they likely to prefer?
Instrumental
_ _ focuses on achieving goals. Leaders who are dominantly instrumental work to maintain productivity and ensure that tasks are completed. They make good managers because they get the job done. However, they are often so focused on the task that they can alienate other members of the group.
Instrumental leadership
Three general management rolls according to Henry Mintzberg
Interpersonal Role - Figurehead, leader, and liaison Informational Role - collecting information, receiving information and disseminating information Decisional Role - includes being an entrepreneur, disturbance handler, resource allocator and a negotiator
Discussing the company's need for additional equipment with a supplier involves which management role?
Interpersonal role
Yale psychologist _ _ recognized that when close-knit groups try to overcome perceived threats to solidarity, they suffer from certain symptoms, such as a superior sense of morality, the tendency to stereotype outsiders, pressure to toe the line and discourage creative thinking. These symptoms may arise in corporations and government institutions where a false sense of group invulnerability causes a group's leader to ignore outside opinions and make poor decisions.
Irving Janis
Which of the following is NOT true of laissez-faire decision-making? (It can be beneficial when group members are highly skilled, there is very little guidance from the leader, it is the least effective type of leadership, group members are expected to make their own decisions)
It is never beneficial
Lesson Summary 9
It might seem strange that suppression of creativity might be considered a group value. At the same time, changes in the values of a group can threaten the stability of the structure and threaten the status quo. Groups can have both positive and negative effects on individual performance and decision-making abilities.
Chapter 12 Lesson 3
Leadership Styles and Types: Authoritarian, Laissez-Faire & Democratic
Lesson Summary 3
Leadership Styles and Types: Authoritarian, Laissez-Faire & Democratic In summary, leaders of groups can be divided into two different types: instrumental and expressive. Leaders who are dominantly instrumental focus on achieving goals and completing tasks, while leaders who are dominantly expressive focus on maintaining group cohesion and ensuring the collective well-being of the group. The most effective leaders have the ability to be both instrumental and expressive, and choose which type of leadership to use depending on the situation. Beyond dominant leadership types and ability, leaders also vary in their decision-making styles. There are three basic styles of leadership decision-making: authoritarian, democratic, and laissez-faire. Authoritarian leaders rule their groups, democratic leaders try to include everyone in the decision-making process, and laissez-faire leaders let the group function without much - if any - interference. Authoritarian is effective when there is a time crunch or the situation is particularly stressful. However, authoritarian leaders are typically disliked by group members who would prefer to have a say. Democratic decision-making is generally the most popular style, as it includes the entire group and promotes cohesiveness. Laissez-faire decision-making is usually the most ineffective and is only beneficial when the group members are highly competent.
Lesson Summary 6
Let's review. A quality management system is the totality of organizational processes, people, internal controls, resources, and goals focused on producing a given output that meets defined specifications. The most successful companies are ones that take quality management frameworks like ISO 9001, Six Sigma, and Total Quality Management (or TQM) and adapt them to their individual needs. While each quality management system will be unique to the industry and organization, there are key components that should be included, such as quality needs to be defined, there has to be a built-in feedback loop, and it should be a theme throughout the entire organization.
_ _ _ directly manage the workers and take responsibility for the day-to-day operations of the business. They prioritize the tasks necessary to implement the projects determined by middle managers, which are in turn part of a long-range strategic plan.
Low-level management
Chapter 12 Lesson 1
Management Roles and Principles
Informational Role
Management is also about managing information. includes collecting information, receiving information and disseminating information. For example, Alexander will receive production goals from his boss and will disseminate, or communicate, them to his team. He will also collect information on current production and send it to his boss for review.
Interpersonal Role
Management is largely about interpersonal relations between the manager and people both inside and outside the organization, such as employees, superiors, suppliers and customers. Serve while acting as a figurehead, leader and liaison. As a figurehead, management represents the face of the company when interacting with people. Also serving as a leader to the team and acts as a liaison between team members and upper management. Occasionally, act as a liaison between the company and supplier or customers.
_ _ involve specific types of behavior, conduct and actions that a manager must demonstrate to be successful.
Managerial roles
Decisional Role
Managers are decision makers. In fact, failure to make decisions will often lead to failure. Decisional role includes being an entrepreneur, disturbance handler, resource allocator and a negotiator. For example, Alexander must often seek creative solutions to problems just like an entrepreneur. He is also responsible for managing and allocating resources to accomplish his production goals. In addition, he must handle unanticipated complications that disrupt his team and its goals, known as disturbance handing. Finally, he needs to be a deft negotiator to resolve conflicts.
_ _ consists of: - performing market research to find out what kinds of products potential customer want. - creates marketing materials to reach potential customers to encourage them to buy, such as commercials on TV and ads in magazines - plan promotional campaigns, like coupons and periodic sales. - Product packaging and the company's websites are also created and designed by marketing management. - All of this is performed within the marketing budget of the company.
Marketing management
Which of the following business documents does marketing management write in detail?
Marketing plan
_ _ _ deal with decision-making within their area of responsibility and implement projects that will meet the strategic objectives of the organization.
Middle-level managers
Which of the following can marketing management use to keep track of sales related to a specific campaign?
Special coupon codes
Quality management systems aren't simply _ _ _, they are components of organizational culture and strategy.
standard operating procedures
Managerial Skills for Top-Level Managers by theorist Daniel Katz
Note that top managers still need enough technical skills to set a reasonable strategy, but they use more human relations skills and rely most heavily on conceptual skills. Middle managers need more human relations skills than the other two layers. They also need conceptual skills more than technical skills in order to meet 'big picture' goals; however, they are expected to have more technical skill and less conceptual skill than the managers above them because they are 'closer to the ground.' Direct supervisors need significant technical expertise in order to manage the day-to-day operations of the organization. They need some human relations skills in order to manage the workers, but they need less conceptual skill than those further up the hierarchy.
Recording the Results
Part of measuring the success of each marketing campaign is data collection, or recording the results of each campaign. This is also spelled out in the marketing plan. This usually involves comparing the cost of implementing the marketing campaign to the resulting sales from the campaign. How does marketing management keep track of which campaign led to which sale? This is also spelled out in the marketing plan. Marketing management can use things like specific coupon codes or, for online sales, special links to sales websites.
One of the fundamental building blocks of a quality management system is a monitoring mechanism that collects feedback, analyzes the feedback, responds to the feedback, and then gathers more feedback. This is summarized in a popular quality management concept called the _ _ _ _, developed by W. Edwards Deming.
Plan-Do-Check-Act
What is the name of the popular feedback mechanism developed by W. Edwards Deming?
Plan-Do-Check-Act
Matthew manages a mobile phone retail store. He has set a specific sales goal for his team to achieve by the end of the month. Matthew created a detailed action plan to help reach the sales goal. Which managerial function has Matthew performed?
Planning
Sylvia is a manager at an accounting services firm. She is designing a four-step process based on the functions of management, which include:
Planning, organizing, leading, and controlling
_ _ is when people collaborate on a common project, and there are a lot of good reasons to pair up for a project in other parts of the world. It may cut costs and provide a stronger, more capable pool of talent. But there are a few things to consider: Geographic regions do not share the same culture. Religious beliefs are different. There may be language barriers. Culture shock can be an issue. To be successful, you must recognize the differences.
Project partnering
Culture Shock is:
Psychological confusion when one moves into a new culture
_, defined as superiority in kind, doesn't just happen. Think of a company that you believe is a good example of quality.
Quality
Which of the following statements regarding quality management systems is accurate?
Quality management systems can be 'home grown' or can be adaptations of popular models or frameworks.
is the calculation that a marketing management team will perform.
Return on investment (ROI)
Social psychologist _ _ explained social facilitation and social loafing as two different reactions to group influence as variations in an individual's responses to physiological arousal.
Robert Zajonc
Some have added a fifth function for managers known as staffing. _is the task of evaluating, recruiting, selecting, training, and placing appropriate individuals into defined job roles. A manager must spend time evaluating his or her workforce needs, discovering where employees need to be added, trained, or removed, and then making those changes so that the organization can continue business as usual.
Staffing
_____ is often called the fifth function of management. It involves the evaluation, recruitment, selection, training and placement of individuals in specific job roles.
Staffing
Lesson summary 1
Supervisors take on different management roles, which can be defined as specific behaviors, actions and conduct that all managers need to demonstrate to be successful. Management roles include interpersonal, informational and decisional roles. Henri Fayol developed 14 different management principles that can help guide the management of an organization. These principles include division of work, authority, discipline, unity of command, unity of direction, subordination of personal interest to general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative and esprit de corps.
_ _ are those processes, practices, tools, and techniques necessary to carry out the functions of the area the supervisor manages.
Technical skills
Chapter 12 Lesson 7
The Functions of Marketing Management
Ethnocentric is:
The belief that one's culture is more dominant than that of another culture
Which of the following statements about McGregor's theories of motivation is true?
Theory Y is considered a more successful, positive approach to management compared to Theory X
How is a quality management system best described?
The totality of organizational processes focused on producing a given output that meets defined specifications.
Managers who hold_ _assumptions will not offer sufficient incentives to motivate their employees to achieve organizational goals. Furthermore, if management becomes too coercive or punitive in trying to motivate employees, the result may be a resentful workforce and reduced worker output.
Theory X
_ _ is based on a pessimistic view of employee motivation and behavior. Theory X assumes that employees dislike work, are not ambitious, want to avoid responsibility, dislike change, and are self-centered. Managers who hold these assumptions believe that employees can only be motivated by money, promotions, and job security. Such managers are likely to use more of a command and control approach with their employees. Employees will cooperate if they feel their basic needs for income and security will be met.
Theory X
Douglas McGregor studied these questions and proposed two different views of employee motivation in his 1960 book 'The Human Side of Enterprise.' These views are known as _ _ _ _ _
Theory X and Theory Y
_ _ fits more closely with the assumptions made by most managers in today's business world. Giving employees a larger role in an organization makes it more likely that their individual needs will align with the organization's needs. Such employees will be more motivated to work for the good of the organization. Theory Y therefore offers a more successful and more positive approach to employee motivation than Theory X.
Theory Y
_ _ is based on an optimistic view of employee motivation and behavior. Theory Y assumes that employees enjoy work that is meaningful, are willing to take on responsibility, and are willing to work for organizational goals or causes they believe in. Theory Y also assumes that employees are capable of creativity, ingenuity, and self-direction. Managers who hold these assumptions believe that employees are motivated not just by material needs, but also by higher-level needs, such as self-esteem and a sense of fulfillment. Since these are continuous needs throughout life, managers should address these needs when seeking to motivate employees. Giving employees more authority, broadening the scope of their jobs, and allowing them to have a say in decision-making can all motivate employees to work hard for the organization.
Theory Y
Lesson Summary 2
There are four functions of management that span across all industries. They include: planning, organizing, leading, and controlling. You should think about the four functions as a process, where each step builds on the others. Managers must first plan, then organize according to that plan, lead others to work towards the plan, and finally evaluate the effectiveness of the plan. Planning is the first step where by a manager creates a detailed action plan aimed at some organizational goal. Organizing is the second step, which involves the manager determining how to distribute resources and arrange employees according to the plan. Leading is the third step that is accomplished by communicating, motivating, inspiring, and encouraging employees towards a higher level of productivity. Controlling is the final function of management in which the manager, once a plan has been carried out, evaluates the results against the goals. If a goal is not being met, the manager must also take any necessary corrective action needed to continue to work towards that goal. Some have added a fifth function for managers known as staffing. Staffing is the task of evaluating, recruiting, selecting, training, and placing appropriate individuals into defined job roles.
Lesson Summary 4
There are three levels of management identified in the classical theories of management: top, middle, and low (supervisor). Each level of management has a specific function: top-level managers determine strategy, middle-level managers prioritize and implement organizational goals, and low-level managers (or supervisors) manage the day-to-day tasks of the workers. Information flows through the management layers of the organization based on the data people need to do their work. Managers, regardless of level, use conceptual, human relations, and technical skills, although the mix of skills required varies by level and organization.
Pick the answer choice that represents an example of organizing:
Tom is a project manager at an IT company and is determining how he should distribute resources and allocate roles.
Chapter 12 Lesson 4
Top-Level Management: Definition, Functions & Responsibilities
_ _ _ is focused on market positioning through long-range strategic planning.
Top-level management
Which of the following is NOT true of top-level managers?
Top-level managers are responsible for implementing strategic plans and ensuring good communication. Top-level managers are responsible for setting strategic plans, while middle managers are responsible for implementation. All managers are responsible for good communication, not just those at the top levels.
Information Flow Through the Management Levels
Top-level managers draw in facts, details, and data from the managers below and from outside the organization, then push that information down through the organization. They also report out of the organization, such as to shareholders or boards. Middle-level managers report information up to the top, share information with colleagues in other departments, and push information down to lower-level management. Supervisors get daily reports on the current conditions from the employees and report upward while communicating relevant information to workers. Information flow matters to accurately and regularly communicate details . An effective strategy includes calling together the senior management and set improved communication as the first strategic objective. The middle-level managers would figure out different way to communicate better in their departments.
Chapter 12 Lesson 6
What Is Quality Management System? - Definition & Examples
Lesson Summary 8
When embarking on a project in a foreign country, it is important to recognize that culture plays a big part in its success. This is the beliefs and customs of a particular group of people. For example, when working in Japan, it is important to bow at a meeting. It means that you are honoring the host. Also, don't ever seat yourself first. The highest-ranking person sits at the head of the table away from the door, so wait to be seated. Project partnering isn't always easy. This is when people collaborate on a common project, and it comes with a few challenges like geographic regions that do not share the same culture and religious beliefs that are different. Language barriers can make it difficult to communicate, but culture shock is probably the real killer. But, don't let that stop you from the new experience. Try these tips: Separate the people from the actual issues. Show respect for the new culture. Learn about the new culture. Learn and practice the language spoken in the foreign land. Appreciate the differences between people. And whatever you do, be open-minded. There is so much value in learning about a new culture.
Which of the following is NOT found on the management pyramid?
Workers While workers are important to the foundation of any business, they are not part of the management pyramid. Low-level managers and middle-level managers are found on the pyramid, and supervisors is another term for low-level managers.
Traditional organizational model has a pyramid structure of management -
a few top-level managers, more middle-level managers, and the most supervisors (also called low-level managers).
Managers who hold McGregor's Theory X assumptions _____________.
are likely to use a command and control approach
Leaders who use _ _ _ make all the major group decisions and demand compliance from the group members. Authoritarian leaders typically make decisions on their own and tell other group members what to do and how to do it. Authoritarian leadership can be beneficial when a decision needs to be made quickly or when a project or situation is particularly stressful. Authoritarian leaders make decisions on their own with no input from group members It is often the case that it's more problematic. This type of decision-making is easily abused, and authoritarian leaders are often viewed as bossy and controlling. Because authoritarian leaders make decisions without consulting the group, many group members may resent the leader because they are unable to contribute ideas.
authoritarian decision-making
The ability to visualize the organization as a whole and deal with ideas and abstract relationships best describes:
conceptual skills Daniel Katz described conceptual skills as those related to big picture strategic thinking. While top-level managers are required to use these skills more than other managers, it is necessary for all managers have some amount of conceptual skill.
Managers who hold Theory Y assumptions are likely to ______________.
consult employees when making decisions
All of the following should be considered when partnering EXCEPT: (Geographic region variances, culture, religion, language)
cuisines
In the Japanese culture, giving a gift that contains the number 4 means
death
Leaders who use _ _ _ encourage group discussion and believe in decision-making through consensus. Democratic leaders still make the final decision, but do so only after carefully considering what other group members have said. Usually, their decision goes with the majority. Democratic leaders are generally the most popular. They make members of the group feel included and promote teamwork and creativity. For example, think about King Arthur and his knights. Most of us are familiar with the famous round table, where all of the knights plus King Arthur would sit in equal status. They would discuss problems in the kingdom together and come to a consensus before King Arthur would take action. While democratic leadership has been described as the most effective decision-making style, it does have a downside. The time that it takes to reach a group consensus can be crippling for a project. In order for every group member to be heard, discussion can last for a very long time. This can lead to frustration and sometimes even uncompleted projects.
democratic decision-making
Zajonc's _ _ states that if a task is easy and you already perform it well, the presence of others will tend to boost your performance. However, if a task is difficult and challenges your abilities, it's more likely that the presence of group competition will lead to social loafing.
drive theory
While deciding on how to approach a battle, an army unit that is exhibiting groupthink might _____.
endanger themselves with a risky but agreed-upon plan
One common mistake project managers make is coming to the table with an air of superiority. This is called _ _ and is the belief that one's culture is more dominant than that of another culture. Whether it's an attitude toward being on time or a work-life balance, one must be attuned to what the host country defines as a cultural norm.
ethnocentric perspective
The major functions that a manager completes can be categorized into _ different functions known as planning, organizing, leading, and controlling.
four.
According to Yale psychologist Irving Janis, close-knit groups maintain solidarity by _____.
ignoring dissent
_ _, loosely translated, means 'to leave alone' in French.
laissez faire
Leaders who use _ _ decision-making let the groups make their own decisions. They are only minimally involved, basically sitting back and letting the group function on its own. Laissez-faire is usually the least effective style of leadership decision-making. For example, imagine that the king of Atlantis was a laissez-faire leader and charged a group of citizens with protecting the city from an oncoming tsunami. The group was divided on the best solution, and since the king never intervened and made a decision, no fortifications were made, the city was lost, and history was made. For the most part, laissez-faire decision-making is considered negative. However, it can be effective in situations where group members are highly skilled and motivated. If they are capable of working and making decisions on their own, sometimes it is best to leave them to their own devices. Laissez-fair leadership can be effective for skilled and motivated groups.
laissez-faire
The third function of management is _. In this step, Melissa spends time connecting with her employees on an interpersonal level. This goes beyond simply managing tasks; rather, it involves communicating, motivating, inspiring, and encouraging employees towards a higher level of productivity. Not all managers are leaders. An employee will follow the directions of a manager because they have to, but an employee will voluntarily follow the directions of a leader because they believe in who he or she is as a person, what he or she stands for, and for the manner in which they are inspired by the leader.
leading
A company's _ _ is a single person or team responsible for the marketing of a company's products. A good marketing management team knows what it takes to get people to buy. It also knows what kinds of products should be introduced to the marketplace, when to drop a particular product that isn't selling, and how much to charge for each product. They know this by performing market research to find out what kinds of products potential customer want. It also creates marketing materials to reach potential customers to encourage them to buy, such as commercials on TV and ads in magazines
marketing management
A_ _ is the written plan outlining how products are to be promoted. The marketing plan is a very detailed document that includes how products will be marketed, the marketing budget, how this budget is to be used for the various forms of marketing of the products, and specific dates for various campaigns, such as perhaps a spring and fall sale. Usually written yearly. Also includes how marketing management will measure the success of each marketing campaign. This success measurement tells the marketing management team whether to continue the campaign, make edits to it, or stop it.
marketing plan
In management, McGregor's Theory Y includes all of the following assumptions EXCEPT ___________. (employees can be self-directed, employees are willing to take on responsibility, employees enjoy meaningful work.)
most employees are not very creative
Although most leaders are dominantly instrumental or expressive, both styles are _ for groups to work effectively. So, the most effective leaders have the ability to use the style that best fits the situation. They can switch from being instrumental and focusing on the task, to being expressive and focusing on collaboration, whenever they see a need.
needed
A student in a classroom is exhibiting social loafing by _____.
not raising her hand when the teacher asks a question
The second of the managerial functions is _. This step requires to determine how to distribute resources and organize employees according to the plan. Delegate authority, assign work, and provide direction.
organizing
According to Robert Zajonc's drive theory, a cross country runner might _____.
perform best if he knows he's faster than his competitors
The first of the managerial functions is _. In this step, the manager will create a detailed action plan aimed at some organizational goal. Planning is an ongoing step, and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within his or her individual area.
planning
Traditional organizational model has a _structure of management - a few top-level managers, more middle-level managers, and the most supervisors (also called low-level managers). Workers aren't on the management pyramid, but you can think of them as the foundation of the structure.
pyramid
A _ _ _ can be home grown, meaning that an organization defines and documents all the necessary components of a quality management system without basing it on any model or framework.
quality management system
A _ _ _is the totality of organizational processes, people, internal controls, resources, and goals focused on producing a given output that meets defined specifications.
quality management system
Top-level managers are most likely to access information in the organization by
regularly meeting with department heads. While top-level managers may on occasion speak directly with workers about their daily responsibilities, it is typically for a purpose other than directly gathering information. Top-level managers may meet with shareholders, but this is not relevant to information flow. Middle-level managers are more likely to read weekly reports from supervisors than top-level executives.
A professional football player who plays better when his games are nationally televised is exhibiting _____.
social facilitation
Imagine running a marathon away from home where the level of competition is higher than you're used to. You'd probably step up your performance and finish in less time than you expected. This tendency is known as _ _, where even the mere presence of other competitors spurs you to perform better than you would if you were running the same course on your own.
social facilitation
_ _ can occur when responsibility for failure and success is distributed to the group. This relief of individual accountability leads some members to decrease productivity and not work as hard on group projects as they would on their own.
social loafing
Modern management theorist Daniel Katz posits that all managers, not just those at the top levels, need to have _types of managerial skills: conceptual, human relations, and technical.
three
There are _basic styles of leadership decision-making: authoritarian, democratic, and laissez-faire.
three
According to Douglas McGregor, Theory X and Theory Y are _____________.
two theories of employee motivation based on two different sets of assumptions
Culture might differ _to the culture in far-away places. Here are a few examples: Bowing at a meeting means you are honoring the host. The highest-ranking person sits at the head of the table away from the door, so wait to be seated. Always present a business card - it's part of the formal introduction. Always dress formally for a business meeting. Don't forget dark socks - you may have to remove your shoes. Never raise your voice or appear too rambunctious - a soft voice is best.
vastly
