BADM 310 Vocab & Quiz

To encourage integrative bargaining, managers should

emphasize goals to which both parties can agree

personality traits

enduring tendencies to think, feel, and act in certain ways

the justice, impartiality, and fairness to which all organizational members are entitled.

equity

systematic errors

errors that people make over and over and that result in poor decision making

Clive's manager appointed him to lead the marketing group because Clive emerged as a natural team leader in a previous assignment. Clive is now considered a(n) _______ leader

formal

In the context of management, rules refer to

formal written instructions that specify actions to be taken under different circumstances

rules

formal written instructions that specify actions to be taken under different circumstances to achieve specific goals

real-time information

frequently updated information that reflects current conditions

vicarious learning

learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it and being reinforced for doing so, also called observational learning

The managers in Julio's company sponsor monthly brainstorming sessions and reward employees with gift cards and recognition when an out-of-the box idea leads to organizational improvements. Julio's company is an example of a(n) _______ organization

learning?

When people are in negative moods, they

less detail-oriented?

China is a highly efficient manager. This implies that she

minimizes the amount of input resources without compromising quality.

enterprise resource planning system

multimodule application software packages that coordinate the functional activities necessary to move products from design stage to the final consumer stage

Alaina anticipated some controversy getting managers from different functional teams to agree on the best course of action. She convened the managers face-to-face, and after presenting the issue at hand, gave them each 30 minutes to jot down their ideas and solutions. After discussing each idea in turn, each manager ranked the solutions and the one with the highest ranking was selected. Alaina used _______ to facilitate the decision making

nominal group technique

What could a manager do to promote individual creativity in an organization

A manager can give employees space to experiment

When assembling a group, what should a manager do regarding resources

Assign only the level of resource necessary to achieve goals and allow work to be effectively split across members

Which statement about organizational commitment is true?

It helps managers perform their figurehead and spokesperson roles

How does an organizational chart reflect an organization's communication network?

It reflects the formal pathways in which communication takes place

In what way do moods differ from emotions?

Unlike moods, emotions are relatively short-lived

What is the Hawthorne effect?

Workers' productivity is affected more by their manager's personal behavior than by the work setting.

leadership substitute

a characteristic of a subordinate or of a situation, or context, that acts in place of the influence of a leader and makes leadership unnecessary

instrumental value

a code of conduct that an individual seeks to follow

confirmation bias

a cognitive bias resulting from the tendency to base decisions on one's existing beliefs even if evidence shows that those beliefs are wrong

representativeness bias

a cognitive bias resulting from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode

attitude

a collection of feelings and beliefs

job satisfaction

a collection of feelings and beliefs that managers have about their current jobs

knowledge management system

a company-specific virtual information system that systematizes the knowledge of its employees and facilitates the sharing and integration of their expertise

intranets

a companywide system of company networks

merit pay plan

a compensation plan that bases pay on performance

accomodation

a conflict managing approach in which one party, typically the weaker power, gives in to the demands of the other, typically the more powerful party

competition

a conflict-handling approach in which each party tries to maximize its own gain and has little interest in understanding the other party's position and arriving at a solution that will allow both parties to achieve their goals

avoidance

a conflict-handling approach in which the parties try to ignore the problem and do nothing to resolve their differences

path-goal theory

a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals

creativity

a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action

reasoned judgement

a decision that required time and effort and results from careful information gathering, generation of alternatives, and evaluation of alternatives

delphi technique

a decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader

nominal group technique

a decision-making technique in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives

management by wandering around

a face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns

mood

a feeling or state of mind

employee stock option

a financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period or under certain conditions

bureaucracy

a formal system of organization and administration designed to ensure efficiency and effectiveness

organizational structure

a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together in order to achieve organizational goals

command group

a group composed of subordinates who report to the same supervisor, also called department or unit

top management team

a group composed of the CEO, COO, and the vice presidents responsible for achieving organizational goals

self-managed work team

a group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring of goods and services they provide

skunkworks

a group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products

The development team for a greeting card company includes a writer whose focus is on crafting the messages for a series of new cards. The responsibility to craft the words for the team is an example of

a group role

team

a group whose members work intensely with one another to achieve a specific common goal or objective

servant leader

a leader who has a strong desire to serve and work for the benefit of others

terminal value

a lifelong goal or objective than an individual seeks to achieve

production blocking

a loss of productivity in brainstorming sessions due to the unstructured nature of brainstorming

human relations movement

a management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase productivity

transaction processing system

a management information system designed to handle large volumes of routine, recurring transactions

expert system

a management information system that employs human knowledge embedded in a computer, to solve problems that ordinarily require human expertise

operations information system

a management information system that gathers, organizes, and summarizes comprehensive data in a form that managers can use in their nonroutine coordinating, controlling, and decision-making tasks

top managers

a manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle manager

first-line managers

a manager who is responsible for the daily supervision of non-managerial employees

middle managers

a manager who supervises first-line managers and is responsible for finding the best ways to use resources to achieve organizational goals

product champion

a manager who takes ownership of a project and provides the leadership and vision that take the product from the idea stage to the final customers

intrapreneurs

a manger, scientist, or researcher who works inside an organization and notices opportunities to developed new or improved products and better ways to make them

organizational performance

a measure of how effectively and efficiently managers use available resources to satisfy customers and achieve organizational goals

effectiveness

a measure of the appropriateness of the goals that managers have selected for the organizations to pursue and the degree to which the organization achieves those goals

negotiation

a method of conflict resolution in which the parties consider various alternative ways to allocate resources to come up with a solution acceptable to all of them

attraction-selecition-attrition framework (ASA)

a model that explains how personality may influence organizational culture

distributive justice

a moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members

procedural justice

a moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members

Herzberg's motivator-hygiene theory

a need theory that distinguishes between motivator needs (related to the nature of work itself) and hygiene needs (related to the physical and psychological context in which work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high

groupthink

a pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision

expectancy

a perception about the extent to which effort results in a certain level of performance

instrumentality

a perception about the extent to which performance results in the attainment of outcomes

self-efficacy

a person's belief about his or her ability to perform a behavior successfully

linguistic style

a person's characteristic way of speaking

informational justice

a person's perception of the extent to which his/her manager provides explanations for decisions and procedures used to arrive at them

interpersonal justice

a person's perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to him or her

Classical Model

a prescriptive approach to decision making based on the assumption that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most appropriate course of action

learning

a relatively permanent change in knowledge or behavior that results from practice or experience

unity of command

a reporting relationship in which an employee receives orders from, and reports to, only one superior

need

a requirement or necessity for survival and well-being

To help satisfy an employee's motivator needs, Herzberg's theory would direct a manager to provide the employee with

a sense of accomplishment

group role

a set of behaviors and tasks that a member of a group is expected to perform because of his or her position in the group

theory X

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

theory Y

a set of positive assumptions about workers that leads to the conclusion that a 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

executive support system

a sophisticated version of a decision support system that is designed to meet the needs of top managers

escalating commitment

a source of cognitive bias resulting from the tendency to commit additional resources to a project if evidence shows that the project is failing

illusion of control

a source of cognitive bias resulting from the tendency to overestimate one's own ability to control activities and events

management information system

a specific form of IT that managers utilize to generate the specific, detailed information they need to perform their roles effectively

closed system

a system that is self-contained and thus not affected by changes occurring in its external environment

open system

a system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers

equity theory

a theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs

goal-setting theory

a theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects

Social Learning Theory

a theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of others behavior

mediator

a third party negotiator who facilitates negotiations but has no authority to impose a solution

arbitrators

a third-party negotiator who can impose what he/she thinks is a fair solution to a conflict, which both parties are obligated to abide by

collaboration

a way of managing conflict in which both parties try to satisfy their goals by coming up with an approach that leaves them better off and does not require concessions on issues that are important to either party

compromise

a way of managing conflict in which each party is concerned about not only its own goal accomplishment, but also the goal accomplishment of the other party and is willing to engage in a give-and-take exchange and make concessions

blog

a website on which an individual, a group, or an organization posts information, commentary, and opinions to which readers can often respond with their own commentary and opinions

social networking site

a website that enables people to communicate with others with whom they have some common interests or connection

initiative

ability to act on one's own without direction from a superior

After a lengthy debate where two colleagues shared the pros and cons of their respective solutions, one colleague decided the resolution was taking too long and so conceded. This conflict was resolved through

accomodation

Sarah tries to explain why she believes her manager's approach to an issue will not be effective, but eventually, she agrees to go along with its implementation. Sarah addressed this conflict through

accomodation

An effective manager would be most likely to

acknowledge employees' accomplishments with rewards

organizational politics

activities that managers engage in to increase their power and to use power effectively to achieve their goals and overcome resistance or opposition

punishment

administering an undesired or negative consequence when dysfunctional behavior occurs

self-reinforcer

any desired or attractive outcome or reward that a person gives to himself or herself for good performance

input

anything a person contributes to a job or organization

outcome

anything a person gets from a job or an organization

noise

anything that hampers any stage of the communication process

____ are third-party negotiators who can impose what they believe is a fair solution to a dispute that both parties are obligated to abide by

arbitrators

leading

articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals

Nonverbal communication is useful

as a means to reinforce verbal communication?

mechanistic structure

authority is centralized, tasks and rules are clearly specified and employees are closely supervised

organic structure

authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected

In general, female managers tend to

be more participative than male manager

intellectual stimulation

behavior a leader engages in to make followers aware of problems and view these problems in new ways, consistent with the leader's vision

developmental consideration

behavior a leader engages in to support and encourage followers and help them develop and grow on the job

consideration

behavior indicating that a manger trusts, respects, and cares about subordinates

intrinsically motivated behavior

behavior that is performed for its own sake

extrinsically motivated behavior

behavior that is performed to acquire material or social rewards or to avoid punishment

prosocially motivated behavior

behavior that is performed to benefit or help others

initiating structure

behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

Mel knows that the hair-styling business is highly competitive and new trends are constantly emerging, so she regularly provides training for her stylists, so they not only keep up with the latest hairstyles and techniques but are also able to provide new services to their customers. This, according to Teece, demonstrates the business'

dynamic capabilities

restructuring

downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and non-managerial employees

Your company faced a challenge when a natural disaster closed two warehouses and stopped all shipments. What is considered a natural disaster?

earthquake

negative reinforcement

eliminating or removing undesired outcomes when people perform organizationally functional behaviors

A high level of _______ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision

emotional intelligence

A local pet groomer is considering expanding his services to include cats and needs to decide whether to invest in the necessary equipment and supplies. What type of decision does this represent for the groomer

nonprogrammed

nonprogrammed decision making

nonroutine decision making that occurs in response to unusual, unpredictable opportunities and threats

Jalen nodded his head to let his manager know he would accept the proposed assignment. Jalen's nodding in agreement is a form of _______ communication

nonverbal

During which stage of group development do close ties between group members develop

norming

During which stage of group development does group camaraderie begin to emerge

norming

discipline

obedience, application, energy, and other outward marks of respect for a superior's authority

Mary is a financial advisor for an investment firm. Her formal business attire reflects and reinforces the firm's conservative culture. Furthermore, Mary engages clients, coworkers, and superior managers in a professional and respectful manner. Mary is participating in

organizational language

Julia believes that it is important to find ways to motivate her employees to make decisions that raise effectiveness of the team and overall company. Julia is committed to

organizational learning?

global organizations

organizations that operate and compete in more than one country

When selecting a medium for communication, a face-to-face approach

provides information richness?

motivation

psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence

A company that has a high level of efficiency and effectiveness is most likely to produce a

quality product customers want and at a price they can afford.

As senders of messages, effective communicators will

select a medium they are comfortable using and use it consistently for all messages?

As countries become wealthier and have higher standards of living, Maslow's hierarchy contends that _______ needs are likely to become the primary motivators of behavior

self-actualization

Julius is extremely confident and knows he can be a top performer on the team. Julius exhibits high

self-efficacy

Catherine was nervous on her first day on the job. She convinced herself that they had made a mistake hiring her because she was concerned she might not do the work well. Catherine is low in

self-esteem

Luann needs to share changes to the company's benefits package with all employees. Luann is the _______ when she starts the transmission phase in the communication process

sender

Dana is translating a message into symbols or language. Dana is the _______ and the translation process is called

sender,enconding

esprit de corps

shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group

group norms

shared guidelines or rules for behavior that most group members follow

In an organization that follows Weber's principles of bureaucracy, positions are arranged

skills

When discussing solutions for increasing profitability of a new product, Dale raises a concern that one of the alternatives may negatively impact sales for other products. Dale's concern demonstrates a focus on the _______ of the alternative.

sustainability?

By expressing concern for subordinates and representing their best interests in day-to-day activities, a manager demonstrates a(n) _______ behavior in the context of path-goal theory

supportive

______ is the performance gain caused by two or more departments coordinating their efforts

synergy

scientific management

systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency

political strategies

tactics that managers use to increase their power and to use power effectively to influence and gain the support of other people while overcoming resistance or opposition

Controlling is the managerial task that involves

taking any corrective actions needed to maintain or improve performance

role making

taking the initiative to modify an assigned role by assuming additional responsibilities

need for affiliation

the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

leader-member relations

the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading

task structure

the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading

Hawthorne effect

the finding that a managers behavior or leadership approach can affect workers' level of performance

message

the information that the sender wants to share

Henri Fayol's principle of equity refers to

the justice, impartiality, and fairness to which all organizational members are entitled

behavioral management

the study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organization goals

administrative management

the study of how to create an organizational structure and control system that leads to high efficiency and effectiveness

organizational behavior

the study of the factors that have an impact on how individuals and groups respond to and act in organizations

informal organization

the system of behavioral rules and norms that emerge in a group

organizational behavior modification

the systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors

pooled task interdependence

the task interdependence that exists when group members make separate and independent contributions to group performance

sequential task interdependence

the task interdependence that exists when group members must perform specific tasks in a predetermined order

reciprocal task interdependence

the task interdependence that exists when the work performed by each group member is fully dependent on the work performed by other group members

entropy

the tendency of a closed-system to lose its ability to control itself and thus dissolve and disintegrate

social loafing

the tendency of individuals to put forth less effort when they work in groups than when they work alone

conscientiousness

the tendency to be careful, scrupulous, and persevering

openness to experience

the tendency to be original, have broad interests, be open to a wide variety of stimuli, be daring, and take risks

negative affectivity

the tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others

extraversion

the tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world

agreeableness

the tendency to get along well with other people

external locus of control

the tendency to locate responsibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes

internal locus of control

the tendency to locate responsibility for one's fate within oneself

value system

the terminal and instrumental values that are guiding principles in an individual's life

expectancy theory

the theory that 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

operant conditioning theory

the theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences

Which manager is performing the managerial role of leading?

Babette, who energizes employees and enables them to understand the part each of them plays in achieving organizational goals

Art Place makes and sells paintings, sculptures, and small craft items. Its products meet consumer needs, but they are often too expensive to buy. What is most likely to be true about the company?

Its product manager achieves company goals but uses resources inadequately

How might team meetings proceed with an overly cohesive team?

Meetings might start with excessive personal discussion and struggle to efficiently complete meeting tasks

Preparing people for promotion or retirement relates to rites of

NOT rite of enhancement

Noelle recently joined a team of scientists who work together in a shared lab environment. All team members have the expertise and experience needed to develop next generation pharmaceutical products. Noelle is part of a(n)

R&D

linguistic style

Reba is uncomfortable with silence during meetings and frequently speaks up to keep the dialog going. Matt is very contemplative and likes to give attendees time to process ideas before adding his own perspective. Reba and Matt exhibit differences in

The human relations movement advocates that

Supervisors be behaviorally trained to manage subordinate

What is a characteristic of first-line managers?

They are responsible for daily supervision of the nonmanagerial employees

Why might female managers be more likely to involve subordinates in decision making and seek their input than their male counterparts

They face more resistance from their subordinates than men

According to Alderfer's ERG theory, a person feeling frustrated due to an inability to satisfy a need is likely to shift their focus to lower-level needs.

True

Jalen always strives to make optimum choices from the known alternatives but accepts that he will never have access to all available information and therefore must strive for the most satisfactory decisions. This realization is consistent with the _______ of decision making

administrative model

disruptive negotiation

adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible

Sergeant Miller, an army drill instructor, needs to train his new recruits on their first day in camp. He will likely be low in

agreeableness

Self-managed teams within an organization typically have a(n) _______ communication network

all-channel

strategic alliance

an agreement in which managers pool or share their organization's resources and know-how with a foreign company, and the two organizations share the reward and risk of starting a new venture

administrative model

an approach to decision making that explains why decision making is inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions

Management Science Theory

an approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources

hierarchy of needs

an arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time

charismatic leaders

an enthusiastic, self-confident leader who is able to clearly communicate his or her own vision of how good things could be

group decision support system

an executive support system that links top managers so they can function as a team

third-party negotiator

an impartial individual with expertise in handling conflicts and negotiations who helps parties in conflict reach an acceptable solution

leader

an individual who is able to exert influence over other people to achieve group or organizational goals

entrepreneur

an individual who notices opportunities and decides how to mobilize the resources necessary to produce new and improved goods and services

social entreprenuers

an individual who pursues initiatives and opportunities and mobilizes resources to address social problems and needs in order to improve society and well-being through creative solutions

grapevine

an information communication network along which unofficial information flows

decision support system

an interactive, computer based management information system that managers can use to make non routine decisions

B2B marketplace

an internet-based trading platform set up to connect buyers and sellers in an industry

learning organizations

an organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place

boundaryless organization

an organization linked by computers, mobile technology, and video teleconferencing and whose employees and associates rarely, if ever, see one another face-to-face

Paolo is a manager for a small business. He wants his five subordinates to have positive working relationships and he wants to create a welcoming office environment. To encourage socializing and to motivate his staff to meet organizational goals, Paolo invites his subordinates to lunch once a week. Within a few weeks, Peter sees an increase in performance and improved collaboration among the staff members. This demonstrates the use of

behavioral management

organizational citizenship behaviors (OCBs)

behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage

According to the expectancy theory, how should Sean motivate his staff to increase sales by 10 percent?

by offering his staff a 5 percent commission bonus for everyone if sales increase by 10 percent

artificial intelligence

capability of a machine to imitate intelligent human behavior

line of authority

chain of command extending from the top to bottom of an organization

information distortion

changes in the meaning of a message as the message passes through as series of senders and receivers

_____ is a personal characteristic often possessed by transformational leaders

charisma

As a _______ leader, the company CEO always left employees with a sense of purpose, enthusiasm, and clear intent after the quarterly town hall meetings

charismatic

Leah motivates her subordinates to focus their efforts on the needs of coworkers and customers, rather than just their own personal goals. She is demonstrating _______ leadership

charistmatic

To further promote innovation among team members, a manager should avoid

closely directing or supervising the group

bounded rationality

cognitive limitations that constrain one's ability to interpret, process, and act on information

Group _______ is the degree to which the members of a group are attracted to belonging in the group

cohesiveness

organizations

collections of people who work together and coordinate their actions to achieve a variety of goals or desired future outcomes

Top management at a company organizes the employees into departments focusing on functions such as sales, product development, and customer service. These departments represent _______ groups.

command

task forces

committees of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called ad hoc committees

Madeline is preparing to announce changes in policies and procedures, and she wants to make sure there will be some kind of written documentation that a message was sent and received. The need for an electronic trail will affect Madeline's choice of

communication medium

A wheel communication network features

communication that is directed to and from a central member

Frank wants to delay production on a product in order to cash in on an impending decrease in raw materials cost. Samuel believes production should start immediately to beat competitors to the market. They resolve their conflict through _______ by agreeing to produce a small number of units immediately and scale up production as costs decrease

compromise

groupware

computer software that enables members of groups and teams to share information with one another

When deciding on the catering budget for her upcoming wedding, Kris was told that typically around 10% of invited guests usually decline. Kris is using a(n) _______ to simplify her decision making

confirmation bias

In a(n) _______ culture, managers are likely to establish clear reporting relationships with their employees and constantly monitor subordinate

conservative

______ are the two basic leader behaviors identified by the behavior model of leadership

consideration and initiating structure

outsourcing

contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself

Before engaging his management team in the selection process for a new head of human resources, the CEO reduced the list of candidates to include only those applicants the CEO found acceptable. The CEO is implementing the political strategy of

controlling the agenda

Due to potential changes in laws that effect the industry's competitive landscape, Rhea's company may need to drastically streamline and reorganize. To ensure continued focus on results during this time of potential change, Rhea's manager should employ the political strategy of

controlling uncertainty

integrative bargaining

cooperative negotiation in which the parties in conflict work together to achieve a resolution that is good for them both

A car parts company decides to discontinue the production of its lowest-selling products and instead focuses on its areas of expertise. The company innovated a new automobile product with unique value. This is an example of using its

core competency

Northeast Woodworking is a small business run by skilled workers who produce customized and hand-manufactured furniture. This company engages in _______ production

crafts

Devil's advocate

critical analysis of a preferred alternative, made in response to challenges raised by a group member who, playing the role of devil's advocate, defends unpopular or opposing alternatives for the sake of argument

dialectical inquiry

critical analysis of two preferred alternatives in order to find an even better alternative for the organization to adopt

Managers at Worldwide Auto establish a group, or a(n) _______ team, comprised of engineers from Germany, Japan, and the United States for the design and manufacture of a new vehicle

cross-cultural

extinction

curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them

information

data that is organized in a meaningful fashion

Huan, a manager, is working with her company's labor union to reach an agreement about pay increases and benefits for her employees. She is performing the role of negotiator, which is a(n) _______ responsibility, according to Mintzberg.

decisional

According to the expectancy theory, a manager wanting to motivate using instrumentality should

define an incentive plan that links greater outcomes to higher performance.

Susan often defends unpopular or opposing alternatives for the sake of argument when discussing an issue. Susan is demonstrating

devils advocacy

Men tend to be stereotyped as being

directive

Setting goals and assigning tasks are considered _______ behaviors in the context of path-goal theory

directive

Equity theory is often characterized as a theory of _______ justice.

distributive

Following an oil spill in the Gulf of Mexico, the CEO of a petroleum company took the responsibility for correcting the environmental damages caused by his company. According to Mintzberg's typology, in doing so, he is performing the role of a

disturbance handler

A company's CEO is assembling a top-management team. By selecting members who possess different expertise, skills, knowledge, and experience, the CEO is promoting

diversity

Regan has identified alternatives to a work problem. After considering the pros and cons of each option, she has chosen and implemented a solution. What should Regan do next for an effective decision-making process?

evaluate the results of the solution

controlling

evaluating how well an organization is achieving its goals and taking action to maintain or improve performance

need for power

extend to which an individual desires to control or influence others

The term "old boys' network" refers to a form of a(n) _______ communication network

external

______ is the process of removing the expected consequences that are leading to undesirable behaviors in the workplace

extinction

Managers who are high in _______ are likely to be successful in positions that require high levels of social interaction with other employees

extraversion

A disadvantage of intranets is their lack of versatility as a communication medium

false

Collaboration involves engaging in a give-and-take exchange and making concessions until a reasonable resolution of the conflict is reached

false

It is common for chain communication networks to exist in most groups

false

Lack of conflict in an organization signals that managers are supportive of change and focused on effective decision making

false

Margot always takes her time, considering all available information before making a decision. Margot is an intuitive decision maker.

false

Patrick is passionate about fitness and loves his job as a personal trainer. Patrick is extrinsically motivated.

false

Sanjay works for a large car dealership and is motivated by his sales commission. Sanjay is intrinsically motivated.

false

Sonja, a supervisor in a garment factory, believed that her workers were lazy and tried to get away with doing as little work as possible. Sonja's attitude about the workers corresponds to McGregor's Theory Y.

false

Successful managers who take chances and use new methods in their planning and decision making are likely low on openness to experience

false

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership

false

Jared's team is struggling to agree on a solution to an important product issue. To achieve a win-win solution, Jared should encourage members to openly critique each other to identify issues with individual approaches

false?

intuition

feelings, beliefs, and hunches that come readily to mind, require little effort and information gathering, and result in on-the-spot decisions

______ occurs when senders withhold part of the message because they think the receiver does not need the information

filtering

positive reinforcement

giving people outcomes they desire when they perform organizationally functional behaviors

self-managed work teams

groups of employees who supervise their own activities and monitor the quality of the goods and service they provide

formal groups

groups that managers establish to achieve organizational goals

informal groups

groups that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs

Alba is concerned that a proposed alternative may have unforeseen effects elsewhere in the organization. She suggests more time be spent evaluating the consequences, but everyone else on the team rallies behind the lead manager to quickly finalize the decision. Alba's team is experiencing

groupthink

Lilly is a member of a new product design team. The team leader proposed a process that would get quick results, but Lilly was concerned quality would suffer. Due to _______, Lilly did not voice her concern as she did not want to appear unsupportive of the team

groupthink

Jerome and his colleagues use a software application that enables them to share data, coordinate activities, and exchange ideas. The software would be characterized as a _______ application

groupware

collaboration software

groupware that promotes and facilitates collaborative, highly interdependent interactions and provides an electronic meeting site for communication among team members

As someone driven by intrinsic motivation, Luca works hard because

he appreciates the feeling of accomplishment his work provides him

Jordan works for a bank and decides whether to approve small business loans. He researches market saturation and the health of existing businesses before deciding how likely the prospective small business owner is to succeed. Jordan is making a(n) _______ decision

heuristic?

Recognizing, admitting, and learning from mistakes are characteristics of a leader with

high emotional intelligence

Caleb, the CEO of Doberry Edibles, is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Caleb has a

high need for affiliation and high need for achievement.

Carol is a manager who believes that carefully monitoring and maintaining control over employees is more important than maintaining cordial relationships with them. According to McClelland's needs theory, Carol has a

high need for power and la ow need for affiliation

valence

how desirable each of the outcomes available from a job or an organization is to a person

efficiency

how productively resources are used to achieve a goal

According to Herzberg's theory, _______ needs are related to the physical and psychological context in which the work is performed.

hygiene

planning

identifying & selecting appropriate goals

____ is a source of bias that causes managers to continue to pursue a course of action even when evidence may indicate the chosen alternative is not advised.

illusion of control? (most likely no)

Sandra discovered that much of the conflict between the design and production departments was due to a lack of shared goals and misunderstandings regarding dependencies. By implementing a cross-functional team approach, Sandra addressed the conflict by

increasing integration across the departments?

Sometimes managers form a(n) _______ group because they want to focus on achieving personal goals

informal

Norms are

informal codes of conduct

A small group of employees from the marketing department of an organization get together for lunch every Friday so they can discuss various personal and professional topics. This is an example of a(n)

informal group

interest groups

informal groups of employees seeking to achieve a common goal related to their membership in an organization

friendship groups

informal groups of employees who enjoy one another's company and socialize with one another

ambiguous information

information that can be interpreted in multiple and often conflicting ways

emotions

intense, relatively short-lived feelings

network

interlinked computers that exchange information

The term _______ refers to a global system of networks that enable employees to communicate both within and outside of their companies

internet

Sam's manager is very respectful and, even when delivering constructive criticism as part of ongoing feedback, is always encouraging and helpful. Sam perceives a high degree of _______ justice from the manager's behavior.

interpersonal

decoding

interpreting and trying to make sense of a message

Julius and Jaden work together in the marketing department of their company. They are having a disagreement over which graphic designer to contract for upcoming projects. This is an example of _______ conflict

intragroup

Cole's work group is responsible for creating product user manuals. The group is becoming increasingly frustrated with the development team, which continues to push out the dates for providing product information for the manuals. This is an example of

intragroup conflict??

voidance is ineffective as a conflict-resolution strategy because

it does not address the real source of disagreement

technical skills

job-specific knowledge and techniques required to perform an organizational role

inequity

lack of fairness

relationship-oriented leaders

leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them

task-oriented leaders

leaders whose primary concern is to ensure that subordinates perform at a high level

Fiedler's contingency model suggests that

leadership styles are enduring characteristics; they cannot be changed or adjusted.

transformational leadership

leadership that makes subordinates aware of the importance of their jobs and performance to the organizational and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization

transactional leadership

leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance

Mei is a manager who uses her energetic personality and considerable persuasive skills to coordinate people and groups so their activities and efforts are in harmony. Mei exhibits the managerial skill of

leading

Which managerial task does a manager perform when he/she articulates a clear organizational vision for the organization's members to accomplish?

leading

Company Z has an organizational hierarchy with salespeople at the bottom, who report to regional sales managers, who in turn report to a director of marketing. The director of marketing reports to the CEO. This is an example of which of Fayol's principles of management?

line of authority

____ refers to a person's typical way of speaking

linguistic style

Diego is a hard worker. However, in his current organization, he feels that no matter how much effort he puts in, the environment limits his level of performance. In the context of expectancy theory, Diego is exhibiting

low expectancy

When negotiating the allocation of resources across departments, the business manager made sure that each department head had at least one of his or her highest priority needs addressed. This approach to exercising power is an example of

making everyone a winner

Parul's job is to use planning, organizing, leading, and controlling resources to achieve the goals of her company. Parul is performing the four essential _______ tasks

management

_____ is a face-to-face communication technique in which a manager goes to a work area and talks informally with employees about issues and concerns

management by wandering around

Task forces are generally

managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem

Marco is the product manager at Lawns R Us. He is sociable, affectionate, outgoing, and friendly with his employees and clients. How would you rate him on the Big Five personality traits?

marco is high on extraversion

Behavior is considered extrinsically motivated if it is driven by the desire for

material gain

___ is a valuable leadership trait that allows managers to avoid acting selfishly, control their feelings, and admit when they have made a mistake

maturity

Following a manager's unexpected retirement, multiple lead members of the group took initiative to address the manager's responsibilities until an official replacement could be named. This situation could create conflict due to

overlapping authority

Teri, an employee at MobileComm, perceives that while she contributes the same effort and skills to the organization as her colleague José, she receives higher pay and added perks. This is an example of

overpayment inequity

Marianna is working on improving her communication skills. To be a good listener, she should

paraphrase what the sender has said

synergy

performance gains that result when individuals and departments coordinate their actions

Managers need to empower self-managed teams, provide sufficient autonomy to them, and ensure that its members are motivated in the _______ stage of group development

performing

Arthur's work group receives annual bonuses based on how well the team meets project schedules. This is an example of _______ reinforcement.

positive

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty

expert power

power that is based on the special knowledge, skills, and expertise that a leader possesses

The president of Bank Fortuna is attempting to determine whether the bank has both the capability and the resources to open a branch facility in a new location. Which criterion of decision making is the president addressing?

practicality

personal mastery

process by which individuals develop a desire for personal learning that may continue indefinitely in the person's daily life, including work activities

data

raw, unsummarized, and unanalyzed facts

According to Fiedler's contingency model, _______ leaders worry more about whether subordinates like them

relationship oriented

An example of an instrumental value that is important to managers is

responsibility

Because of financial problems in the organization, the top management of an investment bank decides to lower costs and downsize the business by

restructuring

When Marta sold a property that had been on the market for a considerable length of time, Daniel gave her a commission bonus. What type of power was Daniel using

reward

When deciding on schedules, the construction manager takes into account probabilities related to delays in materials or the potential for bad weather that could impact progress. The manager is accounting for

risk

programmed decision making

routine, virtually automatic decision making that follows established rules or guidelines

heuristics

rules of thumb that simplify decision making

Elaine, a college professor, needs to select a textbook for an upcoming course. Her time is limited so she plans to review a few books from the many choices and pick an acceptable textbook even though she may not even be reviewing the best book available. What is this strategy called?

satisficing

satisficing

searching for and choosing an acceptable, or satisfactory, response to problems and opportunities rather than trying to make the best decision

People with an internal locus of control

see their own actions and behaviors as being major and decisive determinants of important outcomes

Roberta noticed some opportunities to increase literacy in her community so she pursued volunteer support and a government grant to establish an education program. This is an example of

social entrepreneurship

Jill is a member of a research and development team. Her weekly appraisal indicates that her personal contributions since joining the team are significantly lower than what she accomplished previously as an individual contributor. Jill's behavior exemplifies

social loafing

_______ is the tendency of group members to exert less effort when they work in groups than they would exert if they were acting alone

social loafing

Organizational _______ is the process by which newcomers internalize an organization's values and norms and behave in accordance with them

socialization

To be effective as a manager, one should use coercive power

sparingly because it can cause employees stress

To stimulate high motivation and performance, goal-setting theory suggests setting

specific goals that are difficult, but not impossible, to attain

standard operating procedures

specific sets of written instructions about how to perform a certain aspect of a task

division of labor

splitting the work to be performed into particular tasks and assigning tasks to individual workers

Jessie just started working at Alogics, an electronics company. During her first week of employment, she attended an orientation meeting in which the managers talked about the company's history. As they talked about the actions of those who contributed to Alogics's growth and those who caused problems over the years, Jessie learned what values and norms are appropriate to the organization's culture. The company used _______ to communicate organizational culture.

stories and language

organizing

structuring working relationships in a way that allows organizational members to work together to achieve organizational goals

The sales team needs production to deliver on schedule to satisfy customer contracts, while the production team needs sales to win enough contracts to keep production levels at an optimum level. _______ is a likely source of conflict between these two teams

task interdependence

The factory foreman at an automobile assembly plant is behind on meeting the quarterly production target due to an ongoing machinist strike lasting longer than anticipated. Conflict in this situation is attributed to

task interdependence?

A manager has increased his effectiveness by clearly defining employee goals and ensuring each employee understands how to achieve them. The manager has high

task structure

research and development teams

teams whose members have the expertise and experience needed to develop new products

virtual

teams whose members rarely or never meet face-to-face but, rather, interact by using various forms of information technology such as email, cloud computing, videoconferences, and various meeting and management apps

Wesley runs a printing company in a small community. The editor of the local newspaper told him that the paper would like to publish an article about the company's history and recent growth. Wesley feels he would like to use this opportunity to strengthen the employees' commitment to the company. He uses a rite of enhancement by

telling the editor about several employees he credits with contributing to the company's success

reward power

the ability of a manager to give or withhold tangible and intangible awards

coercive power

the ability of a manager to punish others

competitive advantage

the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do

conceptual skills

the ability to analyze and diagnose a situation and to distinguish between cause and effect

emotional intelligence

the ability to understand and manage one's moods and emotions and the moods/emotions of other people

human skills

the ability to understand, alter, lead, and control the behavior of other individuals and groups

information richness

the amount of information that a communication medium can carry and the extent to which the medium enables the sender and receiver to reach a common understanding

position power

the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading

legitimate power

the authority that a manager has by virtue of his or her position in an organization's hierarchy

Henri Fayol's principles of management are

the bedrock on which much of recent management theory and research is based

organizational commitment

the collection of feelings and beliefs that managers have about their organization as a whole

centralization

the concentration of authority at the top of the managerial hierarchy

turnaround management

the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper

risk

the degree of probability that the possible outcomes of a particular course of action will occur

group cohesiveness

the degree to which members are attracted to or loyal to their group

self esteem

the degree to which people feel good about themselves and their capabilities

task interdependence

the degree to which the work performed by one group influences the work performed by other members

organizational conflict

the discord that arises when the goals, interests, or values of different individuals or groups are incompatible and those individuals or groups block or thwart one another's attempts to achieve their objectives

nonverbal communication

the encoding of messages by means of facial expressions, body language, and style of dress

verbal communication

the encoding of messages into words, either written or spoken

empowerment

the expansion of employee's knowledge, tasks, and decision-making responsibilities

empowerment

the expansion of employees' knowledge, tasks, and decision-making responsibilities

need for achievement

the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

order

the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities

entrepreneurship

the mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services

optimum decision

the most appropriate decision in light of what managers believe to be the most desirable consequences for the organizations

Organizations can have a strong organizational culture when

the organizational commitment is strong

contingency theory

the organizational structures and control systems managers choose to depend on (are contingent on) characteristics of the external environment in which the organization operates

What happens when a manager uses the political strategy of being in a central position?

the overall success of the organization is seen as relying on the manager

medium

the pathway through which an encoded message is transmitted to a receiver

communication networks

the pathways along which information flows in groups and teams and throughout the organization

receiver

the person or group for whom a message is intended

sender

the person or group wishing to share information

management

the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively

information overload

the potential for important information to be ignored or overlooked while tangential information receives attention

authority

the power to hold people accountable for their actions and to make decisions concerning the use of organizational structure

job specialization

the process by which a division of labor occurs as different workers specialize in different tasks over time

leadership

the process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals

decision making

the process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action

organizational socialization

the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively

organizational learning

the process through which managers seek to improve employees' desire and ability to understand and manage the organization and its task environment

organizational environment

the set of forces and conditions that operate beyond the org's boundaries but affect a manager's ability to acquire and utilize resources

information technology

the set of methods or techniques for acquiring, organizing, storing, manipulating, and transmitting information

organizational culture

the shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals

communication

the sharing of information between two or more individuals or groups to reach a common understanding

unity of direction

the singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources

core competencies

the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another (competitive advantage)

Alderfer's ERG Theory

the theory that three universal needs - for existence, relatedness, and growth - constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivated at the same time

product life cycle

the way demand for a product changes in a predictable pattern over time

Accommodation is ineffective as a conflict-resolution strategy because

the weaker party who gives in might look for ways to get back at the stronger party in the future

need theories

theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs

learning theories

theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals

Steve Jobs recognized that consumers wanted a smaller mp3 player than they could buy at the time, so Apple developed the iPod. This demonstrates Teece's

theory of dynamic capabilities

dynamic capabilities

theory that organizations have the ability to build, integrate, and reconfigure processes to address rapidly changing internal and external environments (unique to each company)

Employees at Southwest Airlines have highly flexible job descriptions that enable them to chip in and help where needed. Employees are encouraged to help solve problems where they see them. Thus, it's not uncommon to see a Southwest manager helping move passenger luggage into aircraft or check in passengers at a gate. This demonstrates the concepts in

theory y

B2C Commerce

trade that takes place between a company and an individual customer using IT and the Internet

B2B commerce

trade that takes place between companies using IT and the Internet to link and coordinate value chains of different companies

e-commerce

trade that takes place between companies, and between companies and individuals, using IT and the internet

Julianna regularly reminds her team members of the purpose of their work and why they are important to the organization. She also keeps them focused on their own needs for personal growth and accomplishment. Julianna's _______ leadership style motivates the team to work for the good of the organization

transformational

When Apple created the iPod, it shifted its focus from computers to consumer electronics, demonstrating Teece's concept of

transforming

encoding

translating a message into understandable symbols or language

Decision making is the process in which managers make determinations about organizational goals and courses of action by responding to opportunities and threats

true

Fayol recommended the use of organizational charts to show the position and duties of each employee in the organization.

true

Joleen has just been promoted to president of her company. It is likely that she has a high need for power, which is an important trait in high-level managers

true

group

two or more people who interact with each other to accomplish certain goals or meet certain goals

Josh works for an advertising agency. There are several middle managers, but Josh only receives orders from and reports to one manager. Which of Fayol's principles of management is illustrated by Josh's relationship with his manager?

unity of command

Tayler is an engineer at an assembly plant for an auto company. Tayler receives orders from and reports to both his department manager and his project manager. This violates Fayol's principle of

unity of command

Carl works for a printing business that offers printing and copying, bookbinding, and graphic design. The business has a single, comprehensive long-term plan that guides every department. The business is following Fayol's principle of

unity of direction

Joey's subordinates don't realize that he is using his power to influence them. They support him because they believe the decisions he makes are appropriate. Joey is politically skilled and exercises his power

unobtrusively

rumors

unofficial pieces of information of interest to organizational members but with no identifiable source

uncertainty

unpredictability

Norms are

unwritten codes of conduct considered important by most members of a group

norms

unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization

A manager provides outcomes to his subordinates for good performance in the form of rewards that they value. According to expectancy theory, the manager is motivating through

valence

When generating alternatives to specific problems, it is important for managers to

view problems from a fresh perspective to enable creativity

Mary Parker Follett's primary criticism of Taylor's system of scientific management was that Taylor

was ignoring the human side of the organization and did not allow workers to exercise initiative and contribute to the organization.

overpayment inequity

when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent

underpayment inequity

when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent

filtering

withholding part of a message because of the mistaken belief that the receiver does not need or will not want the information