Final MGT 200 Oral Exam

19. What is control, what is its purpose, and what are the six reasons that control is needed in organizations? What are some of the downsides of tight control systems? Relate this to the Best Laid Incentives Plan case.

- Controlling is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. Purpose: To make sure that performance meets objectives. Six reasons control is needed- - To adapt to change and uncertainty - To discover irregularities and errors - To reduce costs, increase productivity, or add value - To detect opportunities - To deal with complexities - To decentralise decision making and facilitate teamwork Tight control systems discourage creativity and innovation. Front-line employees may receive less satisfaction from their jobs and may cut corners. Harder to adapt to changing conditions in the market. In the case study, Hiram's plan led to employees cutting calls short so they could meet targets and get rewarded.

27. Explain equity theory and discuss how managers can use this model to help motivate workers. Give an example from a team experience of an inequitable situation, and use it to illustrate how people react to such circumstances.

- Equity theory is basically how employees think they are being treated compared to their peers. - A way to turn this into a motivational tool is to set a system where employee's inputs match the output they receive. Also limit the difference in outputs you give one employee over another if they both have put in the same amount of Input. - An example from my own experience has come from a past job where the tips I received were pooled at the end of every shift and distributed to the entire staff valeting that day. I found this situation inequitable because some employees did not have the same exact job I had but were still receiving the benefits of my tips through the pooling process. So what I did to get rid of the inequity was leave the situation, I quite the job.

16. According to Buckingham (What Great Managers Do) what are the three things (levers) you need to know about someone to manage them well? Demonstrate your understanding by giving examples of each one. How do they relate to "playing chess"?

- To manage someone well you must know their current strengths, their triggers to those strengths, and how they learn. To know someone's strengths you must put them in situations that they either will succeed or fail. I terms of knowing how to trigger someone's strengths you must be able to know whether that person needs to learn how to do something, or possible needs a partner to eliminate weakness and show their strengths. As for knowing how someone learns, this helps managers figure out how they want to allow their employees to grow. Because a good manager will put someone in a position where their strengths will keep growing because they are in an environment they learn well in. Playing chess- know the strengths of each piece( the employees) and knowing where to put the piece (the employee) to win the game (be efficient in the company)

9. Explain the five conflict-handling styles managers use to resolve conflicts in teams. Under what circumstances is each style appropriate? Give examples of three instances you used any of the three styles in your team.

1) Avoiding: this approach involves managers ignore or suppressing a conflict. It will work when the conflicts are trivial, when people need some time to cool off their emotions. It will also work when the cost of dealing with that conflict outweighs the benefit of resolving the conflict. (2) Accommodating: this approach allows other party in the team to prevail, to ignore their own concerns to satisfy the concerns of other parties. It will work when the conflict is not about anything important, and it's possible to eventually get something back by accommodation. Example: when we were trying to set up a sacred meeting time, since we have seven people in our group and everyone is busy, it was hard for us to find out an available time for everyone. Then, some people in the team chose to change their time schedule a little bit so we can meet at a time that works for everyone. (3) Forcing: this approach is seen when managers rely on their authority to solve the conflicts but ignore others' needs. This approach will work when making an unpopular solution that must be implemented, and when others don't have to be committed to your viewpoint. Example: When we are deciding who is going to meet with the organization, we had a conflict since some people were not available at that time. Our team leader decided that some people would go to the meeting, and others would go to help the organization with the play. (4) Compromising: this approach is seen in both parties give up something to gain something. This approach will work when both parties have opposite viewpoint or possess equal powers. (5) Problem solving: managers will confront the issues and identify the problems, generating and weighing alternatives, and selecting a solution. It will works when the conflict involves complex situations and misunderstandings. Example: At the beginning, we decided to work with Day one organization, but while we were still waiting for the response from the organization, we decided to find a back-up organization just in case that the Day one would not be interested in our project. We did some research on several organizations, and we choose the one that we are now working with, since Day one did rejected us.

23. List and describe Lewin's change model. Suppose Bryant University wanted to decrease the incidence of underage drinking among our students both on and off campus. How should Bryant use Lewin's change model to guide its actions?

1. "Unfreezing": Creating the Motivation to Change- In the Unfreezing Stage, managers try to motivate employees to change by encouraging them to let go of attitudes and behaviors that are resistant to innovation. For this to be effective, employees need to become dissatisfied with the old ways of doing things. Managers also need to reduce the barriers to change during this stage. 2. "Changing": Learning New Ways of Doing Things- In the Changing Stage, employees need to be given the tools to change (new information, new perspectives, new models of behavior). Managers can provide help here by providing benchmarking results, role models, mentors, experts, and training. Managers should also convey the idea that change is continuous process, not a one time event. 3. "Refreezing": Making the New Ways Normal- In the Refreezing Stage, employees need to be helped to integrate the changed attitudes and behaviors into normal ways of doing things. Managers can assist by encouraging employees to exhibit the new change and then, through additional coaching and modeling, by reinforcing the employees in the desired change. If Bryant wanted to use Lewin's change model to guide its actions regarding the decrease of underage drinking on and off campus, they should: 1. Encourage students to partake in activities that do not involve the consumption of alcohol, citing the drawbacks and dangers that come with alcohol. However, for this to be effective, students would have to become bored/uninterested with drinking alcohol. (Unfreezing) 2. Schedule events that would attract the attendance of many students, providing them new ways to spend their time as opposed to drinking alcohol. (Changing) 3. The new events would have to resonate with the student body to the point where they would feel no need to drink alcohol as a source of enjoyment each weekend. (Refreezing)

20. Explain the four perspectives of the balanced scorecard and how a balanced scorecard is related to a strategy map. How could this assist your team to better manage the service learning project?

1. Customer satisfaction: "How do customers see us?" The balanced scorecard translate the mission of customer service into specific measures of concerns that really matter: time between placing an horder and taking delivery, quality in terms of defect level, satisfaction with products and service, and cost. 2. Internal processes: "what must we excel at?" What must the company do internally to meet customers' expectations? Business processes such as quality, employee skills and productivity. Top management's judgements on internal processes must be linked 3. Innovation and improvement activities: "Can we continue to improve and create value?" Learning and growth of employees is the foundation for innovation and creativity. Create a company culture the questions the status quo, make sure resources are available to employees to do their job. 4. Financial measures: "How do we look to shareholders?" Typical financial goals have to do with profitability, growth and shareholder values. We could apply internal processes by helping our non-profit organization to perfect their internal organization.

21. What are the two core principles of TQM? Explain the assumptions underlying each. Give a specific example of how each would be used in a business setting. Could they be used on your service learning team? How?

1. People orientation: Focusing everyone on delivering customer values. Organization adopting TQM value people as their most important resources, both the people who create the product and who receive them. Assumptions: ● Delivering customers' values is most important: The purpose of TQM is to focus on people.--Starbucks always put customer in the first consideration. ● People would focus on quality if given empowerment: TQM assumes that employees will concentrate on making quality improvement if given the decision making power to do so. --Employees in Google have decision making power, and they are likely to contribute themselves more when compared to those in other companies. ● TQM requires training, team-work and cross-functional efforts: Employees and suppliers need to be well trained and they need to work as a team. -- In pizzeria case, employees were not well trained and they did not intend to work as a team, and that contribute to their failure in management. 2. Improvement orientation: Focusing everyone on continuously improving work. Continuous improvement is defined as ongoing small, incremental improvements in all parts of organizations. Assumptions: ● It's less expensive to do it right at the first time. -- If you screwed up on the first time, you need to pay the same amount of cost to produce the next one. ● It's better to do small improvement all the time.-- Apple's products. ● Accurate standards must be followed to eliminate small variations.-- Starbucks has the same standards for every store all around the world. ● There must be strong commitment from top management.

5. List and explain the three benefits of planning. What observations do you have about how your sponsoring organization realized these benefits? Or, what were the missed opportunities?

1. Planning helps you check your progress 2. Planning helps you coordinate your activities 3. Planning helps you think ahead 4. Planning helps you cope with uncertainty Our organization has missed some early opportunities due to poor planning, I have tried to make arrangements with Carmen for us to attend the Saturday rehearsals for the play on October 24th, but she does not have the schedule planned out enough to tell us exactly who she would need and when.

3. What are the three skills that exceptional managers need? Explain and give an example of each one. Which is most important and why?

1. Technical Skills—The Ability to Perform a Specific Job This skill requires a manager to have the job-specific knowledge as well as the proficiency needed to perform well in a specialized field. This skill is more important at the lower levels of management- that is, among employees in their first professional jobs and first line managers. For example, proficiency and knowledge in accounting is required for a management position in a public accounting firm. 2. Conceptual Skills—The Ability to Think Analytically Conceptual skills consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together. This skill is important in top management positions since they'll have to deal with problems that are ambiguous but that could have far-reaching consequences. A manager can display good conceptual skills when he or she analyses the problems of the organization and simplifies them. For example, in General Motors, the CEO Mary Barra made designs in product-development more efficient by using the same parts in many models. 3. Human Skills—"Soft Skills," the Ability to Interact Well with People Human skills consist of the ability to work well in cooperation with other people to get things done. In order for manager to work well with others, they need to possess "soft skills". These soft skills include the ability to motivate, inspire trust, and to communicate with others. This skill is important for managers of all levels. A manager displays human skills when he or she can collaborate with employees to identify issues within the company and solve them as a team. All three skills are equally important for a manager to be classified as an exceptional one. However, CEOs and employers tend to value human skills as more important than the other two when recruiting managers since the job of a manager in the 21st century is geared towards asking probing questions and forcing the people beneath them to think and find the right answers. (Management ebook)

7. Define the components of the acronym SMART in goal setting. Provide an example of a SMART goal and demonstrate that it meets all criteria.

A SMART goal has components of specific, measurable, attainable, results-oriented and target dates. · Specific: a team should have a specific goal rather than a vague one, avoiding use general and big word to describe the goal. · Measureable: goals should also be measurable, or quantifiable, which means there will be a way to measure the degree of which goal has been reached. · Attainable: though the goals should be challenging, they should also be realistic, which means they are possible to reach the goals with team's resource and within the scope of time. · Result-oriented: goals should support the organization's vision. · Target dates: Goals should specify the target dates or deadline dates when they are to be attained. Example: Our team is going to help the non-profit organization to expand its influence in social media by setting up Instagram page and twitter. We want to have at least 1000 followers on its Instagram till the end of this semester, and 10% increase in the number of volunteers for the organization. To reach our goal, we will volunteer in a play that host by the organization on 10/24, and set up the social media by 10.24.

1. What are the seven challenges for managers in the 21st Century? Which two of these seem to be most challenging to your sponsoring organization? How is that evident?

Challenge #1: Managing for Competitive Advantage—Staying Ahead of Rivals Challenge #2: Managing for Diversity—The Future Won't Resemble the Past Challenge #3: Managing for Globalization—The Expanding Management Universe Challenge #4: Managing for Information Technology—Dealing with the "New Normal" Challenge #5: Managing for Ethical Standards Challenge #6: Managing for Sustainability—The Business of Green Challenge #7: Managing for Happiness & Meaningfulness The two we have identified as the most challenging to our organization are managing for information technology and managing for diversity. Carmen, our non-profit supervisor discussed how the RICADV struggled to keep up with the latest and most popular social networking platforms which showed the organization's challenge with managing for information technology. She also mentioned that they were trying to extend their campaign to the younger generation but were not quite there yet. This shows the challenge they face managing for globalization. (Management ebook)

10. Name the nine major considerations when building a group into an effective team. Briefly, describe what a manager should do in each area.

Cooperation-managers need to encourage the share of knowledge and learn from one another. Trust-managers need to communicate truthfully, offer support, show respect, show fairness, and show predictability Cohesiveness-managers should encourage face-to-face exchanges at work. Performance Goals & Feedback- managers should set goals measurable performance goals and continually give feedback Motivation through Mutual Accountability-managers allow the teams to hire new members Size-size should be determined by the team's purpose Roles-making sure that each person on the team has a purpose(getting work done vs keeping team together) Norms-set guidelines and rules of behaviors that the team members should follow Groupthink-allow criticism and allow other perspectives

28. Explain expectancy theory, and discuss how managers can use this model to help motivate employees. From the article, "8 Tips to Help First Time Managers Thrive," explain two tips that could help facilitate motivation as it relates to this theory.

Expectancy theory of motivation states that people are naturally motivated by two things: 1. How much they want something 2. How likely they are to get it In other words, if people are faced with a choice, they are going to make the choice with the greatest achievable reward. Expectancy theory is based on three elements: Expectancy, Instrumentality, and Valence. 1. Expectancy is the belief that a greater amount of effort exerted will lead to a greater performance. For example, if an employee believes that spending more hours on selling t-shirts will result in more t-shirts sold, they they have a high effort-to-performance expectancy. 2. Instrumentality is the belief that successful performance of a task will lead to a desired outcome or reward. For example, if an employee believes they will receive a raise if they sell more t-shirts than expected, they have a high performance-to-reward expectancy. 3. Valence is the importance or value an employee puts on their desired outcome or reward. For example, if you aggressively seek a raise and/or a promotion, you are said to have high valence. Two tips from the article "8 Tips to Help First Time Managers Thrive"that could help facilitate motivation in relation to the expectancy theory are that YOU are the example and it is important to prioritize one-on-one check ins. If you as a manager are not motivated, then your employees are not likely to be motivated to achieve their goals either. Prioritizing your one-on-one check ins with employees is important for their motivation so they know you're keeping track of their goals and rewards for said goals.

4. Pretend that you are teaching a class and explain MBO (60 seconds), including the name of the person who created it. After that, explain the four steps in the MBO process and the three things that have to happen for MBO to be successful? What is the purpose of MBO?

First implemented by Peter Drucker in 1954, Management By Objectives is a four-step process in which broad, general company goals into more specific ones. The ultimate objective of MBO is to motivate one's employees as opposed to controlling them. The four steps are as follows: Purpose: Motivate Employees as opposed to controlling. 1. Managers and employees jointly set goals for the employees 2. Managers develop action plans 3. Managers and employees periodically review the employee's performance 4. Managers make a performance review and reward the employees with the best results. For MBO to be successful, the following three things have to happen. 1. Top Management Must Be Committed "When top-management commitment [to MBO] was high," said one review, "the average gain in productivity was 56%. When commitment was low, the average gain in productivity was only 6%."67 2. It Must Be Applied Organizationwide The program has to be put in place throughout the entire organization. That is, it cannot be applied in just some divisions and departments; it has to be done in all of them. 3. Objectives Must "Cascade" MBO works by cascading objectives down through the organization; that is, objectives are structured in a unified hierarchy, becoming more specific at lower levels of the organization. Top managers set general organizational objectives, which are translated into divisional objectives, which are translated into departmental objectives. The hierarchy ends in individual objectives set by each employee.

11. Describe the stages of group development. What should the leader do to facilitate it? How did this work in your team?

Forming-allow time for people to become acquainted and to socialize Storming-encourage members to suggest ideas, voice disagreements, and work through their conflicts and tasks and goals. Norming-emphasize unity and help them identify team goals and values Performing-allow members the empowerment they need to work on tasks Adjourning-help the transition by using ritual celebrations like parties and award ceremonies. And emphasize valuable lessons learned in group dynamics for their future.

34. Describe House's Path Goal theory. Using this model, how did Lt. Tyler influence leadership acceptance?

House's theory advocates servant leadership. As per servant leadership theory, leadership is not viewed as a position of power. Rather, leaders act as coaches and facilitators to their subordinates. According to House's path-goal theory, a leader's effectiveness depends on several employee and environmental contingent factors and certain leadership styles. The four leadership styles are: Directive: Here the leader provides guidelines, lets subordinates know what is expected of them, sets performance standards for them, and controls behavior when performance standards are not met. He makes judicious use of rewards and disciplinary action. The style is the same as task-oriented one. Supportive: The leader is friendly towards subordinates and displays personal concern for their needs, welfare, and well-being. This style is the same as people-oriented leadership. Participative: The leader believes in group decision-making and shares information with subordinates. He consults his subordinates on important decisions related to work, task goals, and paths to resolve goals. Achievement-oriented: The leader sets challenging goals and encourages employees to reach their peak performance. The leader believes that employees are responsible enough to accomplish challenging goals. This is the same as goal-setting theory.

17. From the article How to Preempt Team Conflict, explain the five conversations and give an example of how you might use each in your future career.

Look- The notion that conclusions are drawn about peers in the workplace based on how one looks, dresses, or speaks. The point of this conversation is to recognize the difference in how one BELIEVES they are presenting themselves and how they actually are presenting themselves. This conversation also provides peers with the opportunity to learn about the "drivers of status" that each person has. For example, one person's indication of status could be the amount of experience they have in the field while someone else's may be the college/university they received their degree from. Depending on the field, some factors may hold more significance than others, which is something each member should keep in mind. Having this conversation would be useful in a future career because it allows employees/group members to engage, learn about one another's frame of mind, and how they differ or are the same. Act- When working with people of different backgrounds, something to be aware of are the different cultural norms that come along. Common gestures that we consider friendly or harmless may exhibit the opposite reactions to people of different ethnic backgrounds. An example of this would be the physical boundaries that vary among ethnicities. Some people have no issue with peers being close to them while others prefer a certain amount of space between one another. Speak- The words people choose to express themselves, tolerance for candor, humor, pauses and interruptions. Again, working with people of different backgrounds, including people from different states, may cause some confusion in regards to speech. What may be common terminology where we are from may not be common for someone else. Also, not allowing someone to express their thoughts while you have had the opportunity to express yours would be detrimental to a team's morale. An example of how speech may be used in a future career would be the difference in meaning of the phrase "I promise." For some people, that phrase is a guarantee of something to happen in the future while to others it is simply an aspiration. Think- The way group members feel about the work they have put in. Because groups consist of different people with different mindsets, this can be a difficult process. It is important to allow each member to express their logic for why they think the way they do. This is especially important when making a vital decision, an open-forum type of conversation will allow the group to make the best possible decision together. An example of this would be in the hypothetical situation that a group member does not agree with/understand why someone went about a certain task the way they did. Instead of dismissing their work, the person should allow the other to explain why they went about the task in the way they did because ultimately they could end up agreeing and/or enhancing the way in which the task was performed. Feel- How group members handle their emotions when faced with conflict or disagreement. An example of this would be if one person is more expressive in times of conflict while another person is more reserved and calm. The lack of expression does not mean the more reserved person is less concerned with the performance of the group, it simply means they handle disagreement/conflict in a different manner.

15. According to Becoming the Boss, what are the five myths and realities? For each of the five realities, discuss the strategy to manage effectively and give an example.

Interdependency "It's humbling that someone who works for me could get me fired." "Everything but" "Folks were wary, and you really had to earn it." Commitment "Compliance does not equal commitment." Leading the team "I need to create a culture that will allow the group to fulfill its potential." Making changes that will make the team perform better "I am responsible for initiating changes to enhance the group's performance. Interdependence shows that you can do your own work and take responsibility for the work you submit. Commitment is when you show that you are for the team in your work environment and common goals may trump individual achievements for the greater good. Leading the team shows that you can take up a role in your company and show others what the right way to do things is and be the role model for the people looking up at you. Making changes that will make the team perform better is a way of saying you have situational awareness and that when things aren't working, you know when to change things up and how to do it.

14. Identify and explain the nine symptoms of Groupthink. What symptoms of Groupthink have you observed within your group or sponsoring organization? What recommendations would you make as to how Groupthink could be mitigated or avoided?

Invulnerability- provides confidence or degree of reassurance about obvious dangers and leads them to become over optimistic and willing to take risk. Rationale- victims of groupthink ignore warnings. Discount warnings and forms of negative feedback. Sometimes avoiding the opposite perspective Morality- groups members are inclined to ignore the ethical or moral consequences of their decisions due to inherent morality in the group. Negative things can come out of it. Ex: Things left left unsaid in group meetings Stereotypes- stereotyped views of the leaders of enemy groups. Causing it to be impossible to bring up another viewpoint Pressure- direct pressure applied to an individual expressing doubts or questions the argument Self-censorship- members avoid deviating from the group consensus. They keep silent about doubts and lower the importance of their doubts or misgivings. Unanimity- the thought that if an individual remains silent during any part of the discussion is in full agreement with what others are saying. Individuals are more likely to agree if the whole group is in agreement Mindguards- victims of groupthink sometimes appoint themselves as mindguards to protect the leader or fellow members from information that might break the agreement, effectiveness, or morality of the decision. Within the group, I have noticed unanimity, pressure, and self-censorship. Groupthink can be avoided by initially stating norms and encouraging team members to speak up. A leader can also ask each member their opinion before a decision or make up a process to receive opinions anonymously if a member feels uncomfortable.

26. Explain the difference between motivating factors and hygiene factors in Herzberg's theory of motivation. Using the Perfect Pizzeria case, give at least one example of each. How could a manager use this distinction in trying to motivate employees at the pizzeria?

Motivating factors are things that will make employees satisfied and satisfied to continue doing their job. - Hygiene Factors are those that employees find unsatisfactory and could make them quit In the Perfect Pizzeria case, a motivating factor would be the bonus managers receive by having employees limit their mistakes. On the other hand a hygiene factor would be the system that would terminate employees who make a certain amount of mistakes, this led some employees to quit and all the others to perform worse than any other time period prior to the system being activated.

13. What are the five basic behaviors to help you better handle conflict? Explain each one.

Openness- stating your views openly and honestly. Look at the conflict as a better way of understanding Equality - treat others ideas as equal to yours allowing them to express their opinions. Evaluate fairly Empathy- try to experience the other person's feelings Supportiveness- let the other person know you want to find a compromising solution. Describe your difficulty of understanding without judging. Positiveness- be positive about the other person and express willingness to find a solution

12. Explain the three principal kinds of conflict and give two examples of how each one may occur.

Personality Conflicts-when people's' personality clash & when there is a pressure of time Intergroup Conflicts-goals are inconsistent & when job boundaries are unclear Multicultural Conflicts-when companies or teams merge or do a joint ventures. Caused by different norms of how to think and act.

Describe the three barriers of communication and how to remove or mitigate them.

Physical Barriers- Walls, loud noises, time zone differences, telephone-line static, crashed computers, and other physical problems that hinder communication between two parties. Semantic Barriers- the study of the meaning of words and the way certain words/phrases can be interpreted. Ex. from the book: When a supervisor tells you, "We need to get this done right away," what does it mean? Does "We" mean just you? You and your coworkers? Or you, your coworkers, and the boss? Does "right away" mean today, tomorrow, or next week? These are examples of semantic barriers. 3. Personal Barriers- (9 of these) Variations in How Information is Processed & Interpreted- The idea that because people use different frames of reference to interpret the world around them, they are selective about what things have meaning to them and what don't. Variations in Trustworthiness & Credibility- Lack of trust between one person and another will result in flawed communication. Instead of communicating, both of you will be concentrating defensive tactics, not the meaning of the message being exchanged. Oversized Egos- Egos can cause political battles, turf wars, and the pursuit of power, credit, and resources. Egos influence how we treat each other people as well as how receptive we are to being influenced by others. Big egos are certainly a factor when managers tune out other workers' ideas. Faulty Listening Skills- Thinking of how you are going to respond to someone instead of intently listening to what they are saying. Tendency to Judge Others' Messages- The natural tendency people have to judge other people's statements from our own point of view. Inability to Listen with Understanding- Imagining yourself in the other person's shoes. When you listen with understanding, it makes you feel less defensive (even if the message is criticism) and improves your accuracy in perceiving the message. Stereotypes & Understanding- Oversimplified beliefs about a certain group of people. Nonverbal Communication- Messages sent outside of the written or spoken word. (ex. Facial expressions and gestures)

2. Define the four management functions. Assess your non-profit supervisor with regard to his/her effectiveness on these four functions. What specific suggestions do you have for how he/she can improve?

Planning is defined as setting goals and deciding how to achieve them. Carmen displayed some lack of planning when she was unable to provide us with a clear schedule for the rehearsals towards the play on the 24th of October. Perhaps we would have been able to make arrangements to attend rehearsals earlier if she had planned a schedule earlier. Organizing is defined as arranging tasks, people, and other resources to accomplish the work. The organization's supervisor seems to have a strong sense of organization since she has managed to gather practically all the resources required for the success of the play on the 24th. Leading is defined as motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals. Carmen did well directing us to prepare for our project when she gave us handouts that gave us more details about the organization. She also motivated us when she gave us a speech about the cause and convinced us to put our hearts into the project. Controlling is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. Since we are still in the developing stages of the project, we haven't had the opportunity to assess our supervisor on her controlling skills. (management ebook) Example: in the future, carmen can give us feedback on plans we come up with, providing us feedback can stand as corrective action

30. List and explain the five sources of power. Give an example of each source of power using characters from the movie 12 Angry Men.

Reward Power- power that results from managers' authority to reward their subordinates. Influences Behavior by promising or giving rewards. Coercive Power- Results from manager's authority to punish their subordinates. Influencing behavior by threatening or giving punishment. Garage owner Legitimate Power- Power that results from managers' formal position- Foreman Expert Power- Power resulting from one's specialized information or expertise. Advertise marketer Referent Power- Power deriving from one's personal attraction, personality and attitude. Architect

24. List and explain Kotter's eight steps to avoiding the eight common errors senior management usually makes when leading organizational change. Suppose Bryant University wanted to decrease the incidence of underage drinking among our students both on and off campus. How should Bryant use Kotter's eight steps to guide its actions?

Step Name Description 1 Establish a sense of urgency Unfreeze organization by creating a reason for why change is needed 2 Create the guiding coalition Create a cross-functional, cross-level group of people with enough power to lead the change 3 Develop a vision and a strategy Create a vision and a strategic plan to guide the change process 4 Communicate the change vision Create and implement a communication strategy that consistently communicates the new vision and strategic plan 5 Empower broad-based power Eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem solving. 6 Generate short-term wins Plan for and create short-term "wins" or improvements. Recognize and reward people who contribute to the wins. 7 Consolidate gains and produce more change The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. 8 Anchor new approaches in the culture Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession.

18. From the article Who's Got the Monkey, discuss subordinate imposed time. What is it and why does it happen? What are three specific examples of this from the "Case of Missing Time"? How can it be avoided? Give an example of an instance where you experienced it? What was the outcome? What could have been done differently?

Subordinate Imposed Time- Time spent performing tasks that were initially the responsibility of other employees that a manager takes on him/herself instead of helping the employee find a way to accomplish that goal on their own. Three Examples- 1. When Al, the stockroom foreman, asked Chet to find him a new man because one of his did not arrive to work 2. When Marilyn, the office manager, asked Chet if he could suggest another clerical operator for the sealing machine to replace the regular operator 3. The "heart-to-heart" conversation with a press helper who seemed to need frequent reassurance Subordinate Imposed Time can be avoided by improving time management skills and properly delegating responsibilities to employees in order for the manager to accomplish their goals as well. Poor planning results in difficulty to balance all life's obligations. An example would be overworking yourself in a group project by allowing yourself to take on the most responsibility. This can be a result of a lack of trust in your group's ability to accomplish certain tasks. The outcome typically is stress and work below average because of a lack of trust exhibited throughout the team. In order to achieve the most, group members should have trust in one another's ability and be able to help one another when needed.

31. Using the architect from Twelve Angry Men, describe his leadership style, and how his leadership style impacted the way he influenced the other 11 jurors. Specifically, which influence tactics did he use and how did he minimize group think?

The architect was a participative leader (I think). He was very consultative and worked out the problems with the other jurors when they were trying to decide if the boy was guilty or not. He solicited their suggestions and concerns. He used a lot of intellectual stimulation to help the other jurors rethink rational ways to examine the murder. He sometimes used individual attention to develop several characters and make them more confident. He was also a charismatic character. By intellectually stimulating the other jurors he relieved the direct pressure being exerted on them by the garage owner and the small business owner and minimized groupthink.

25. Explain the need-based perspective on motivation. Identify three of this type of theory, and list the needs that each includes. Relate one of these to the Perfect Pizzeria case. Be specific with your answer.

The need- based perspective on motivation essentially says that people will be motivated to accomplish goals if their needs are met with each goal accomplished. So using their needs is a incentive to motivate employees to accomplish goals. - o Need for achievement—"I need to excel at tasks." This is the desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks. o Need for affiliation—"I need close relationships." This is the desire for friendly and warm relations with other people. o Need for power—"I need to control others." This is the desire to be responsible for other people, to influence their behavior or to control them. An example from the Perfect Pizzeria would be the "need for achievement" this need reflects that of the managers in the Pizzeria. These managers got a bonus if their employees kept their mistakes to a minimum. So the need to achieve this goal and receive their bonus was the company's motivator to its managers.

8. What is the planning/ control cycle and how does it apply to your service learning project.

The planning-control cycle: (1) make the plan. (2)Carry out the plan. (3)Control the direction by comparing results with the plan. (4)Control the direction by taking corrective action in two ways-namely (a) by correcting deviations in the plan being carried out or (b) by improving future plans. Application: We will make a SMART plan before a specific date, then we will carry out the plan. During carrying out the plan, we will compare our achievement in this period to the final goal. After we find out problems, we can correct our operations or improve our plan.

6. Explain the different types of planning for the different levels of management. Include the typical time frame for which each plan is created.

Top Management performs Strategic Planning, which outlines the company's goals over the next one to five years. Middle Management performs Tactical Planning, which outlines the company's goals over the next six months to two years. First Line Management performs Operational Planning, which can outline a company's goals as short as week-to-week, anytime up to one year.

22. List and explain the eight tips to help first time managers thrive. How might you use any of these tips to assist you in your first management job?

Understand the business- you need to be prepared to address questions from direct reports. Spend time with senior leaders and ask questions. Prioritize your one-on-one check-ins- Block time on your calendar, helps employees in career development, managing priorities, and answering questions they may have. Stay in the trenches-You can still do the "dirty work". Keep an eye out on day to day things to jump and grab the opportunity. YOU are the example- Others will act and behave like you do. You are the example, your values are demonstrated. Understand the importance of delegation- You cannot be everywhere, let others lead to grow their abilities. Find a mentor-Look across the company and approach someone to ask questions or for when you need support. Be consistent-if you flip flop on decisions, your team will start to lose trust in your ability. Take your time, you do not want to lead with emotions. Know the relationships have changed- you are now a peers boss and need to make it transparent. Set clear ground rules and have upfront conversations. (1:1s)

33. Apply the Communication Model to your team's semester project. What role to encoding, decoding, mental models and code books play in interacting with team members as well as with your non-profit organization?

answer in google doc

29. Identify and define the Big 5 personality dimensions. Which of these are related to job performance? Describe how you would rate yourself on each of these dimensions, and explain

why. Yiyu 1 Extroversion: how outgoing, talkative, sociable and assertive a person is 2 Agreeableness: how trusting, good-natured, cooperative and soft-hearted one is 3 Conscientiousness: how dependable, responsible, achievement-oriented, and persistent one is 4 Emotional Stability: how relaxed, secured, and unworried one is 5 Openness to experience: how intellectual, imaginative, curious, and broad-minded one is.