Management exam ch 11, Chapter 11 Managing individual differences and behavior, chapter 10 quiz, MGT 340 ch. 10, 3000 10.1-10.4, Principles of Management, quiz 3, MGMT 301 QUIZ 9 (EXAM 3), MGT Chapter 9, MGMT Ch 9, Matrix Organization, Job Design, an...

moderately effective

Intensive, personalized feedback is _______ ________ in improving long-term judgment. A. mostly useless B. moderately effective C. extremely effective D. (an) essential tool

Representativeness

Intuition often leads us to believe that extroverted people who can speak coherently about their goals and their jobs are more likely to perform well. Which bias is characteristic of this belief? A. Availability B. Affect heuristic C. Representativeness D. Confirmation heuristic

Message

Is transmitted through a medium

Which of the following is NOT true about drug and alcohol tests?

Job applicants can be tested selectively

tacit knowledge

Knowledge contained in people's heads; not readily explainable

Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ____ culture.

Market A market culture has a strong external focus and values stability and control. Kia Motors, which fires executives who don't meet their sales goals, is an example of a company with a very aggressive and competitive market culture.

postions

Negotiators often give too much attention to the other party's ___________ and not to finding out their underlying interests A. wish lists B. biases C. postions D. underlying demands

Ann is a teacher who became interested in helping adults in some of the poorer neighborhoods learn how to read. She plans to start a reading center in a low income area to help residents with reading skills at no cost. Ann's center is an example of a(n) _____.

Nonprofit organization A nonprofit organization is formed to offer services to some clients, as the Humane Society does, not to make a profit.

Crowdsourcing

Occurs when companies invite non employees to contribute to particular goals and manage the process via the Internet

opposite

One of the most general debiasing strategies, which forces people to explicitly consider alternatives to what they believe is the correct answer, is known as "consider the _________." A. alternative B. facts C. data D. opposite

Preferring a nominal wage increase that does not cover inflation over a wage cut.

People display inconsistency by: A. Preferring a nominal wage increase that does not cover inflation over a wage cut. B. Punishing retailers that raise prices in response to demand. C. Giving some money to the other party in ultimatum and dictator games. D. Willingness to pay for punishment of unfair players.

Which of the following is not a recommended way to manage innovation and change? Look for opportunities in unconventional ways. Prevent failure at all cost. Give one consistent explanation for the change. Have the courage to follow your ideas. Don't stomp on new ideas.

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

marginal/small

Research has found that complex linear models produce _____________ improvements to simple linear models. A. marginal/small B. significant C. many variations in D. alternative

Around 6%

Roughly what is the percentage of mutual funds will outperform the market both this year and the next year? A. Around 50% B. Around 25% C. Around 6% D. Around 0.1%

Goleman's Dimensions of Emotional Intelligence in the Workplace

Self-awareness; Self-management, Self-motivation, Empathy, Social skills

Nonverbal communication

Silent language; non-word human responses and the perceived characteristics of the environment through which the human verbal or nonverbal messages are transmitted

Philip, a shift manager in a factory, has 40 employees on his shift that he directly supervises. The 40 workers who report directly to Philip represent his _____.

Span of Control The span of control, or span of management, refers to the number of people reporting directly to a given manager.

Not easily identified as irrational.

Specific actions of parties engaged in competitive irrationality are: A. More likely to occur as their commitment escalates. B. Irrational to the extent that the initial commitment is irrational. C. Not easily identified as irrational. D. Rational by definition.

Deliberate rationality

The adjustment of means to ends has been deliberatively sought by the individual or organization

Their operating fees are lower

The basic advantage of index funds over actively managed mutual funds is that: A. They have a higher likelihood of outperforming the market. B. They will always yield a profit, however small. C. Their operating fees are lower. D. All of the above.

Luann is conducting a performance appraisal on Bill. The form her company uses asks her to list the objectives that she and Bill agreed to last year, and indicate how well he met each objective. Luann's company is using a(n) ________ system of performance appraisal. a.Objective b.BARS c.Trait d.Informal

The correct answer is "A" - objective

Communication

The exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved

want self

The fact that the benefits of saving for retirement occur only in the distant future makes it easy for the _______ _______ to dominate people's decisions and to cause them to save less. A. want self B. group self C. passive person D. aggressive person

Interpersonal communication

The major emphasis is transferring information from one person to the other

Context-specific.

The most successful debiasing strategies tend to be: A. Counter-intuitive. B. Context-specific. C. Good only for the short term. D. Useful only for detecting bias.

Sender

The person wanting to communicate information - the message

Compared to internal recruiting, which of the following is true of external recruiting?

The process is more expensive and takes longer

Listening

The process of actively decoding and interpreting verbal messages.

Two-way face-to-face conversaton

The richest form of communication. Provides immediate feedback and allows for the observation of multiple cues such as body language and tone of voice.

Burnout

The state of emotional,mental, and even physical exhaustion -call in sick - miss deadlines -take longer lunch breaks -indifference to performance

Nonverbal communication, active listening, and non defensive communication

Three communication skills that affect your communication competence

Written memos or letters

Time consuming, but a good medium when it is difficult to meet with the other person, when formality and a written record are important, and when face-to-face interaction is not necessary to enhance understanding.

When managers and employees within the same department are brought together in cross-functional teams to solve particular problems, this is a team-based design. T/F

True

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

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

Radical innovation creates products, services, or technologies that don't exist yet. True False

True Radical (transformational) innovation creates products, services, or technologies that don't exist yet.

General Mental Ability; GMA

Verbal comprehension, Numerical, Spatial visualization, Perceptual speed, Memory, Inductive reasoning

Each party's known information about the other party's position.

Which of the following is not a key set of information in Raiffa's framework for approaching negotiations? A. Each party's BATNA. B. The relative importance of each party's interests. C. Each party's known information about the other party's position. D. Each party's set of interests.

A present decision that is likely to generate further losses.

Which of the following is not likely to produce escalation of commitment? A. A present state that is below expectations. B. A present decision that is likely to generate further losses. C. A present decision that is a result of a previous decision. D. Past investment of a great deal of resources in a selected course of action.

Strategic human resource planning consists of developing a systematic, comprehensive strategy for organizational needs. Which of the following statements is INCORRECT?

You will find job analysis, job description, and job specification in most job postings

Sunk cost

a cost that has already been committed and cannot be recovered

subjective well-being; swb

a more scientific-sounding term for what people usually mean by happiness; 1. happiness is a process, not a place; 2. there is an optimal level of happiness; 3. clearly related to health and longevity, relationships and effectiveness at work

Human Resource Management

activities managers perform to plan for, attract, develop, and retain an effective workforce

Values

are abstract ideals that guide one's thinking and behavior across all situations.

Roles

are sets of behaviors that people expect of occupants of a position.

9 Biases

availability, representativeness, confirmation, sunk-cost, anchoring and adjustment, overconfidence, hindsight, framing, escalation of commitment

The question "What was the best idea you ever sold to a supervisor, teacher, peer, or subordinate?" would be used in which type of interview situation? -unstructured interview -situational interview -behavioral-description interview -compatibility test -performance test

behavioral-description interview In the behavioral-description interview, the interviewer explores what applicants have actually done in the past. Example: "What was the best idea you ever sold to a supervisor, teacher, peer, or subordinate?" This question (asked by the U.S. Army of college students applying for its officer training program) is designed to assess the applicant's ability to influence others.

What are some benefits of culture?

boundary defining role, conveys a sense of identity, facilitates a generation of commitment, enhances social system stability, sense making & control mechanism

A __________ is a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways.

change agent

Competing Values Framework

classifies organizational culture into 4 types -clan, adhocracy, market, hierarchy

Benchmarking

company compares its performance with that of high-performing organizations

Appraisal

consists of assessing an employee's performance and providing them with feedback

strategic human resource planning

consists of developing a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs

collective bargaining

consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security

Human resource management

consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce

Telephone conversations

convenient, fast, and private but lack nonverbal information.

How do you assess a Company's culture?

de facto rules for inclusion, power structure, reward and punishment system, problems repeatedly confronted and successfully addressed

Organizational Design

designs optimal structures of accountability and responsibility that an organization uses to execute its strategies

trait-like

dispositional; relatively fixed across situations, and time

Conditions that enable culture change

dramatic crisis, turnover in leadership, young and small organization, weak culture

Human Capital

economic or productive potential of employee knowledge, experience, and actions

Greg, the CEO of Organic Market, wants managers and employees to instruct each other about the organization's chosen values and beliefs. Greg has encouraged the seasoned employees to retell stories about the company legends, and he plans on bringing back the monthly rewards. Greg is endeavoring to

embed company culture

Emotional Intelligence

emotional intelligence is the ability to monitor your and others' feelings and to use this information to guide your thinking and actions.

Equal Employment Opportunity Commission (EEO)

enforce anti-discrimination and other employment-related laws

Rational Decision Making Model

explains how managers should make decisions to further the organizations best interests

Espoused Values

explicitly stated values and norms preferred by an organization

Employees resist change for all the following reasons except

faith in change agent's intentions

Core innovations refer to the invention of breakthrough products or services that don't exist yet and that are aimed at creating brand-new markets and customers.

false

Organizational development managers and consultants follow a moving vehicle model.

false

The IT network that allows for the movement of organizational information within that company is known as the organizational structure.

false

Thought is the process of interpreting and understanding one's environment.

false (perception)

Research reveals that emotional people tend to be more satisfied with their jobs, committed to their employer, and produce more work than conscientious individuals.

false (reactive)

negative primary emotions

fear; sadness; anger; disgust; shame

Disadvantages of Group Decision Making

few people dominate, satisficing, goal displacement

The structure of Shoe Mart consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. This is an example of a _____.

functional structure In a functional structure, people with similar occupational specialties are put together in formal groups. This is a quite commonplace structure, seen in all kinds of organizations, for-profit and nonprofit. (See Figure 8.7.)

Groupthink

group members strive to agree for sake of unanimity and thus avoid accurately assessing the decision situation

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

halo effect

Analytical Style

have a high tolerance for ambiguity and a strong task and technical organization

Noah is more apt to point out all the reasons why something won't work, yet he rarely poses any solutions. This can go on for days at a time. As his manager, you are working with him to accept developmental feedback. Why might this be challenging?

he is a complainer

All of the following are informal aspects of the workplace EXCEPT

hierarchy

A control mechanism for making sure the right people do the right things at the right time is a(n) _____.

hierarchy of authority The hierarchy of authority, or chain of command, is a control mechanism for making sure the right people do the right things at the right time.

Conceptual Style

high tolerance for ambiguity and strong people and social concerns

Postive nonverbal actions

include: *Maintaining eye contact *Nodding your head to convey that you are listening or that your agree. *Smiling and showing interest *Leaning forward to show the speaker that you are interested *Using a tone of voice that matches your message

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

innovative

The clan culture has a(n) _____.

internal focus and values flexibility has that rather than stability and control

Clan Culture

internal focus and values flexibility rather than stability and control

self-efficacy as a POB construct

is state-like and therefore is aimed at specific tasks and open to training and development

Causal attribution

is the activity of inferring causes for observed behavior.

What are some historical principles of Job Design?

labor over capital, design as a service to others, self-determination, avoid turning humans into instruments, and subsidiarity

Recruiting

locating and attracting qualified applicants for jobs open in the organization (internal and external)

Designs that Open Boundaries between Organizations

members are linked by information technology and come together to collaborate on common tasks

Qualification

minimal training/ability for task vs. learning from task

Fair Labor Standards Act

minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage

Locus of Control: "I Am/Am Not the Captain of My Fate"

ndicates how much people believe they control their fate through their own efforts.

A company dress code and award ceremonies would be part of

observable artifacts

Manner of dress, awards, myths and stories told about the company, and rituals and ceremonies are ____.

observable artifacts of organizational culture

Differentiation

offers unique products or services compared to competitors

A(n) ______ is a system of consciously coordinated activities or forces of two or more people.

organization

According to the competing values framework, clan, adhocracy, market, and hierarchy are ____.

organizational cultures According to the competing values framework, organizational cultures can be classified into four types: (1) clan, (2) adhocracy, (3) market, and (4) hierarchy (see Figure 8.2).

What were Shein's four key elements of organizational culture?

pattern of assumptions, as they learn to cope with problems, that worked, and therefore taught to new members

quid pro quo

person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits

____________ is(are) defined as those stable psychological and behavioral attributes that give you your identity.

personality

What are the three outcomes of the socialization model?

productivity, commitment, turnover

Mission Statement

purpose of the organization

resiliency

reactive rather then proactive in nature; a class of phenomena characterized by patterns of positive adaptation in the context of significant adversity or risk; bouncing back capacity

Linguistic style

refers to a person's characteristic speaking pattern. A set of culturally learned signals by which we not only communicate what we mean but also interpret others' meaning and evaluate one another as people.

Cognitive Mental Ability; CMA

refers to the aptitudes and learned capabilities needed to successfully accom- plish a task

human resources inventory

report listing your org's employees by name, education, training, languages, and other important info

A core self-evaluation

represents a broad personality trait comprising four positive individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability. Managers need to be aware of these personality traits so as to understand workplace behavior.

Responsibility and control flexibility

responsibility vs. management of responsibility

SWOT Analysis

search for Strengths, Weaknesses, Opportunities, and Treats affecting the organization

How is culture changed?

selection, training and socialization, structural design, empowerment, leadership, performance evaluation, reward systems

self-efficacy is sometimes confused with

self-esteem and attribution/locus of control

emotional labor

service personnel required to express false, not natural expression, positive emotions such as smiling;

Operational Goal

set by first-line managers and are concerned with short-term matters associated with realizing tactical goals

Tactical Goal

set by middle managers and focus on actions needed to achieve strategic goals

What are some liabilities of culture?

shared values don't agree with organizations effectiveness, environment is dynamic, entrenched culture in rapid change, hinders ability to respond to changes

What are some strengths of the matrix organization?

sharing of resources, communications between horizontal and functional units, effective when environmental pressures are from two or more critical dimensions, effective when environment is complex and uncertain

Who is associated with organizational culture?

shein

Traditional Design

simple, functional, divisional, matrix structures. clear boundaries and arrangements

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

social awareness

What are the dimensions of human centered design?

social relations, control responsible flexible, qualified, stress control, time structure, space for movement

specific self-efficacy

state-like and highly variable depending on the specific task and is cognitively processed by the individual before any effort is expended

Market Culture

strong external focus and values stability and control

According to Chester I. Barnard's classic definition, an organization is a ____.

system of consciously coordinated activities or forces of two or more people

Social relations

task communication required vs. non-task communication

Rites and rituals are ____.

the activities and ceremonies that celebrate important occasions and accomplishments for an organization

self-esteem: I like/Dislike myself

the extent to which people like or dislike themselves, their overall self-evaluation

glass ceiling

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

Positive Organizational Behavior (POB)

the study and application of positive oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace

Communication

the use of symbols to transfer the meaning of information

Behavior

their actions and judgments.

Cognitive Dissonance

to describe the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior

Purpose of Management by Objectives (MBO)

to motivate rather than control subordinates

3 Types of Organizational Design

traditional design, horizontal design, designs that open boundaries between organization

general self-efficacy

trait-like and relatively stable over time and across situations

_____ is the intervention phase of the OD process.

treatment

A corporate culture is a defined set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

true

A person who scores high on the conscientiousness dimension is typically dependable, persistent, and oriented toward achievement.

true

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is known as the company's culture or organizational culture. T/F

true

Disruptive innovation is a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors.

true

Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees.

true

In general, job satisfaction today is at an impressively high 89 percent.

true

Low self-efficacy is associated with learned helplessness, the debilitating lack of faith in one's ability to control one's environment.

true

Role ambiguity occurs when a job description and criteria for promotion are vague.

true

The systems model of change consists of three parts: inputs, target elements of change, and outputs.

true

When managers and employees within the same department are brought together in cross-functional teams to solve particular problems, their company is using a team-based design.

true

To explain how to initiate, manage, and stabilize planned change, Kurt Lewin developed a model with three stages:

unfreeze, change, and refreeze

Employers must consider an employment test's ______, whether or not it measures what it purports to measure and is free of bias. -legitimacy -reliability -consistency -central tendency -validity

validity One legal consideration is the employment test's validity, whether the test measures what it purports to measure and is free of bias.

Vision Statement

what the organization should become and where it wants to go

organizational behavior (OB)

which is dedicated to better understanding and management of people at work.

Selective Attention

"Did I notice something?"

Four Distortions in Perception

1) stereotyping, (2) the halo effect, (3) the recency effect, and (4) causal attribution.

life's circumstances - HRW

10% what happens

Rationality

A means to an end

To promote innovation, organizational structure and internal process should foster ______. cross-functional communication agility collaboration interest in the market

A,B,C

2nd step of OD Diagnosis Evaluation Intervention Feedback

B

What type of structure is best suited to innovation? External Organic Nonexistent Mechanistic

B

Body language/paralanguage

Body movements convey meanings and messages

Increasing segmentation of the marketplace and the need to get products to market faster in light of competitors' specialized solutions are examples of ______ currently influencing the future of business. microtrends discontinuous trends niche trends supertrends

D

Organizational development can be used to manage ______ within an organization. diversity promotions profits conflict

D

Subjective rationality

Decision maximizes attainment relative to knowledge of the given subject

Objective rationality

Decisions that maximize given values in a given situation

The process of assigning managerial authority and responsibility to lower-level managers and employees is known as ____.

Delegation Delegation is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.

According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals. T/F

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

Bandura's Social Cognitive Theory

Holds that behavior, environment, and person/cognitive factors are the key factors in development

Extroversion

How outgoing, talkative, sociable, and assertive a person is.

Personally rational

If directed toward the individual's goals

Which of the following is not a supertrend affecting the future of business?

Managers are thinking in terms of mass markets—mass communication, mass behavior, and mass values.

Regress to the mean.

Over time, the performance of mutual funds tends to: A. Improve. B. Decline. C. Regress to the mean. D. Outperform the market.

Stocks in the long-term.

People probably do not invest enough in: A. Stocks in the long-term. B. Bonds in the short-term. C. Recent market losers. D. Recent market winners.

Feedback

There must be both a sender and receiver for interpersonal communication to take place; the receiver gives feedback to the sender

Social media

Uses web-based and mobile technologies to generate interactive dialogue with members of a network.

optimism

a cognitive characteristic in terms of a generalized positive outcome expectancy

Strategic Positioning

achieve sustainable competitive advantage by preserving what is distinct about a company

Benefits

additional nonmonetary forms of compensation

Incentives

commissions, bonuses, stock options

job specification

describes the minimum qualifications a person must have to perform the job successfully

Termination

ending or concluding workmanship

BCG Matrix

evaluates strategic business units on the basis of their business growth rates and their share of the market

Undocumented immigrants make up about 20 percent of the U.S. workforce.

false

Sometimes culture can be strong enough to take the place of an organization's ____.

formal rules and regulations Sometimes culture can be strong enough to take the place of bureaucracy; that is, the expectations of the culture replace formal rules and regulations.

Diversification

operating several businesses in order to spread risk (unrelated and related)

state-like

situationally based; open to learning, change, and development

Inside Matters of SWOT Analysis

strengths: give the organization a competitive advantage weaknesses: hinder an organization in executing strategies

Face-to-face conversations

useful for communicating about sensitive or important issues that require feedback and intensive interaction.

valued subjective experiences

well-being, contentment, and satisfaction/past; hope & optimism/future; flow & happiness/present

Cognitive

"I believe." The cognitive component of an attitude consists of the beliefs and knowledge one has about a situation.

Affective

"I feel." The affective component of an attitude consists of the feelings or emotions one has about a situation.

Storing in memory

"Remember it as an event, concept, person, or all three?"

Important Workplace Behaviors

(1) performance and productivity, (2) absenteeism and turnover, (3) organizational citizenship behaviors, and (4) counterproductive work behaviors.

Decision-making styles

1. Charismatic; 2. Thinkers; 3. Skeptics; 4. Followers; 5. Controllers

Self-efficacy can affect

1. Choice behaviors 2. Motivational effort 3. Perseverance; resilience 4. Facilitative thought patterns 5. Vulnerability to stress; high self-efficacy = high stress tolerance

Mintzberg Stages of Decision Making

1. The identification phase; 2. The development phase; 3. The selection phase

Group Decision Making Schemes

1. The majority wins scheme; 2. The truth-wins scheme; 3. The two-thirds majority wins scheme; 4. The first-shift rule

4 Steps in Rational Decision Making

1. identify the problem 2. think of alternative solutions 3. evaluate alternatives and select solution 4. implement and evaluate solution

intentional activity - HRW

40% one's own control

According to force-field analysis, Uber brought in Khosrowshahi to serve as which kind of force? thruster resistor transitional counterthruster

A

The idea of introducing flying cars to Uber's fleet primarily impacts which target element of change? methods social factors organizational arrangements people levers

A

The process of creating something new that can be applied profitably is referred to as ______. innovation constancy creativity invention

A

The third step in the organization development process is ______. evaluation diagnosis intervention feedback

A

Immediacy

A term used to represent openness, warmth, closeness, and availability for communication.

How do organizational consultants carry out a diagnosis? By attending meetings and performing direct observation By interviewing the competition By consulting company records By using surveys and questionnaires

A,C,D

What are the four target elements of change? Methods Outputs Organizational arrangements Social factors People Financial factors

A,C,D,E

Likely to change many times during the interview.

An affective impression of an interviewee is NOT: A. Made very quickly. B. Likely to change many times during the interview. C. Based on superficial features of the interviewee. D. Falsely claimed to be instrumental in assessing personal fit.

Nonverbal communication

Any message sent or received independent of the written or spoken word. Includes factors such as use of time and space, distance between persons when conversing, use of color, dress, walking behavior, standing, positioning, seating arrangement, office locations and furnishings.

Improvement innovations refer to the invention of breakthrough products or services that don't exist yet and that are aimed at creating brand-new markets and customers. True False

B

Increasing segmentation of the marketplace and the need to get products to market faster in light of competitors' specialized solutions are examples of ______ currently influencing the future of business. microtrends supertrends discontinuous trends niche trends

B

Introducing new information, perspectives, and models of behavior Unfreezing Changing Refreezing

B

Organizational _____ is a set of techniques for implementing planned change to make people and organizations more effective. production development mission value

B

Refineries learn to extract more oil in less time. New direction product innovation Process innovation Product innovation New direction process innovation

B

Sarai works on developing programs for a healthy lifestyle for the workers in her organization. Diagnosis Intervention Evalution Feedback

B

The introduction of Uber Beacon to help customers identify which car is picking them up is an example of a _______ innovation that falls under the category of _______ innovations. product; transformational product; core process; core core; transformational process; transformational

B

What are supertrends that are currently affecting the future of business? Simple, one-size-fits-all solutions are becoming more popular. Competitive advantage is coming increasingly from knowledge, not information. The way we work is being impacted by offshore suppliers. The overall speed of product releases is decreasing.

B,C

All of the above

Businesses that adjust their prices upward in response to high demand, consistent with economic laws of supply and demand, can experience which of the following outcomes: A. Underperform other businesses that consider the norms of fairness. B. Are punished by customers who are more sensitive to fairness than to economic rationality. C. Make larger profit than businesses that comply with norms of fairness. D. All of the above

1st step of force field analysis A. Increase positive forces B. Identify negative forces C. Identify positive forces

C

After a team building retreat, Nelle is excited to learn if it had an impact on performance so she can let the training department know. Diagnosis Intervention Evaluation Feedback

C

Decision making

Choosing between alternatives

uncertain future outcomes.

Contingent contracts can create value in the presence of what feature: A. uncertain future outcomes. B. a negative bargaining zone. C. differences in the parties' time preferences. D. differences in the parties' risk preferences.

Emphatic design

Creative thinking technique; useful when creating new products

At Hudson Food Company, managers permit experimentation, risk taking, and tolerate failure. Which step of supporting innovation does this represent? Gaining allies by communicating your vision Executing the process well Disciplining employees that resist progress Fostering an innovative culture and climate

D

Which statement about organizational development is true? Single interventions are generally more effective than multiple interventions. It best to master one intervention and use it in all situations. Training is the most successful type of organizational development intervention. Successful organization development usually involves multiple interventions.

D

Social media policy

Describes the who, how, when, for what purposes, and consequences for noncompliance of social media usage

Crucial conversations

Discussions between two or more people where (1) the stakes are high, (2) opinions vary, and (3) emotions run strong.

The arrangement of having discrete parts of a task done by different people is known as a(n) ____.

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

Although other ride-sharing services have experimented with driverless cars, Uber's introduction of driverless cars to its own fleet for the first time is an example of _________ change. adaptive surprising unsurprising radically innovative innovative

E

Lewin's change model consists of three steps: diagnosis, intervention, and evaluation. four steps: recognize problems, gain allies, overcome resistance, and execute. three types: adaptive, innovative, and radically innovative. three forces: employee characteristics, change agent characteristics, and change agent-employee relationships. three stages: unfreezing, changing, and refreezing.

E

Workers who face discrimination in their jobs in the United States are best protected by ______ legislation. compensation small business OSHA labor EEO

EEO The effort to reduce discrimination in employment based on racial, ethnic, and religious bigotry and gender stereotypes began with Title VII of the Civil Rights Act of 1964. This established the Equal Employment Opportunity (EEO) Commission, whose job it is to enforce antidiscrimination and other employment-related laws.

self-efficacy vs. self-esteem

ESTEEM: how we feel about ourselves; stable; trait-like; assessment of current EFFICACY: belief in our ability to succeed; dynamic; state-like/trainable; assessment of future

Emotional Stability: "I'm Fairly Secure/Insecure When Working Under Pressure"

Emotional stability is the extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure.

Strategic Human resource

Establish the mission & the vision Establish the grand strategy Formulate the strategic plans plan human resources needed recruit and select people orient, train, and develop perform appraisals of people

OD intervention strategies that are successful in one country are highly likely to be successfully applied in other countries. True False

False OD effectiveness is affected by cross-cultural considerations. Thus, an OD intervention that worked in one country should not be blindly applied to a similar situation in another country.

The IT network that allows for the movement of organizational information within that company is known as the organizational structure.

False Organizational structure is a formal system of task and reporting relationships that coordinate and motivates an organization's members so that they can work together to achieve the organization's goals.

When a manager is trying to foster innovation, the first thing he or she should do is work to overcome employee resistance. True False

False The first step in fostering innovation is to recognize problems and opportunities, and devise solutions.

When the company closed his plant and permanently dismissed most of the employees who worked there, Randy was subject to the process known as dismissal for cause. True False

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

In two-tier wage contracts, veteran employees are paid less or receive fewer benefits than new employees. True False

False The pressure of competition abroad and deregulation at home has forced many unions to negotiate two-tier wage contracts, in which new employees are paid less or receive fewer benefits than veteran employees have.

Arbitrary and meaningless.

From a strictly rational standpoint, the price at which a stock was purchased should be regarded as: A. A reference point for judging gains and losses. B. An indication of the stock's past performance C. A helpful guide to avoid impatient trading of the stock. D. Arbitrary and meaningless.

All players are perfectly rational.

Game theory provides the most precise prescriptive advice to negotiators, on the condition that: A. They do not lie. B. All players are perfectly rational. C. They focus on interests, and not on arguments. D. They aware of their BATNAs.

Zora is conducting... Zora is using a ___________ appraisal.

Graphic Rating Scale

Advantages of Group Decision Making

Greater pool of knowledge, different perspectives, deeper commitment to the decision

You are going to interview a group of candidates who are applying for the assistant manager position. Which of the following interview might NOT be proper?

Group interview to let them compete with each other

H-R-W well-being mdel

Health; relationships; work

Conscientiousness

How dependable, responsible, achievement-oriented, and persistent one is.

Openness to experience

How intellectual, imaginative, curious, and broad-minded one is.

Emotional stability

How relaxed, secure, and unworried one is.

Human resources management is one of the key functions in most organizations. Which of the following statement is INCORRECT?

Human capital refers to all knowledges, skills, abilities, and other characteristics (KSAOs) that an individual has

Behavioral

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

Hold on to stocks that are trading below purchase price.

In order to come out to themselves as "winners" and to avoid becoming "losers", investors tend to: A. Hold on to stocks that are trading below purchase price. B. Buy recent market winners. C. Engage in frequent trade. D. Implement the same investment strategies that they have used in the past.

Negative nonverbal behaviors

Include: * Avoiding eye contact and looking away from the speaker * Closing your eyes or tensing your facial muscles * Excessive yawning * Using body language that conveys indecisiveness or lack of confidence * Speaking too fast or too slow

halo effect

, in which we form an impression of an individual based on a single trait.

The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement is known as ______. -performance management -training -employee development -performance appraisal -workforce evaluation

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

Creative process dimensions

1. Divergent thinking; ability to create novel, but still appropriate responses; 2. cognitive complexity; a person's use of and preference for elaborate, intricate, and complex stimuli and thinking patterns

Porter's 4 Competitive Strategies

1. cost-leadership strategy: keep costs low for wide market 2. differentiation strategy: offer unique value for wide market 3. cost-focus strategy: keep costs low for narrow market 4. focused-differentiation strategy: offer unique value for narrow market

Key Principles of Strategic Positioning

1. creation of a unique and valuable position 2. requires trade-offs in competing 3. involves creating a "fit" among activities

Steps of Strategic Management Process

1. establish the mission and vision 2. assess current reality 3. formulate grand strategy 4. implement strategy 5. maintain strategic control

5 steps of planning and strategic management

1. establish the mission and vision 2. assess current reality 3. formulate the grand strategy and strategic, tactical, and operational plans 4. implement the strategy 5. maintain strategic control

Bandura's training & development of self-efficacy; behavioral model training; BMT

1. guided mastery 2. cognitive mastery modeling 3. development of self-regulatory competencies

unresolved optimism issues

1. little vs big optimism; finish paper by 5pm vs. be best company in the world 2. optimism vs. pessimism 3. learning and sustaining optimism

Process and Impact of Self Efficacy

1. the decision to perform 2. the amount of effort expended 3. the level of persistence - despite circumstances

Salon Products recently introduced a new all-natural shampoo. Logan, director of new product development, has just reviewed the dismal results. As it appears that his team adequately researched the product's acceptance by consumers prior to its introduction, he is confused by the outcome. But to keep his team open to innovation, Logan should foster an innovative culture and climate that permits experimentation, risk taking, and failure. fire and replace the team lead as an example to others. ignore the product failure. step down as director. demote the team leader.

A

True or false: Multiple organizational development interventions have been found to work better than single interventions. True False

A

Which of the following BEST describes "demassification"? Segmenting customer groups into smaller, more specialized groups Eliminating bottlenecks in distribution Offshoring jobs to countries with cheaper labor and production costs Offering mainstream products to a broad marketplace

A

2nd step of force field analysis A. Increase positive forces B. Identify negative forces C. Identify positive forces

B

True or false: Management support has little effect on the success of organizational development. True False

B

Any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product qualifies as ______. automation production technology intelligence

C

Apple releases an updated version of the Mac book. New direction product innovation Process innovation Product innovation New direction process innovation

C

Assume Long and Foster Real Estate company decides to copy what Zenplace is doing and introduces machine-based real estate agents. What type of change would this be for Long and Foster employees, agents, and brokers? administrative radically innovative innovative traditional

C

Lexie, a new manager, must enforce sales report deadlines, but her team is struggling. She creates a new system to streamline the process and helps everyone understand why the deadlines are important. On which of the following internal forces is Lexie trying to have an impact? shareholder, customer, and market changes social and political pressures manager's behavior human resource concerns demographic characteristics

C

Which statement about the need for faster speed-to-market is true? Achieving faster speed-to-market requires skipping consumer trials. Faster speed-to-market is only possible for small companies. Competitors may be in and out of the market within days. Pop-up stores are an ineffective way to increase speed-to-market.

C

anagers use the four levers of targeting elements of change to ______. release products to consumers create new products diagnose problems learn more about the competition

C

A(n) ______ innovation is a change in the way a product or service is conceived, manufactured, or disseminated. procedural transformational adaptive process product

D

self-efficacy vs. expectancy concepts

EXPECTANCY CONCEPTS: motivation and effort-performance/E1; & Behavior-outcome/E2; say effort leads to behavior; efficacy says it's beliefs

Innovation happens in a "Eureka!" moment and it can be systematized. True False

False Two myths about innovation are that it happens in a "Eureka!" moment and that it can be systematized.

Adaptive change is the introduction of a practice that is new to the organization. true false

False Adaptive change is reintroduction of a familiar practice—the implementation of a kind of change that has already been experienced within the same organization. Innovative change is the introduction of a practice that is new to the organization.

Two advantages of decentralization are that managers are encouraged to not solve their own problems, but ask for assistance as soon as possible, and decisions are made slower, since they are discussed at a higher level of management. T/F

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

Organizational development managers and consultants follow a moving vehicle model. True False

False Like physicians, OD managers and consultants follow a medical-like model; that is, they follow the rules of evidence-based management. They approach the organization as if it were a sick patient, using diagnosis, intervention, and evaluation: "diagnosing" its ills, "prescribing" treatment or intervention, and "monitoring" or evaluating progress.

Giving away information is giving away power.

Negotiators often are reluctant to give away information because they assume that: A. Their information is too important. B. It will anchor their final outcome. C. Giving away information is giving away power. D. If the other side does not ask questions, then their willingness to share information is equally low.

A(n) ______ is a system of consciously coordinated activities or forces of two or more people.

Organization ***Significant Statement** According to Chester I. Barnard's classic definition, an organization is a system of consciously coordinated activities or forces of two or more people. By this definition, a crew of two coordinating their activities to operate a commercial tuna fishing boat is just as much an organization as the entire StarKist Tuna Co.

Jim was recently promoted to the position of dining room supervisor, and he is now responsible for making decisions on numerous matters in the dining room and giving orders to the serving staff. At the same time, Jim has the obligation to perform the many new tasks assigned to him as a supervisor, such as overseeing the closing work and cleaning the dining room. Jim's new obligations are known as his _____.

Responsibility Responsibility is the obligation you have to perform the tasks assigned to you.

Stan is constantly telling off-color jokes and using profanity in front of his administrative assistant. This could be considered a _____________. a.Difficult atmosphere b.Hostile work environment c.Intimidating surroundings d.This for that

The correct answer is "B" - hostile work environment. See previous slide.

______ refers to educating technical and operational employees in how to better do their current jobs. -Career instruction -Orientation -Mentoring -Training -Development

Training Training refers to educating technical and operational employees in how to better do their current jobs.

analogical reasoning

Transferring an insight from one problem to a related problem requires ________ _________. A. insightful thought B. analogical configuration C. analogical reasoning D. none of the above

Encoding

Translating thoughts into a code or language that can be understood by others. Forms the foundation of the message.

Style Implications

Typically managers rely on two or three decision styles, and these will vary by occupation, job level, and culture

The same manner the money was previously invested.

When Samuelson and Zeckhauser (1988) offered their participants to allocate their inheritance money between different options, participants displayed a consistent preference to invest in: A. Risky stock. B. Municipal bonds. C. The same manner the money was previously invested. D. None of the above

The expected value of further investment.

When deciding whether or not to escalate commitment to a chosen course of action, our choice should depend on: A. The expected value of further investment. B. Our sunk costs. C. Our initial reasons for choosing that course of action. D.None of the above.

That they themselves are immune from the effects of conflicts of interest.

Which false assumption is often made by professionals such as lawyers, financial advisers and real-estate agents regarding potential conflicts of interest? A. That situations in which they are involved do not pose conflicts of interest. B. That they themselves are immune from the effects of conflicts of interest. C. That they are honest and objective people. D. That conflicts of interest lead only to unconscious corruption.

Identify reasons for justifying the initial course of action, in order to avoid the creation of cognitive dissonance, which ultimately leads to irrational escalation of commitment.

Which is not a good mechanism for protecting oneself from irrational escalation of commitment? A. Separating initial decisions from future decisions. B. Rotating decision makers between various stages of the process, so that the person who chose the initial course of action will not be the one choosing whether or not to continue pursuing it. C. Identify reasons for justifying the initial course of action, in order to avoid the creation of cognitive dissonance, which ultimately leads to irrational escalation of commitment. D. Consider the decision from the perspective of one's competitors.

Commitment to a previous course of action beyond the point prescribed by rational models of decision making

Which of the following best describes nonrational escalation of commitment?A. Strong commitment to an idea that was previously chosen. B. Commitment to a previous course of action beyond the point prescribed by rational models of decision making. C. Continuing with a previously chosen course of action when the potential future benefits outweigh the potential future costs. D. Commitment to a previously chosen course of action when the expected value of continuing the project is positive.

All of the above.

Which of the following biases did the Oakland Athletics baseball team overcome by implementing linear models in the team's management decisions? A. Overweighting observed player performances. B. Overgeneralizing from personal experiences. C. Overweighting recent data. D. All of the above.

When the person who is treated unfairly belongs to an in-group.

Which of the following condition can increase one's willingness to engage in altruistic punishment? A. When the person who is behaving unfairly belongs to an in-group. B. When the person who is behaving unfairly belongs to an out-group. C. When the person who is treated unfairly belongs to an out-group. D. When the person who is treated unfairly belongs to an in-group.

The student's performance in an interview

Which of the following has the lowest predictive power of a graduate student's future performance? A. The student's score in the Graduate Record Examination (GRE). B. The student's undergraduate Grade Point Average. C. The student's performance in an interview. D. The quality of the student's undergraduate school.

The self-fulfilling prophecy

also known as the Pygmalion ("pig-mail-yun") effect, describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true.

Nonrational Decision Making

assumes decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions

A person's emotional stability refers to how intellectual, imaginative, curious, and broad-minded he or she is.

false

A product innovation is a change in the way a product or service is conceived, manufactured, or disseminated.

false

In an organic organization, tasks and rules are clearly specified.

false

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

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

self-efficacy vs. attribution/locus of control

internals; make attributions about their behavior; externals; make attributions about the circumstances; this is more about causal effects; efficacy is about beliefs

the downside of optimism

optimistically driven behavior may be aimed at pointless pursuits or unrealistic goals

Planning

setting goals and deciding how to achieve them

Stress

the tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain in their ability to handle them effectively nonspecific response of the body to any demand made upon it

The chain of command is also known as _____.

the vertical hierarchy

Because internals seem to have a greater belief that their actions have a direct effect on the consequences of that action, they likely would prefer and respond more productively to incentives such as merit pay or sales commissions.

true

Gestures such as constructive statements about the department, expression of personal interest in the work of others, suggestions for improvement, training of new people, the caring for organizational property, and punctuality and attendance well beyond standard or enforceable levels are examples of organizational citizenship behaviors.

true

Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests, while nonprofit organizations are formed to offer services to some clients, not to make a profit.

true

In the ______ stage of Kurt Lewin's change model, managers try to instill in employees the motivation to change, encouraging them to let go of behaviors that are resistant to innovation. modeling freezing diagnosing unfreezing refreezing

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

Rationality

distinguish between instincts, insights, and intuitions

Communication styles

1. The director; short attention span 2. The free spirit; creative and big picture 3. The humanist; like to make everyone happy 4. The historian; likes the whole picture and details

Example of Vision Statement

"To be the first choice of the world's travelers"

Retrieving from memory to make judgments & decisions

"What do i recall about it?"

Interpretation & Evaluation

"What was it i noticed & what does it mean?"

Gardner is careful to point out that his identified intelligences are

(1) a new kind of construct and should not be confused with a domain or discipline; (2) a capacity with component processes and should not be equated with a learning style, cognitive style, or working style; and (3) based wholly on empirical evidence that could be revised or added to on the basis of new empirical findings

Planning Cycle (1&2)

(1) make the plan (2) carry out the plan

Control Cycle (3&4)

(3) control the direction by comparing results with the plan (4) control the direction by taking corrective actions by either correcting deviations in the plan, or improving future plans

employee engagement

, defined as an individual's involvement, satisfaction, and enthusiasm for work.

contingent contract

A negotiated agreement whose terms depend on some future (uncertain) event is known as a ______________ . A. wish list B. contingent contract C. unenforceable contract D. unreliable contract

The Three Components of Attitudes:

Affective, Cognitive, & Behavioral

optimistic

After making an investment, people's estimations of its past performance become overly ___________. A. pessimistic B. prejudiced C. optimistic D. wishful

What are supertrends that are currently affecting the future of business? Simple, one-size-fits-all solutions are becoming more popular. Competitive advantage is coming increasingly from knowledge, not information. The overall speed of product releases is decreasing. The way we work is being impacted by offshore suppliers.

B,D

less, more

Groups are _________ likely than individuals to escalate commitment; group escalation of commitment is likely to be ____________ extreme than individual escalation of commitment. A. less, less B. more, less C. less, more D. more, more

The effect of anchors remains strong even for experts.

How do anchors affect judgments of experts in negotiations? A. The effect of anchors is eliminated by expertise. B. The effect of anchors is significantly reduced, but not eliminated. C. The effect of anchors remains strong even for experts. D. The effect of anchors is even stronger for experts than it is for non-experts.

Agreeableness

How trusting, good-natured, cooperative, and soft-hearted one is.

emotional

Moral issues produce ______________ reactions that, in turn, often drive our cognitive assessments. A. unexplainable B. expected C. emotional D. none of the above

Defensiveness

Occurs when people perceive that they are being attacked or threatened. Communicated by gestures such as folding arms, crossing hands, and crossing one's legs.

Which of the following statements regarding the best recruiting methods is INCORRECT?

Realistic Job Preview (RJP) gives candidates a big picture about how the real job looks like in a positive way

What factors do you need to consider when you make the compensation decision? Check the only INCORRECT answer.

Regarding the pay variability, sales managers can be paid by piecework

A temporary reduction in cognitive capacity and a feeling of discomfort.

Research has shown that suppressing stereotypes against out-group members causes: A. A gradual reduction in the strength of stereotypes. B. A temporary reduction in cognitive capacity and a feeling of discomfort. C. A transition in the nature of the suppressed stereotypes, such that they become implicit. D. An increase in people's sensitivity to aggressive and violent behavior.

Planning for Three Levels of Management

Top Management: Strategic Planning Middle Management: Tactical Planning First-line Management: Operational Planning

A decrease in the magnitude of self-serving biases.

When different parties to a social dilemma openly discuss the issues, this causes: A. A decrease in the magnitude of self-serving biases. B. Escalation of conflict. C. A decrease in the effect of the affect heuristic. D. A decrease in the width of the positive bargaining zone.

Risky

When one's counterpart has a negative frame in a negotiation, it is better to advise that counterpart that he or she is adopting a ___________ strategy. A. Overarching B. Risky C. Comprehensive D. Failsafe

Self-serving attributions

Which bias underlies the tendency of people to overclaim credit for their contribution to an outcome? A. The affect heuristic B. Time discounting C. Self-serving attributions D. None of the above

According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals.

false

_______ is the arrangement of having discrete parts of a task done by different people.

a division of labor

________ is a control mechanism for making sure the right people do the right things at the right time.

a hierarchy of authority

Adaptive change is the introduction of a practice that is new to the organization.

false

When much of her work was automated with a new computerized system, Brittany became unsure of her ability to do her job. Sara, her boss, has been mentoring her to improve her __________. a) self-efficacy b) agreeableness c) conscientiousness d) learned helplessness e) internal locus of control

a) Self-efficacy is a belief in one's personal ability to do a task. It's about your personal belief that you have what it takes to succeed. Employees' expectations can be improved through guided experiences, mentoring, and role modeling.

Jason is more apt to take initiative and persevere to influence the environment; he has a(n) ______ personality. a) proactive b) reactive c) introverted d) agreeable e) extroverted

a) Someone who has a proactive personality is more apt to take initiative and persevere to influence the environment. Research reveals that proactive people tend to be more satisfied with their jobs, committed to their employer, and produce more work than nonproactive individuals.

"I'm going to buy a Ford to support the U.S. auto industry" is an example of which component of attitude? a) behavioral b) affective c) actionable d) cognitive e) value

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

self-efficacy/confidence

an individual's conviction or confidence about his or her abilities to mobilize the motivation, cognitive resources, and courses of action needed to successfully execute a specific task within a given context

With a modular structure, a firm _____.

assembles portions of product provided by outside contractors In a modular structure, a firm assembles product chunks, or modules, provided by outside contractors.

Compensation, recognition, and status are common ______ in the workplace. a) attitudes b) values c) norms d) perceptions e) structures

b) From a manager's point of view, it's helpful to know that values are those concepts, principles, things, people, or activities for which a person is willing to work hard, and even make sacrifices. Compensation, recognition, and status are common values in the workplace.

_________ is (are) defined as those stable psychological and behavioral attributes that give you your identity. a) Attitude b) Personality c) Character d) Values e) Individual behavior

b) Personality consists of the stable psychological traits and behavioral attributes that give a person his or her identity. As a manager, you need to understand personality attributes because they affect how people perceive and act within the organization.

A self-fulfilling prophecy is also known as __________. a) learned helplessness b) burnout c) selective perception d) the Pygmalion effect e) causal attribution

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

Innovation happens in a "Eureka!" moment and it can be systematized.

false

Objective Appraisal

based on facts and often numerical

Subjective Appraisal

based on manager's perceptions of an employees traits or behaviors

Wage

basic salary paid to employees in exchange for doing their job

culture can be dynamic, why?

because people are always changing, coming and going

A consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways is known as a _____. conversion specialist modification expert development counselor change agent transformation consultant

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

Joe, a salesperson for a landscaping company, is working with a longtime customer who is interested in either cutting back on the services or getting a better price due to the tight economy. Joe tells his manager, "I want to take care of the customer with the best value. So what do you think is the best package to offer in this situation?" Joe and his manager are trying to utilize the _____.

contingency design The process of fitting the organization to its environment is called contingency design. Managers taking a contingency approach must consider environmental and life-cycle factors in designing the best kind of structure for their particular organization at that particular time.

Contingency Planning

creation of hypothetical but equally likely future conditions

Symbols, stories, heroes, and rites and rituals are ways in which ____ is(are) most often transmitted to employees.

culture Culture is transmitted to employees in several ways, most often through such devices as symbols, stories, heroes, and rites and rituals.

When physically attractive people are also assumed to be smarter and nicer, which perception distortion has occurred? a) stereotyping b) recency effect c) self-serving bias d) halo effect e) selective perception

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

Staffing

deals with understanding current employees needs and predicting future needs

Artem, the president of Instructor Services, told one of his new hires that "Managers are encouraged to solve their own problems rather than to buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." These advantages that Artem spoke of are attributed to ____.

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

Important decisions are made by middle-level and supervisory-level managers with ____.

decentralized authority With decentralized authority, important decisions are made by middle-level and supervisory-level managers.

The organizational development (OD) process has three steps: ___________, accompanied by feedback.

diagnosis, intervention, and evaluation

The organizational development (OD) process has three steps: ____, ____, and ____. evaluation, data collection, and diagnosis management, revitalization, and adaptation diagnosis, intervention, and evaluation management, diagnosis, and implementation intervention, implementation, and execution

diagnosis, intervention, and evaluation The organizational development (OD) process has three steps: diagnosis, intervention, and evaluation.

Since Frank believes that external forces control him, he may do best in a highly structured job that requires greater compliance. This is an example of _________. a) high self-efficacy b) low self-monitoring c) high self-esteem d) low self-esteem e) an external locus of control

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

Empathy and organizational intuition are a part of which emotional intelligence (EI) trait? a) self-monitoring b) self-management c) self-awareness d) relationship management e) social awareness

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

Social Capital

economic or productive potential of strong, trusting and cooperative relationships

Making formal statements, holding rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to ____.

effect corporate change Changing organizational culture is a teaching process in which organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors. The process is accomplished by using one or more of the following 12 mechanisms: formal statements; slogans and sayings; rites and rituals; stories, legends, and myths; leader reactions to crises; role modeling, training, and coaching; physical design; rewards, titles, promotions, and bonuses; organizational goals and performance; measurable and controllable activities; organizational structure; and organizational systems and procedures.

positive psychological capacities

efficacy; hope; optimism; and resiliency

Espoused values are

explicitly stated values and norms preferred by an organization

Espoused values are _____.

explicitly stated values and norms preferred by an organization

Adhocracy Culture

external focus and values flexibility

Because Fiona is not influenced by merit pay or sales commissions and she performs better in a highly structured job, Fiona has

external locus of control

Stress control

external pressure w/o control vs. personal control

Time structure

external time pressures vs. planning time

Marla, an employee for a government defense contractor, likes the strict culture that she finds with AeroDyno Industries, which supplies equipment parts to several military bases. There is very little focus on the external environment and little company flexibility due to the type of customers that AeroDyno serves. Because the product it sells needs little improvement and there is virtually no competition, AeroDyno Industries takes few risks. AeroDyno Industries is an example of an adhocracy culture.

false

OD intervention strategies that are successful in one country are highly likely to be successfully applied in other countries.

false

Organizational culture appears as five layers: observable artifacts, espoused values, basic assumptions, informal groups, and management groups.

false

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

false

A hierarchy culture has a(n) ____.

internal focus and values stability and control..... ...over flexibility

Creativity

involves combining responses or ideas of individuals or groups in novel ways

Self-efficacy: I can/can't do this task

is the belief in one's personal ability to do a task. This is about your personal belief that you have what it takes to succeed.

Job satisfaction

is the extent to which you feel positive or negative about various aspects of your work.

The Four Steps in the Perceptual Process

is the process of interpreting and understanding one's environment.

Stereotyping

is the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs.39

The recency effect

is the tendency to remember recent information better than earlier information

positive primary emotions

love/affection; happiness; joy; surprise

Directive Style

low tolerance for ambiguity and are ori- ented toward task and the technical concerns

Behavioral Style

low tolerance for ambiguity and strong people and social concerns

The company dress code and award ceremonies are part of its ____.

observable artifacts At the most visible level, organizational culture is expressed in observable artifacts, which are physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, and decorations, as well as visible behavior exhibited by managers and employees.

Outside Matter of SWOT Analysis

opportunities: environmental factors that may exploit competitive advantage threats: environmental factors that hinder an organization achieving competitive advantage

Salaried executive, administrative, and professional employees are exempt from ______ rules. overtime OSHA EEO Fair Labor Standards Act ADA

overtime According to the Fair Labor Standards Act of 1938, salaried executive, administrative, and professional employees are exempt from overtime rules.

Participative Decision-Making Techniques

participation involves individuals or groups in the process; problem with pseudoparticipation; manager asks for input and then puts down employees for participating

Type A personalities

people who are involved in a chronics, determined struggle to accomplish more in less time

Myers-Briggs Type Indicator

personality test that points out differences between people, offers people a glimpse of themselves and is valuable in team-building

How is culture formed and maintained?

philosophy of organization's founders, selection criteria, top management or socialization, organizational culture

National Labor Relations Board

procedures whereby employees may vote to have a union and for collective bargaining

Strategic Management

process that involves managers from all parts of the organization in the formulation and the implementation of strategies and strategic goals

Organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals.

Diversity

represents all the ways people are unlike and alike—the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background.

An emotional or behavioral response to real or imagined threats to an established work routine is known as _____. fight or flight response resistance to change irrational insecurity need for stability performance anxiety

resistance to change Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine. Resistance can be as subtle as passive resignation and as overt as deliberate sabotage.

What is the last step of the perceptual process?

retrieval from memory

Applications, résumés, interviews, and employment tests are known as ______ tools. -investigation -sorting -recruitment -selection -performance

selection The selection process is the screening of job applicants to hire the best candidate. Three types of selection tools are background information (including applications and résumés), interviewing, and employment tests.

When much of her work was automated with a new computerized system, Louisa became unsure of her ability to do her job. Melody, her boss, has been mentoring her to improve her

self efficacy

Strategic Goal

set by top managers and focus on objectives for the organization as a whole

Philip, a shift manager in a factory, has 40 employees on his shift that he directly supervises. The 40 workers who report directly to Philip represent his

span of control

Goal

specific commitment to achieve a measurable result within a stated period of time

Which of the following is not a current trend in the contemporary world?

spending on health and wellness is decreasing

A hierarchy culture has an internal focus and most values ____.

stability and control

A hierarchy culture has an internal focus; it values ____ over flexibility.

stability and control

What are some characteristics of organizational culture?

stability, team orientation, people orientation, outcome orientation, attention to detail, innovation and risk taking

job description

summarizes what the holder of the job does and how and why he/she does it

positive individual traits

the capacity for love and vocation, courage, interpersonal skill, aesthetic sensibility, perseverance, forgiveness, originality, future mindedness, spirituality, high talent, and wisdom

Resistance to organizational change is considered to be the interaction of three causes: employee characteristics, change agent characteristics, and

the change agent- employee relationship

Resistance to organizational change is considered to be the interaction of three causes. These causes can be generally described as employee characteristics, change agent characteristics, and _____. the change agent-employee relationship community characteristics employee longevity technology life cycles organizational size

the change agent-employee relationship Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine. Resistance can be as subtle as passive resignation and as overt as deliberate sabotage. Resistance can be considered to be the interaction of three causes: (1) employee characteristics, (2) change agent characteristics, and (3) the change agent-employee relationship.

Behavioral implications of communication

the only means by which one person can influence another is by the behaviors he performs—that is, the communicative exchanges between people provide the sole method by which influence or effects can be achieved

Compensation

three parts: wages and salaries, incentives, and benefits

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

unfreezing

The chain of command is also known as the

vertical hierarchy

Example of Mission Statement

"Build the best product, cause no unnecessary harm, and inspire solutions to the environmental crisis"

The Big Five Personality Dimensions are

(1) extroversion, (2) agreeableness, (3) conscientiousness, (4) emotional stability, and (5) openness to experience.

Steps of MBO

(1) managers and employees jointly set objectives for the employee, (2) managers develop action plans, (3) managers and employees periodically review the employee's performance, and (4) the manager makes a performance appraisal and rewards the employee according to results

Simon's decision making steps

1. Intelligence activity; 2. Design Activity; 3. Choice activity

Decision making process

1. Intelligence activity; 2. Design activity; 3. Choice activity

Ineffective feedback

1. Intended to belittle the employee; 2. General; 3. Evaluative; 4. Inappropriate; 5. Untimely; 6. Makes the employee defensive; 7. Not understandable; 8. Inaccurate;

Effective feedback

1. Intended to help the employee; 2. Specific; 3. Descriptive; 4. Useful; 5. Timely; 6. Considers employees readiness for feedback; 7. Clear; 8. Valid

Gardner's multiple intelligences

1. Logical/mathematical 2. Verbal/linguistic 3. Interpersonal 4. Intrapersonal 5. Visual/spatial 6. Musical 7. Bodily/kinesthetic

Improving nonverbal effectiveness

1. Look at what is happening in the situation 2. Consider the discrepancies between the nonverbal behavior and verbal statements 3. Watch for subtleties in the nonverbal behavior

Gardener's multiple intelligence must be

1. Measurable 2. Valued by the person's culture 3. a strength that the person defaulted to when challenged to be creative or solve a problem

Escalation of Commitment; Staw and Ross

1. Project Characteristics; 2. Psychological Determinants; 3. Social forces; 4. Organizational determinants; Managers sticking to bad decisions

Important purposes for interactive communication

1. Task coordination; 2. Problem solving; 3. Information sharing; 4. Conflict resolution

Porter's 5 Competitive Forces

1. Threats of new entrants 2. bargaining power of supplies 3. bargaining power of buyers 4. threats of substitute products/services 5. rivalry among competitors

sources of efficacy

1. mastery experiences of performance attainments 2. vicarious experiences or modeling 3. social persuasion 4. physiological and psychological arousal

dimensions of optimism

1. optimism as human nature 2. optimism as an individual difference; pessimists make internal, stable, and global attributions; optimists make external; unstable; and specific attributions

guidelines and specific activities for developing and sustaining happiness

1. practice gratitude and positive thinking 2. invest in social connections 3. manage stress, hardship, and trauma 4. living in the present 5. commit to your goals 6. take care of your body and soul; act like a happy person

2 Nonrational Models

1. satisficing: managers seek alternatives until they find one satisfactory, not optimal 2. intuition: making a choice without the use of conscious thought or logical inference

Barriers to diversity

1. stereotypes and prejudices 2. fear of reverse discrimination 3. resistances to diversity program priorities 4. unsupportive social atmosphere 5. lack of support for family demands 6. lack of support for career-building steps

genetic, dispositional "hard-wiring" - HRW

50% genetics

Gardner's new intelligences

8. Naturalist 9. Existential 10. Emotional

1st step of OD Diagnosis Evaluation Intervention Feedback

A

A set of interdependent processes and structures that dictate how a company seeks out problems and solutions, synthesizes ideas into a business concept and product design, and chooses projects for funding is a(n) ______. innovation system organizational system innovation competition knowledge process

A

Applicant's for jobs in Rico's department have not had the qualifications and education he wants. Diagnosis Intervention Evaluation Feedback

A

Carson always feels like he is "putting out fires" at work and does not get an opportunity to figure out where problems might arise before they occur. Carson is dealing with ______ change. reactive anticipatory proactive preemptive

A

Changing the appearance or the performance of a product or a service, or the creation of a new one, is called ______ innovation. product customer market behavioral

A

Creating the motivation to change Unfreezing Changing Refreezing

A

For organizational development efforts to succeed, human resource policies, procedures, and packages should ______ the other six parts of the innovation system. reinforce contradict remove replace

A

More and more prospective home buyers and renters quickly need assistance from realtors at different times of the day. This is a(n) ________ force for change connected to ________. outside; customer and market changes inside; demographic characteristics inside; technological advancements inside; managers' behavior

A

NASA invents flying cars. New direction product innovation Process innovation Product innovation New direction process innovation

A

Zenplace's machine-based realtors would fall under what approach toward innovation? process-improvement Product-new directions process; radically innovative product-improvement

A

All of the above

A department manager has personally decided to hire a new employee. This employee's performance, however, proves to be below expectations. Nevertheless, the manager decides to keep the employee, explaining away his current performance as merely part of the learning process. This escalation of commitment may be due to: A. Perceptual biases. B. Judgmental biases. C. Impression management. D. All of the above

hope

A positive motivational state that is based on an interactively derived sense of successful; agency - goal directed energy - willpower; pathways - planning to meet goals - waypower; it is state-like and can be learned

How do organizational consultants carry out a diagnosis? By consulting company records By attending meetings and performing direct observation By using surveys and questionnaires By interviewing the competition

A,B,C

All of the above

An extreme offer made by one side: A. Increases the likelihood of a better deal for the side that makes the offer. B. Increases the likelihood of reaching an impasse. C. Will have less influence if the other side has a good sense of the bargaining zone. D. All of the above

Noise

Anything that interferes with the transmission and understanding of a message

Conscious rationality

Applied to decisions in which adjustment of means to ends is a conscious process

The mythical fixed pie

Assuming that one's interests conflict directly with those of the other side without attempting to find points of initial agreement constitutes which error? A. Reactive devaluation B. The mythical fixed pie C. Escalation of conflict D. Self-serving bias

Factors such as the increasing number of women in the workforce and the growing number of older workers exemplify which force for change outside the organization? Customer demands Demographic characteristics Supplier practices Market changes

B

One assumption of a systems approach to change is that change ______. can be mitigated through clear management hierarchies creates a ripple effect through an organization relies on having a culture where failure is not an option should be avoided at any cost

B

What are companies doing to respond effectively to increasing segmentation of the marketplace? Promoting the same product to all potential customers Using more narrowly targeted marketing messages Engaging in conversations with individual consumers Following a traditional sales model

B

When a company improves the packaging of its product, it is introducing a radically innovative change. True False

B

Which of the following factors increases an organization's ability to innovate? Multiple Choice employees who blame others for failure employees who possess intrinsic motivation employees with a high tolerance for ambiguity employees who build relationships with their peers employees with a strong desire to acquire personal wealth

B

What are the three parts of a systems model of change? Regulation Inputs Target elements of change Directives Outputs

B,C,E

Making changes in response to problems or opportunities as they arise, rather than attempting to foresee them, is referred to as ______ change. preemptive proactive reactive anticipatory

C

Manufacturing automation and office automation are examples of ______ that are forces for change outside the organization. social and political pressures supplier practices technological advancements demographic characteristics

C

Myron believes that the work his employees do is more than just the sheer numbers—he also believes quality plays an important role in organizational success. Diagnosis Intervention Evaluation Feedback

C

Supporting and reinforcing the new behavior Unfreezing Changing Refreezing

C

What are companies doing to respond effectively to increasing segmentation of the marketplace? Engaging in conversations with individual consumers Promoting the same product to all potential customers Using more narrowly targeted marketing messages Following a traditional sales model

C

What happens during the last step of the organizational development process? The results of the intervention efforts are assessed to see if they solved the problem. The intervention is applied in the hopes that it will fix the problem. The diagnosis and intervention are further refined if the problem was not solved. The problem is diagnosed using a combination of surveys, interviews, observation, and meetings.

C

Which of the following is a demographic characteristic that is a force for change outside the organization? Productivity Job satisfaction Education Petroleum prices

C

Which of the following is an adaptive change in an organization? Introduction of a method that is new to the organization Introduction of an innovative change by an organization's top management Reintroduction of a practice familiar to the organization Introduction of a technique that is new to the organization's industry

C

Which of the following is an effective way to deal with change and innovation? Hold closely to established methods of getting the job done. Insist on success and punish failure. Have flexibility and adaptability. Innovate by varying existing products that are already on the market. Offer different explanations for the change to different work groups.

C

What is achieved by integration of innovation activities into business strategies? Human capital resources are drastically increased. Innovation by the competition becomes irrelevant. Management is encouraged to dedicate resources to innovation. Employees feel committed to innovation in the organization.

C,D

Which statements about rewards and innovation goals are true? There is no meaningful relationship between rewards and innovation goals. Organization reward systems are rarely at odds with innovation culture. Reward systems should be aligned with innovation goals. Extrinsic reward receipt needs to be tied to creativity and innovation.

C,D

Make more concessions.

Creating anchors that lead negotiators toward a positive frame may cause these negotiators to: A. Reactively devalue given offers. B. Put more emphasis on value creation. C. Make more concessions. D. Reach an avoidable impasse.

A plan for being innovative that requires a company to integrate its innovation activities and business strategies is a(n) ______. resource analysis human capital plan required structure process innovation strategy

D

Achievement of strategic goals through organization development is likely to fail if ______. leaders employ an innovation strategy the organization does not understand the competition it involves new-direction innovation top managers are not committed

D

All components of a home are prefabricated and shipped in the same package for construction on site. New direction product innovation Process innovation Product innovation New direction process innovation

D

Although commitment from all members of an organization is important, if ______ in particular are not committed to achievement of the organization's innovation goals, the goals are unlikely to be achieved. consultants employees mid-level managers senior leaders

D

As more and more companies become proficient at bringing products and services to market, ______ is emerging as a necessary and powerful competitive weapon. human resources raw materials money speed

D

In organizational development, what type of interventions is NOT recommended for use? multiple interventions cross-cultural interventions goal-setting interventions single interventions combined interventions

D

Innovations must be ______. incremental disruptive physical novel

D

The common term used to describe the techniques for implementing planned change to make people and companies more effective is called organizational ______. placement diagnosis intervention development

D

The overarching challenge for Khosrowshahi is that he has to manage ________ change as he cleans up some of the mess that Kalanick left behind (e.g., a toxic organizational culture) while also trying to push forward with ______ changes in anticipation of future challenges such as more governmental actions. historical; unknown proactive; modern modern; unknown reactive; proactive proactive; reactive

D

Tom's company is very successful, even though they expect most new ideas to fail. This is likely due to an organizational culture that ______. views experimentation as a boondoggle makes an example of employees that fail encourages using techniques that were successful in the past celebrates failure as vital toward fostering innovation

D

When is organizational development most likely to succeed? When it involves change for the sake of change When it focuses solely on short-term results When it utilizes a single intervention When it is supported by top managers

D

Which current "supertrend" is Zenplace responding to? Knowledge, not information, is becoming the new competitive advantage. Some companies are unable to survive disruptive innovation. Competitors offering specialized solutions require organizations to get products to market faster. The marketplace is becoming more segmented. Correct

D

Which is a purpose of organization development? Designing products Investigating the competition Providing training Managing conflict

D

Which type of change implementation makes employees feel the least threatened? Administrative change Innovative change Radically innovative change Adaptive change

D

Which of the following is NOT a supertrend shaping the future of business? faster speed-to-market offshore suppliers affecting U.S. business traditional companies struggling with radically innovative change more niche products information becoming a competitive advantage

E

Thomas, an employee for a government contractor, likes the strict culture that he finds with ABC Industries, which supplies equipment parts to several government bases. There is very little focus on the external environment and little company flexibility due to the type of customers they serve. Since the product they sell needs little improvement and there is virtually no competition, few are risks taken. This is an example of an adhocracy culture. T/F

False A hierarchy culture has an internal focus and values stability and control over flexibility. An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products (new drugs) by being adaptable, creative, and quick to respond to changes in the marketplace. Employees are encouraged to take risks and experiment with new ways of getting things done (drug research).

Productivity expert Odette Pollar proposed that "To accomplish more in a day, you must do more and do everything faster." T/F

False Oakland, California, productivity expert Odette Pollar proposed that "To do more in a day, you must do less—not do everything faster."

Innovation can be easily systematized. True False

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

Organizational culture appears as five layers: observable artifacts, espoused values, basic assumptions, informal groups, and management groups. T/F

False Organizational culture appears as three layers: (1) observable artifacts, (2) espoused values, and (3) basic assumptions.

Because of globalization and information technology, the United States has an advantage in knowledge workers. True False

False A knowledge worker is someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor. Because of globalization and information technology, the United States no longer has an advantage in knowledge workers. The United States may be in danger of slipping behind because of the advancement of China, India, Russia, and Brazil; the offshoring of sophisticated jobs; the decrease in math and science skills among today's younger Americans; and other factors.

Negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security are referred to as the union-management debate. True False

False Collective bargaining consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security.

For Megan, a program manager, her performance review at the end of the year included feedback from her four employees, her boss, another accounting manager, several clients, and even a few employees in other departments with whom she worked recently. This is an example of an employee survey. True False

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

Arbitration is the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution. True False

False Mediation is the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution. Arbitration is the process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them.

Before applying, Carlos read the job analysis for the available position, which said that the responsible party reviews contracts for technical accuracy and completeness, and tracks invoices against the executed contracts. True False

False Once the fundamentals of a job are understood, then you can write a job description, which summarizes what the holder of the job does and how and why he or she does it.

Selection is the process of locating and attracting qualified applicants for jobs open in the organization. True False

False Recruiting is the process of locating and attracting qualified applicants for jobs open in the organization.

Three types of selection tools, including background information, interviewing, and social media tests, help predict how well the candidate will perform the job and how long he or she will stay. True False

False The selection process screens job applicants to hire the best candidate. Essentially this becomes an exercise in prediction: how well will the candidate perform the job and how long will he or she stay? Three types of selection tools are background information, interviewing, and employment tests.

Which of the following statements regarding performance appraisal is INCORRECT?

Feedback and coaching during the performance appraisal are good options, but not necessary

Media richness

Involves the capacity of a given communication medium to convey information and promote understanding.

Base pay consists of the basic wage or salary paid employees in exchange for doing their job. Which of the following factors does NOT determine base pay?

Job performance

Which of the following is an accurate conclusion from the "Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions" study involving the culture of 1,000 companies?

Managers can use elements of these cultures to boost innovation and quality. Twenty-five years of research on the relationship between organizational culture and various measures of organizational effectiveness demonstrated that the eight types of organizational outcomes had significant and positive relationships with clan, adhocracy, and market cultures, especially with the outcomes of job satisfaction and organizational commitment. One general conclusion was that managers can build into their organizations characteristics of some or all of these three cultures—clan, adhocracy, and market—to increase innovation and improve the quality of their products.

To be considered as a Positive Organizational Behavior construct the following operational criteria must be met

Positive; psychological resource capacity; based on theory and research; valid measures; state-like and thus open to development; managed for performance improvement

The role of informal organization

Primary means of interactive communication

The auditor depends on the current clients for future contracts.

Research on the psychology of conflicts of interest suggests that an auditor is psychologically incapable of maintaining a truly unbiased judgment as long as: A. The auditor depends on the current clients for future contracts. B. The auditor is forced to disclose conflicts of interest. C. The auditor is believed to personally be immune to conflicts of interest. D. All of the above.

It focuses too narrowly on explicitly unethical behavior.

Researchers of bounded ethicality claim that the primary flaw of most ethical training is that: A. It ignores the failure of disclosure to reduce conflicts of interest. B. It fails to convince managers that they can benefit from lessons of ethical behavior. C. It over-claims credit for its contribution to reduce unethical behavior. D. It focuses too narrowly on explicitly unethical behavior.

Status quo

The _____________ bias makes people resistant to change and drives them to prefer investment strategies that they have used in the past over searching for better strategies. A. Aggressive B. Neutral C. Passive D. Status quo

emotional intelligence; EI

The capacity for recognizing our own feelings and those of others, for motivating our- selves, and for managing emotions well in ourselves and in our relationships

Artie is designing a training class that is aimed at improving teamwork among people on task forces. What method should he choose? a.Lectures b.Role plays c.Workbooks d.Videotapes

The correct answer is "B" - role plays

Joe, a human resources specialist for Jersey Office Supplies Co., rides along with the furniture delivery people to observe the problems they were encountering and what activities they were required to perform. Joe was performing a: A.Personality test B.Performance appraisal C.BARS D.Job analysis

The correct answer is "D" - job analysis

Melanie scheduled a special interview with Gina before Gina was hired, in which Melanie painted a picture of both the positive and negative features of the job. Mel was performing a: a.Structured interview b.Unstructured interview c.Performance appraisal d.Realistic job preview

The correct answer is "D" - realistic job preview.

psychological capital (psycap)

The degree to which the individual has high efficacy, optimism, hope, and resilience.

Win-lose

The fixed-pie assumption leads negotiators to interpret most situations as: A. Overly risky B. Win-lose C. Integrative D. Unfair

Decoding

The process of interpreting and making sense of a message. Occurs when receivers receive a message.

regression to the mean

The statistical principle that dictates that extreme performances are subsequently likely to move closer to the group's average performance is known as ________________. A. regression to the mean B. averaging data C. linea regression D. the median principle

All of the above.

The tendency to escalate commitment is more pronounced when: A. The commitment is to a failed decision made by oneself. B. The failure of the initial commitment can be explained with a causal, unrelated account. C. The escalation is made by an individual, compared with escalation made by a group. D. All of the above.

Organizationally rational

To the extent that it is aimed at the organization's goals

Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees. T/F

True Embedding organizational culture is essentially a teaching process—that is, a process in which members instruct each other about the organization's preferred values, beliefs, expectations, and behaviors. The process is accomplished by using one or more of the following 12 mechanisms: 1. Formal statements; 2. Slogans & sayings; 3. Rites & rituals; 4. Stories, legends, & myths; 5. Leader reactions to crises; 6. Role modeling, training, & coaching; 7. Physical design; 8. Rewards, titles, promotions, & bonuses; 9. Organizational goals & performance; 10. Measurable & controllable activities; 11. Organizational structure; 12. Organizational systems & procedures.

Disruptive innovation is a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. True False

True Disruptive innovation is a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. One example is technological breakthrough such as digitalization.

Managers hoping to foster innovation must gain allies by communicating their vision. True False

True Once you've decided how you're going to handle the problem or opportunity, start developing and communicating your vision. Among the details you'll need to communicate to gain support are the following: showing how the product or service will be made, showing how potential customers will be reached, and demonstrating how you'll beat your competitors.

Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests, while nonprofit organizations are formed to offer services to some clients, not to make a profit. T/F

True Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests (examples: unions, trade associations). Nonprofit organizations are formed to offer services to some clients, not to make a profit (examples: hospitals, colleges). For-profit organizations are formed to make money, or profits, by offering products or services (examples: Microsoft, Dell Computer. Delta Airlines).

In sexual harassment, the harasser may be a(n) outsider, coworker, supervisor, or someone of the same sex. True False

True The harassment may be by a member of the opposite sex or a member of the same sex, by a manager, by a coworker, or by an outsider. If the harasser is a manager or an agent of the organization, the organization itself can be sued, even if it had no knowledge of the situation.

The purpose of the strategic human resource management process is to get optimal work performance to help realize the company's mission and vision. True False

True The purpose of the strategic human resource management process is to get optimal work performance to help realize the company's mission and vision

Low self-efficacy is associated with learned helplessness, the debilitating lack of faith in one's ability to control one's environment. True or False?

True Low self-efficacy is associated with learned helplessness, the debilitating lack of faith in one's ability to control one's environment.

Sharing information between the parties

Trust enables value creation through: A. Creating contingent contracts. B. Identifying the parties' interests. C. Facilitating tradeoffs between issues of different relative importance. D. Sharing information between the parties.

none of the above

Which of the following helps to eliminate the influence of fairness considerations? A. Repeating games B. Raising the stakes in games C. Reducing the amount of available resources after an initial offer is rejected D. None of the above

Pursue mutual disclosure of intentions between you and your competitor.

Which of the following is a useful advice for a competing party that wishes to avoid competitive escalation of commitment? A. Pursue mutual disclosure of intentions between you and your competitor. B. Make an initial high bid that will discourage the competitor from entering the auction. C. Do not focus too much on the competitor's needs and interests, but on your own. D. Know the expected bidding patterns of your competitor in advance.

Self-justification

Which of the following is an underlying mechanism of escalation of commitment? A. The confirmation trap. B. Competitive irrationality. C. Evaluating potential consequences from different reference points. D. Self-justification.

Escalation

__________ of conflict in negotiation can occur because the each party is focused too much on winning and less on reaching an agreement. A. Escalation B. Winding down C. Satisfaction D. None of the above

In a highly integrated organization, the specialists work together to achieve ____.

a common goal Integration is the tendency of the parts of an organization to draw together to achieve a common purpose. In a highly integrated organization, the specialists work together to achieve a common goal.

Communication competence

a performance-based index of an individual's abilities to effectively use communication behaviors in a given context.

high self-efficacy

are high performers; give whatever effort it takes to successfully accomplish the task; perseveres when meeting obstacles, frustrations, or setbacks; has positive selfthoughts and talks; and is resistant to stress and burnout; expect to succeed

job analysis

basic elements of a job

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

behavioral

Astrid, a customer service representative, was asked by one of her customers if her company would be interested in joining the chamber of commerce to meet potential customers. Astrid believes this is a very good idea and approached her manager, Alan, about becoming a chamber member. Alan told Astrid that "Since the cost of membership is over $500 and you will have to leave the office to attend meetings, I will have to get approval from management above me." This is an example of how important decisions are made in organizations with _____.

centralized authority ... decisions made by higher-level managers

Employees and customers are treated like a family at Bayou Seafood Café. Paul and Betsey, the owners, work to encourage unity to increase their employees' job satisfaction and commitment. At their café, Paul and Betsey have built a(n) ____.

clan culture A clan culture has an internal focus and values flexibility rather than stability and control. Like a family-type organization, it encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement.

What are some weaknesses of the matrix organization?

conflict in objectives, difficult to maintain balance and meet objectives, great deal of time in meetings, dual reporting relationships can cause problems

The tendency to attribute another person's behavior to his or her personal characteristics rather than to the situation the person is called _________. a) Selective perception b) the halo effect c) stereotyping d) Fundamental attribution bias e) self-serving bias

d) Fundamental attribution bias

Centralized Decision Making

decisions are made by higher-level managers

Decentralized Decision Making

decisions are made by middle-level managers

Operational Planning

determine how to accomplish specific tasks with resources available within the next 1-52 weeks

Strategic Planning

determine organization's long-term goals for the next 1-5 years with resources they expect to have available

Tactical Planning

determine what contributions their departments can make with the given resources during the next 6-24 months

According to Lawrence and Lorsch, the stability of an organization's environment determine(s) the degree of ____.

differentiation or integration that is appropriate The stability of the environment confronting the parts of the organization, according to Lawrence and Lorsch, determines the degree of differentiation or integration that is appropriate.

Greg, the CEO of Organic Market, wants managers and employees to instruct each other about the organization's chosen values and beliefs. Greg has encouraged the seasoned employees to retell stories about the company legends, and he plans on bringing back the monthly rewards. Greg is endeavoring to ____.

embed company culture Changing organizational culture is a teaching process in which organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors. The process is accomplished by using one or more of the following 12 mechanisms; 1. Formal statements; 2. Slogans & sayings; 3. Rites & rituals; 4. Stories, legends, & myths; 5. Leader reactions to crises; 6. Role modeling, training, & coaching; 7. Physical design; 8. Rewards, titles, promotions, & bonuses; 9. Organizational goals & performance; 10. Measurable & controllable activities; 11. Organizational structure; 12. Organizational systems and procedures.

Employees resist change for all the following reasons except _____. disruption of group relationships fear of the unknown or failure peer pressure faith in change agent's intentions individuals' low predisposition toward change

faith in change agent's intentions The top reasons employees resist change are (1) individuals' low predisposition toward change; (2) surprise and fear of the unknown; (3) climate of mistrust; (4) fear of failure; (5) loss of status or job security; (6) peer pressure; (7) disruption of cultural traditions or group relationships; (8) personality conflicts; (9) lack of tact or poor timing; and (10) nonreinforcing reward systems.

Two advantages of decentralization are that (1) managers are encouraged to not solve their own problems, but rather to ask for assistance as soon as possible, and (2) decisions are made more slowly, because they are discussed at a higher level of management.

false

When a company improves the packaging of its product, it is introducing a radically innovative change.

false

Hierarchy Culture

internal focus and values stability and control over flexibility

Attitude

is defined as a learned predisposition toward a given object.

Which of the following is not one of the four steps for fostering innovation? recognize problems and opportunities and devise solutions effectively managing people, groups, and organizational processes and systems in the pursuit of innovation gain allies by communicating your vision issue a mandate: change or leave empower employees and reward them to achieve progress

issue a mandate: change or leave Four steps for fostering innovation are to (1) recognize problems and opportunities and devise solutions; (2) gain allies by communicating your vision; (3) overcome employee resistance and empower and reward them to achieve progress; and (4) execute well by effectively managing people, groups, and organizational processes and systems in the pursuit of innovation.

Newsletters, computer reports, and general e-mail blasts

lean media, because feedback is very slow, the channels involve only limited visual information, and the information provided is generic or impersonal.

During a meeting, Tammy, the branch manager, was pointing to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Jim, our CEO, and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." The employees indicated on the organization chart by a solid line are ____, and those indicated by a dotted line are ____.

line managers; staff personnel Staff personnel have authority functions; they provide advice, recommendations, and research to line managers (example: specialists such as legal counsels). Staff positions are indicated on the organization chart by a dotted line (usually a horizontal line). Line managers have authority to make decisions and usually have people reporting to them (examples: the president, the vice presidents, the director of personnel, and the head of accounting). Line positions are indicated on the organization chart by a solid line (usually a vertical line).

the practice of managing individuals with more than one reporting line

matrix organization

Space for Movement

movement required of task vs. freedom beyond tasks

Ana is a teacher who became interested in helping adults in some of the poorer neighborhoods learn how to read. She plans to start a reading center in a low-income area to help residents with reading skills at no cost. Ana's center is an example of a(n)

nonprofit organization

Computer-assisted instruction is usually a form of _____. -managerial development -on-the-job training -orientation -management selection -off-the-job training

off-the-job training Off-the-job training consists of classroom programs, videotapes, workbooks, and the like. Lots of off-the-job training consists of computer-assisted instruction (CAI), in which computers are used to provide additional help or to reduce instructional time.

Organizational design is concerned with an organization developing ____.

optimal structures of accountability and responsibility to execute its strategies Organizational design is concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies. We may categorize organizational designs as three types: (1) traditional designs, (2) horizontal designs, and (3) designs that open boundaries between organizations.

What three things lead to the outcomes of the socialization model?

prearrival, encounter, metamorphosis

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

prevent failure at all cost

Horizontal Design

teams, either temporary or permanent, are used to improve collaboration and break down internal boundaries

Receiver

the person, group, or organization for whom the message is intended

To explain how to initiate, manage, and stabilize planned change, Kurt Lewin developed a model with three stages. They were _______. Look for opportunities in unconventional ways. Prevent failure at all cost. Give one consistent explanation for the change. Have the courage to follow your ideas. Don't stomp on new ideas.

unfreeze, change, and refreeze To explain how to initiate, manage, and stabilize planned change, Kurt Lewin developed a model with three stages—unfreeze, change, and refreeze.

What types of culture exist in a company?

uniform, dominant, subcultures, strong, weak, or a paradox of diversity

When the two newly hired analysts compared notes, they found that their interviews had been quite different. Each was long and involved, but the content of the questions varied based on previous employment and education. They confirmed that this company used a(n) ______ interview. -structured -situational -behavioral-description -unstructured -standardized

unstructured Like an ordinary conversation, an unstructured interview involves asking probing questions to find out what the applicant is like. There is no fixed set of questions asked of all applicants and no systematic scoring procedure.

Synergy

value of separated, related businesses under one ownership and management is greater together than the businesses are worth separately

the three levels of positive psychology

valued subjective experiences; positive individual traits; civic virtues and the institutions that move individuals toward better citizenship

culture affects every aspect of _____ _____

work flow

underemployed

working at jobs that require less education than they have

According to productivity expert Odette Pollar, "To do more in a day, ____."

you must do less—not do everything faster *******