Management: Final Exam

Performance appraisal

A management process that consists of assessing employees' performance and providing them with feedback.

Performance management

A set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

Matrix structure

An organization combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal.

Expert Power

Influencing behavior because of one's expertise.

Legitimate Power

Influencing behavior because of one's formal position. Examples include a CEO, sales manager, supervisor.

Referent Power

Influencing behavior because of one's personal attraction.

Informational Power

Influencing behavior because of the logical and/or valuable info one communicates.

Reward Power

Influencing behavior by promising or giving rewards.

Coercive Power

Influencing behavior by threatening or giving punishment.

Subjective appraisals

Based on a manager's perceptions of an employee's: traits or behaviors.

Objective appraisals

Based on facts, are often numerical, and measure desired result.

Functional conflict

Benefits the main purposes of the organization and serves its interests.

Dysfunctional conflict

Conflict that hinders the organization's performance or threatens its interests.

Unfreezing: Creating the motivation to change. Changing: Learning new ways of doing things. Refreezing: Making the new ways normal.

Describe Lewin's change model.

Extroversion: How outgoing, talkative, sociable, and assertive a person is. Agreeableness: How trusting, good-natured, cooperative, and soft-hearted someone is. Conscientiousness: How dependable, responsible, achievement-oriented, and persistent someone is. Emotional Stability (Neuroticism): How relaxed, secure, and unworried a person is. Openness to experience: How intellectual, imaginative, curious, and broad-minded someone is.

Describe the Big 5 Personality Dimensions.

Diagnosis: What is the problem? Intervention: What shall we do about it? Evaluation: How well has the intervention worked? Feedback: How can the diagnosis be further refined?

Describe the organization's development process.

The contingency leadership model

Determines if a leader's style is task-oriented or relationship-oriented.

Servant leadership

Focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to yourself.

Divisional structure

Grouping by similarity of purpose.

Onboarding

Helping newcomers learn the ropes.

Learning and development

Helping people perform better.

Internal recruiting

Hiring from the inside by making people already employed by the organization aware of job openings through formal announcements, recommendations by managers who have direct experience with specific employees, and employees' profiles.

External recruiting

Hiring from the outside through newspapers, employment agencies, recruiting firms, union hiring halls, college job-placement offices, and word of mouth.

Design meaningful work, improve supervisor-employee relations, provide learning and development opportunities, reduce stressors.

How can managers increase employee engagement?

Equity theory

How people strive for fairness and justice in social exchanges or give-and-take relationships and is based on cognitive dissonance.

•Focus on the other person. •Ask open-ended questions. •Approach conversations with curiosity. •Avoid the tendency to judge. •Be mindful and fully present.

How to be an effective listener?

•Start with your purpose. •Write simply, concisely, and directly. •Know your audience. •Don't show ignorance of the basics.

How to be an effective speaker?

•Check out the TED model. •Ask questions to help yourself prepare. •Arrive early and check the room to be sure promised equipment is in place and working. •Say it. •Tell them what you said.

How to be an effective writer?

Self-actualization, esteem, love, safety, and physiological.

Name Maslow's hierarchy of needs theory from highest to lowest.

Forming: "Why are we here?" Storming: "Why are we fighting over who's in charge and who does what?" Norming: "Can we agree on roles and work as a team?" Performing: "Can we do the job properly?"

Name and describe Tuckman's five stages of group development.

1. Positive Reinforcement: introduces positive consequences to strengthen the likelihood that a particular behavior will occur again in the future. 2. Negative Reinforcement: removes negative stimulus to strengthen the likelihood that a particular behavior will occur again in the future. 3. Extinction: decreases the likelihood that a particular behavior will occur again in the future by ignoring it or making sure it is not reinforced. 4. Punishment: decreases the likelihood that a behavior will occur again in the future by presenting something negative or withdrawing something positive.

Name and describe four of the behavior modifications.

1. Avoiding: ignoring or suppressing a conflict. It is appropriate for trivial issues when emotions are high and a cooling-off period is needed. 2. Obliging: allows the desires of the other party to prevail. This style may be appropriate when it's possible to eventually get something in return or when the issue isn't important to you. 3. Dominating/Forcing: ordering an outcome, when a manager relies on their formal authority and power to resolve a conflict. It is appropriate when an unpopular solution must be implemented. 4. Compromising: both parties give up something to gain something. It is appropriate when both sides have opposite goals or possess equal power. 5. Integrating: in this collaborative style, the manager strives to confront the issue and cooperatively identify the problem, generating and weighing alternatives and selecting a solution. It is appropriate for complex issues plagued by misunderstanding.

Name and describe the five conflict-handling styles.

1. Cognitive abilities: the ability to identify problems and their causes in rapidly changing situations. 2. Interpersonal skills: the ability to influence and persuade others. 3. Business skills: the ability to maximize the use of organizational assets. 4. Conceptual skills: the ability to draft an organization's mission, vision, strategies, and implementation plans.

Name and describe the four basic skills for leaders.

1. Self-awareness: the most essential trait of emotional intelligence in which there is the ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others. 2. Self-management: the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways. You can leave occasional bad moods outside the office. 3. Social awareness: empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others. 4. Relationship management: the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds.

Name and describe the four traits of emotional intelligence?

1. Clan: an employee-focused culture valuing flexibility and the feeling of family, not stability. 2. Adhocracy: a risk-taking culture valuing flexibility and the creation of new and innovative products. 3. Market: a competitive culture valuing profits over employee satisfaction. 4. Hierarchy: a structured culture valuing stability and effectiveness.

Name and describe the four types of organizational culture.

1. Leader-member relations: "Do my subordinates accept me as a leader?" This dimension, the most important component of situational control, reflects the extent to which a leader has or doesn't have the support, loyalty, and trust of the work group. 2. Task structure—"Do my subordinates perform unambiguous, easily understood tasks?" This dimension refers to the extent to which tasks are routine, unambiguous, and easily understood. The more structured the jobs, the more influence a leader has. 3. Position power—"Do I have power to reward and punish?

Name and describe the three dimensions of situational control.

1. Observable artifacts: the most visible and least resistant to change and express through physical manifestations such as manner of dress, awards, and myths. 2. Espoused values: the level of organizational culture that is deeper and less visible than level 1 and are explicitly stated values and norms. 3. Basic assumptions: the least visible and more resistant to change and are core values of the organization.

Name and describe the three levels of organizational culture.

Functional structure

People with similar occupational specialties are put together in formal groups both for profit and nonprofit.

Communication Process

Step 1: Sender, message, and receiver Step 2: Encoding and decoding Step 3: The medium Step 4: Feedback Step 5: Noise

Expectancy

The belief that a particular level of effort will lead to a particular level of performance.

Instrumentality

The expectation that successful performance of the task will lead to the outcome desired.

Job satisfaction

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

Valence

Value, the importance a worker assigns to the possible outcome or reward.

1. Formal statements 2. Slogans and sayings 3. Rites and rituals 4. Stories, legends, and myths 5. Leader reactions to crises 6. Role modeling, training, and coaching 7. Physical design 8. Rewards, titles, promotions, and bonuses 9. Organizational goals and performance criteria 10. Measurable and controllable activities 11. Organizational structure 12. Organizational systems and procedures

What are 12 ways a culture becomes established in an organization?

Decreased productivity and job satisfaction, lower customer satisfaction, higher costs and turnover.

What are some negative onboarding experiences generated?

Increased commitment, increased job satisfaction, increased productivity, higher customer satisfaction, lower turnover.

What are some positive onboarding experiences generated?

Employee characteristics, change agent characteristics, change agent-employee relationship.

What are the causes of resistance to change?

Personality, internal dimensions, external dimensions, organizational dimensions.

What are the four layers of the diversity wheel?

Inputs, outputs (rewards), and comparisons.

What are the key elements of equity theory?

Assessment, objectives, selection, implementation, evaluation.

What are the steps of the learning and development process?

Culture, structure, HR practices

What are the three strands that must be woven together to drive successful strategic execution?

Employees can achieve 10% higher customer satisfaction/loyalty, 20% more productivity, 21% greater profitability.

What outcomes are associated with employee engagement?

15.9%

What percentage of employees are fully engaged at work?

Too little conflict (inactivity)

Work groups, departments, or organizations that experience ______ _______ ______ tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. The result is that organizational performance suffers.

Too much conflict (warfare)

______ _______ ______ can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.