MGT 312 Midterm + Final

Concerning the ladder of abstraction found in your reading assignment, assets was said to be at the _____ level of abstraction whereas the typewriter was said to be at the _____ level of abstraction. A. 2nd 3rd B. 5th 1st C. 1st 5th D. 3rd 2nd

B. 5th 1st

The Drive to Bond is most closely related to McClelland's Theory of: A. Achievement B. Affiliation C. Power D. Self-Efficacy

B. Affiliation

Equity theory holds that individuals compare the inputs to outcomes ratio with: A. a coworker B. Any or all of these C. their own previous ratio D. someone with a simlar job in another company

B. Any or all of these

Organizational learning processes include all but which of the following? A. Acquiring information B. Applying wisdom to knowledge C. Interpreting information D. Organizational memory

B. Applying wisdom to knowledge

Job dissatisfaction is related to each of the following except: A. Grievances B. Attitude toward top management C. Turnover D. Tardiness

B. Attitude toward top management

Population ecology would be considered a __________ approach to organizational structure.. A. Deterministic micro B. Deterministic macro C. Voluntaristic micro D. Voluntaristic macro

B. Deterministic macro

Which of the following are things employees and employers can do to fight fatigue? A. Training people how to do more in less time B. Environment changes C. Increasing wages D. Downsize

B. Environment changes

The traits of effective leaders include all but which of the following? A. Inner motivation B. High Neuroticism C. High Intelligence D. Drive to achieve

B. High Neuroticism

Conflict is dysfunctional when it _____. A. Promotes debate B. Hinders organizational performance C. Serves organizational interests D. Leads to mutuality of interests

B. Hinders organizational performance

Examples of schemata would include all but one of the following: A. Worldviews B. Intelligence C. Scripts D. Stereotypes

B. Intelligence

reflects the development of tools, processes, systems, structures, and cultures implemented explicitly to improve the creation, sharing, and use of knowledge critical for decision making. A. The Delphi Technique B. Knowledge management C. The rational model of decision making D. Nominal group technique

B. Knowledge management

Empowering leadership includes all but which of the following? A. Leading for progress B. Leading for task accomplishment C. Leading for self-determination D. Leading for meaningfulnes

B. Leading for task accomplishment

Physiological effects of stress include all but one of the following. Which is it? A. Increased heart rate B. Lowered self esteem C. Increased blood pressure D. Increased gastrointestinal problems

B. Lowered self esteem

In Big Data: A. all numbers in the data set are almost certainly correct B. Messiness may be a virtue C. there is no problem with missing values D. All of these are true of Big Data

B. Messiness may be a virtue

Concerning the study of behavior in organizations, it is true that: A. Adam Smith was the first to introduce the sociology of organizations B. Plato was concerned with leadership C. Elton Mayo was a tough minded economist D. Frederick Winslow Taylor was the first to begin attitude studies

B. Plato was concerned with leadership

If the chosen solution to a problem was effective, it should _____. A. Increase two-way communication between management and workers B. Reduce the gap between the actual and desired states of the problem situation C. Increase organizational citizenship behaviors D. Foster participative management

B. Reduce the gap between the actual and desired states of the problem situation

Sources of personal power include: A. Reward power B. Referent power C. Legitimate power D. Coercive power

B. Referent power

The four layers of diversity include all but which of the following: A. Internal dimensions such as age, race, or ethnicity B. Skills and ability dimensions such as a welding certificate C. External dimensions such as Work Experience, Religion, and education D. Organizational dimensions such as management status, work location, or union membership

B. Skills and ability dimensions such as a welding certificate

Why are trade-offs between different approaches a problem? A. Managers are confused by the intent of the approaches B. They are often incompatible or in direct conflict C. Employees object to the different approaches D. The approaches are too mathematical

B. They are often incompatible or in direct conflict

The Kluckhohn and Strodbeck dimensions of culture include: A. Uncertainty avoidance B. Time orientation C. Collectivism vs. Individualism D. Power distance

B. Time orientation

An OD approach to change is most like: A. an artist planning how a painting should go B. a doctor viewing a sick patient C. a scientist planning an experiment D. a sculptor planning a grand statue

B. a doctor viewing a sick patient

Dispositional resistance to change is: A. all of these B. a stable personality trait C. a stable value D. a stable behavior

B. a stable personality trait

If a person has an internal locus of control s/he is likely to: A. attribute his/her success to fate B. attribute his/her success to his/her own actions C. feel that his/her success is really not of his/her own doing D. enjoy reading his/her horoscope each day

B. attribute his/her success to his/her own actions

Anticipatory socialization is the stage where: A. candidates are changed from outsiders to insiders B. candidates seek out information on the organization C. candidates pass the first entrance test D. candidates have their first day in the organization

B. candidates seek out information on the organization

Presenteeism is when A. none of these B. employees show up at work sick C. employees don't show up to work when they're well D. employees show up late to work

B. employees show up at work sick

Expectancy Theory implies that: A. incentives should be the same across the board B. employees will respond to outcomes they personally value C. managers will be more popular if they set easy goals D. employees not managers should be rewarded for department goal attainment

B. employees will respond to outcomes they personally value

Learned helplessness means: A. a person has a tendency to underestimate of external factors when making a causal attribution B. feelings experienced by an individual when s/he believes that failure is inevitable C. None of these D. there is a process by which a person is taught to attribute failure to changeable factors

B. feelings experienced by an individual when s/he believes that failure is inevitable

A functional structure might include departments of: A. printers, fax machines, and photocopiers B. finance, operations, and marketing C. southeast, midwest, and midcontinent territories D. international, finance, and research

B. finance, operations, and marketing

Organizational Ecology is mostly concerned with: A. top down control B. foundings and failures C. stabilizing environments D. resource partitioning

B. foundings and failures

An open system A. has an end state known from the beginning B. has a feedback loop that passes through the environment C. is totally determined by the environment D. None of these

B. has a feedback loop that passes through the environment

The research on self managed work teams suggests: A. individuals have lower levels of job satisfaction B. individuals overwhelmingly prefer to work on self managed work teams C. productivity is often lower for self managed work teams D. absenteeism and turnover rates are higher on self managed work teams

B. individuals overwhelmingly prefer to work on self managed work teams

What is the first obstacle that Campion, et. al propose? A. uncooperative management B. influences on multiple outcomes C. disruptive employees D. union objections

B. influences on multiple outcomes

Dissonance results in all but one of the following. Which one is it? A. People notice things that reinforce their attitudes B. information consistent with an attitude is harder to learn C. People seek out, notice, and interpret data to reinforce their attitudes D. Attention and interpretation are culturally dependent

B. information consistent with an attitude is harder to learn

Why is it difficult to predict the content of a job before it exists? A. the content of jobs is the product of negotiation B. job-level characteristics simply do not exist at lower levels C. there are so many people who are involved in the prediction D. None of these

B. job-level characteristics simply do not exist at lower levels

Mechanistic job redesign is focused on: A. making the workplace more comfortable B. making jobs more efficient C. making jobs more motivating D. making job behavior more reliable

B. making jobs more efficient

The meso level of OB includes: A. individual differences B. power, culture, and networks C. groups and teams D. whole populations of organizations

B. power, culture, and networks

Which of the following is not a component of organizational commitment? A. affect B. productivity C. continuance D. normative

B. productivity

According to goal-setting theory, the goals that result in high level of individual performance are: A. do your best goals B. specific, hard goals C. specific easy goals D. goals imposed by management

B. specific, hard goals

Qualitative methods should be used to: A. provide statistical results B. study one group, organization, or person in depth C. show causality D. test hypotheses

B. study one group, organization, or person in depth

In the motivational or Job Characteristics Model of work motivation, core dimensions include all but which of the following? A. skill variety B. task specialization C. autonomy D. task identity

B. task specialization

Narrow framing is a: A. not having a good idea of the principle problem B. tendency to see investments without considering the overall portfolio C. including too many superfluous details in thinking D. seeing the present problem as part of the big picture

B. tendency to see investments without considering the overall portfolio

A transactional psychological contract is where: A. the person has a vested emotional interest in the organization B. the contract with the organization is strictly an economic exchange C. the person has a political or religious interest in the organization D. the person has an affective commitment to the organization

B. the contract with the organization is strictly an economic exchange

Received role is different from sent role by: A. the sent role being different from the role set B. the target individual not being sensitive to role sending C. none of the above is correct D. the received role being different from the enacted role

B. the target individual not being sensitive to role sending

Centralized decision-making occurs A. when key decisions are decided democratically B. when key decisions are made only by top management C. when decisions are made at the point in the organization most affected by the the decision D. when decisions are made by supervisors only

B. when key decisions are made only by top management

Causes of stress

Being in the Org - Restrictions on behavior, Office politics Interface with the outside - company vs own interests Intrinsic to the job - Too much or too little work Role in the Org - Role Conflict & Ambiguity Career Development - lack of job security Relations within org Poor relations with boss or coworkers

A manager who is high in concern for people, but really doesn't bother at all about production is a: A. 9,9 manager B. 1,1 manager C. 1,9 manager D. 9,1 manager

C. 1,9 manager

Innovation systems need all but which of the following? A. Commitment from senior leaders B. An innovation strategy C. A creative industry D. An innovative culture and climate

C. A creative industry

Conscious coordination involves which of the following? A. Share your facts B. Don't ask questions, just listen C. Coordination of effort D. Raise your voice to emphasize important points

C. Coordination of effort

Effective change management depends on all the following except: A. Communicating effectively with employees B. Defining stakeholder aims C. Currying favor with the national media D. Devising effective education & training of employees

C. Currying favor with the national media

Negative forces in organizations that force organizations to change include: A. Aggression B. Anxiety C. Downsizing D. Apprehension

C. Downsizing

Weiner's Model suggests that there are four different Locus of Causality attributions. They include all but which of the following: A. Effort B. Task Difficulty C. Fate D. Ability

C. Fate

Action research begins with ___________ . A. Collecting Data B. Implementing a change C. GAP analysis D. Action Planning

C. GAP analysis

Effective teams have all the following characteristics except: A. Consensus decisions B. Informality C. High achievement need D. Open Communication

C. High achievement need

At the present time which of the following is the largest immigrant group in the U. S.? A. Hatians B. Europeans C. Hispanics D. Asians

C. Hispanics

Which of the following is NOT provided by a transformational leader? A. Idealized influence B. Intellectual stimulation C. Invidivualized self-efficacy D. individualized consideration

C. Invidivualized self-efficacy

According to the Fiedler Contingency Model all but which of the following are dimensions of the situation? A. Position Power B. Task Structure C. Least Preferred Coworker D. Leader-Member Relations

C. Least Preferred Coworker

Group level stressors include; A. Job loss B. High pressure corporate environment C. Managers exhibiting inconsistent behaviors D. Role Conflict

C. Managers exhibiting inconsistent behaviors

Core job dimensions include all but which of the following? A. Task significance B. Task identity C. Motivators D. Skill variety

C. Motivators

Qualitative methods include: A. Correlation B. Experimental methods C. Naturalistic observation D. Psychometric methods

C. Naturalistic observation

Possible barriers in the channel to decoding a message include; A. Receiver's focus was elsewhere B. The message was not expressed properly C. Noise in the channel D. The receiver didn't give the sender enough of a response

C. Noise in the channel

According to House's Path-Goal Theory work facilitation behaviors include which of the following? A. Establishing a vision B. Clarifying performance expectations C. Planning D. Posing problems

C. Planning

Uber, Lyft, and DogVacay are considered: A. Adaptive change B. Carefully planned change C. Radically innovative change D. Innovative change

C. Radically innovative change

a. There are no organizational designs applicable to all organizations for all times. b. Organizational design is a critical factor in long term organizational success. A. a is true b is false B. a is false b is true C. a and b are both true D. a and b are both false

C. a and b are both true

Emotional intelligence is a measure of: A. the extent to which a person is guided by positive emotion B. what emotions a person has most of the time C. a person's ability to manage him/herself and interact with others in constructive ways D. the extent to which a person is subject to emotional contagion

C. a person's ability to manage him/herself and interact with others in constructive ways

In impression management, an entitlement is: A. asserting that you have superior knowledge B. showing others that you have a good character C. a verbal claim of responsibility for a positive event D. stating your best qualities

C. a verbal claim of responsibility for a positive event

All of the following are potential pitfalls effective change agents should avoid except; A. poor timing B. failing to legitimize change C. a very trusting relationship with organization members D. disrupting cultural traditions

C. a very trusting relationship with organization members

Countries that are high in power distance are places where the boss is likely to: A. expect to be treated as part of the team B. have a lot of relatives that also work in the company C. appear aloof and formal D. be friendly and caring

C. appear aloof and formal

Transactional analysis focuses on: A. behavior B. the way organizations cause certain thought patterns C. communication D. aggregate behavior

C. communication

Individual characteristics necessary to function well in foreign assignment include: A. the ability to do business by telephone B. ability to adapt to other country's fashions C. competence in language D. a cast iron stomach

C. competence in language

Organization in which departments are set up by the specialty that people perform are called ___________ organizations. A. matrix B. product C. functional D. geographic

C. functional

Cognitive style is a measure of: A. how people make decisions B. how people arrive at difficult evaluations C. how people process information D. how people understand mathematics

C. how people process information

In ergonomic job redesign, anthropometry refers to: A. static effort measurements B. tool measurements C. human body measurements D. types of lifting

C. human body measurements

Herzberg's Two Factor Theory proposes that job dissatisfaction is connected with: A. content factors B. motivators C. hygiene factors D. process factors

C. hygiene factors

A matrix structure is distinguished by:. A. unequivocal communication B. following the unity of command principle C. line people who have two bosses D. None of these are true

C. line people who have two bosses

All of the following are approaches to changing the task except: A. mechanistic B. biological C. organic D. motivational

C. organic

An example of a continuous process industry would be: A. automobile manufacturing B. computer chip manufacturing C. petroleum refining D. soda bottling

C. petroleum refining

The big five personality measure assesses all of the following except: A. extraversion B. Emotional stability C. self-efficacy D. conscientiousness

C. self-efficacy

Ethnocentrism means: A. that a person embraces multiple cultures B. that all cultures may be considered equally valid C. that one's native culture, language, and behavior are superior D. that all cultures are full of paradoxes

C. that one's native culture, language, and behavior are superior

The affective component of an attitude is: A. the behavior which the attitude elicits B. the thought process that is connected to it C. the feelings or emotions connected to it D. the dissonant part of the attitude

C. the feelings or emotions connected to it

One of the big problems with the units to measure change is that: A. All the theories accept the same units B. All the approaches must be done at the same time C. the theory is about 'jobs' whereas the recommendations are for tasks D. None of these

C. the theory is about 'jobs' whereas the recommendations are for tasks

The Analytical Style

Careful and Slow Decision Makers Who Like Lots of Information. They have a much higher tolerance for ambiguity and tend to over analyze a situation. They like to consider more information and alternatives than do those with a directive style. They are careful decision makers who take longer to make decisions but who also respond well to new or uncertain situations.

Functional conflict

Characterized by consultative interactions, a focus on the issues, mutual respect, and useful give-and-take. In such situations, people often feel comfortable disagreeing and presenting opposing views. Positive outcomes frequently result.

Closed vs. open systems

Closed systems, such as a battery-powered clock, are relatively self-sufficient. Open systems, such as the growing and selling of organic food, are highly dependent on the environment for survival. Organizations are open systems.

Conflict antecedents

Conditions from which conflicts are likely to emerge (someone makes a statement another misunderstands)

Rational Model

Consistent goals across participants Centralized power & control Decisions orderly, logical, rational Attempt to optimize Information uniformly distributed Actions aimed at efficiency & effectiveness

Explicit knowledge

Consists of anything that can be documented, archived, and codified, often with the help of IT

Balanced Score Card

Control system combining four sets of performance measures: financial, customer, business process, and learning and growth The balanced scorecard (BSC) is a strategic planning and management system that organizations use to:Communicate what they are trying to accomplish Align the day-to-day work that everyone is doing with strategy Prioritize projects, products, and services Measure and monitor progress towards strategic targets

Kotter's eight steps for leading organizational change

Create a sense of urgency Create a guiding coalition Develop a transformational vision Communicate the vision Empower action Generate short term wins Consolidate gains Make it stick

In Frederick Taylor's Pig Iron Experiment, Output per man per day was increased: A. 100% B. 15% C. 60% D. 280%

D. 280%

Work teams are preferred to work groups in many settings because: A. teams are more flexible and responsive to changing events B. teams create the potential for greater outputs with no increase in inputs C. teams create the potential for positive synergy D. All of these

D. All of these

Affirmative action is: A. Proof that the company has intentionally discriminated against minorities B. the beginning of a lawsuit against the company C. A program of quotas for minority hiring D. An opportunity for management to correct past discriminatory practices

D. An opportunity for management to correct past discriminatory practices

Each of the following is a physiological consequence of stress except: A. High blood pressure B. Coronary artery disease C. Back pain D. Anxiety

D. Anxiety

represents the idea that decision makers are restricted by a variety of constraints when making decisions. A. Optimizing B. Escalation of commitment C. Satisficing D. Bounded Rationality

D. Bounded Rationality

Which of the following events has the highest life stress value? A. Being fired at work B. Divorce C. A jail term D. Death of a spouse

D. Death of a spouse

Kotter's model holds that the first and most important thing to do in changing organizations is: A Communicate the overall vision B. Make employees comfortable with the idea of change C. Carefully diagnose the problem D. Establish a sense of urgency

D. Establish a sense of urgency

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors is called: A. Dispositional Attribution B. Self Serving Bias C. Actor/Observer difference D. Fundamental Attribution Error

D. Fundamental Attribution Error

When a situation is characterized by _____, managers should anticipate conflict. A. Compatible value systems B. Clear job boundaries C. Ample resources D. Interdependent tasks

D. Interdependent tasks

Considering age diversity, the country with the greatest percentage of population over 65 is: A. Russia B. China C. United States D. Japan

D. Japan

The most common reasons why employees fear change include all but which of the following? A. Fear of the unknown B. Peer pressure C. Fear of failure in a new system D. Low emotional intelligence

D. Low emotional intelligence

the Hawthorne studies showed that: A. better lighting caused production increases B. Group incentives were ineffective C. economic times were favorable during this study D. Managerial discipline most likely caused production increases

D. Managerial discipline most likely caused production increases

A high context culture is one where: A. Negotiations are as efficient as possible B. One must get right down to business C.Expertise and performance are what matter most D. One must establish social trust before business

D. One must establish social trust before business

Which of the following statements about conflict is true? A. Conflict is to be avoided whenever possible B. Greater amounts of face-to-face communication lead to increased organizational conflict C. Greater employee diversity leads to decreased organizational conflict D. Organizational conflict is inevitable

D. Organizational conflict is inevitable

Coping strategies for managing stress include all of the following except: A. Control strategies B. Symptom management strategies C. Escape strategies D. Secondary appraisal strategies

D. Secondary appraisal strategies

The first element in the perceptual communication model is: A. Channel B. Encoding C. Decoding D. Sender

D. Sender

Functional conflict________: A. Threatens the organization's interests B. Is decreased by the dialectic method C. Is decreased by the devil's advocacy technique D. Serves the interests of the organization

D. Serves the interests of the organization

Which of the following is NOT a part of LMX Theory? A. Follower characteristics B. Leader characteristics C. Interpersonal relationship variables D. Situational variables

D. Situational variables

An organizational chart shows all of the following except: A. the network of superior subordinate relationships B. the hierarchy of the organization C. the span of control of each manager D. Skill levels of the employee

D. Skill levels of the employee

The Yerkes-Dodson Curve indicates that: A. There is no relationship between arousal and performance B. There is a linear relationship between arousal and performance C. The relationship between arousal and performance is moderated by personality D. There is an inverted U shaped relationship between arousal and performance

D. There is an inverted U shaped relationship between arousal and performance

A matrix organization violates which basic principle of management? A. Contingent Organization B. Workflow interdependence C. Centralization of authority D. Unity of Command

D. Unity of Command

In thinking about nonverbals in an interview, folding the arms and crossing the legs would generally be interpreted as: A. an assertive posture B. a listening posture C. an aggressive posture D. a defensive posture

D. a defensive posture

Bureaucracy is good in that it:? A. is hard to steer from the top B. All of these C. limits personal freedom D. eliminates nepotism

D. eliminates nepotism

The balanced scorecard includes all but which of the following measures? A. customers B. financial C. internal business processes D. employee turnover

D. employee turnover

The difference between content and process theories is that process theories include _________ whereas content theories do not. A. goals B. cognition C. needs D. instrumental behaviors

D. instrumental behaviors

The availability heuristic: A. is the tendency to decide something before investigating it B. is the tendency to be overconfident about estimates or forecasts C. is used when people estimate the probability of an even occurring D. is the tendency to base decisions on readily available information in memory

D. is the tendency to base decisions on readily available information in memory

Organizational behavior modification is feared by some because: A. it is intended to control employees' minds B. it can only be done in autocratic organizations C. it is focused on employee thinking D. it appears to be a method for management to manipulate employees

D. it appears to be a method for management to manipulate employees

teams are particularly prone to suffer from groupthink: A. TQM B. diverse C. newly formed D. mature

D. mature

The idea of the Johari Window is that: A. democratic decision making is the only way to make decisions B. Laissez faire leadership is best C. none of these is true D. people can learn to make more of their private selves public

D. people can learn to make more of their private selves public

One of the most important external forces for change is: A. employee inertia B. articulation agreements C. Management unwillingness to change D. shareholder activism

D. shareholder activism

Meta-analytic studies of intelligence tests have shown: A. that they are mostly invalid B. that they assess things other than intelligence C. that they are generally predictive of aesthetic (art & music) sensibilities D. that they are generally predictive of job success

D. that they are generally predictive of job success

A teacher has low expectations for a group of students. She expects them to be lazy and stupid. This is an example of: A. The Attribution Effect B. The Pygmalion Effect C. The Fundamental Attribution error D. the Golem Effect

D. the Golem Effect

McClelland's Theory of Need for Achievement was supposed to predict: A. the economic success of Fortune 500 companies B. the success of men and women in management C. the speed with which certain people attain top corporate positions D. the economic success of nations

D. the economic success of nations

Uncertain environment

Decision maker doesn't know all alternatives and outcomes even as probabilities

Risk environment

Decision maker views alternatives and their outcomes in terms of probabilities

- Normative decision-making models

Decision makers are guided by bounded rationality, which represents the fact that decision-makers are "bounded" or restricted by different constraints

Computer aided decision making

Decision support systems (DSS) are "computer-based interactive systems that help decision makers to use data and models to solve unstructured problems.

Four Theoretical Approaches to Org Structure

Deterministic - the philosophical idea that all events, including moral choices, are determined completely by previously existing causes (Two types micro and macro) Voluntarism - the principle that individuals are free to choose goals and how to achieve them within the bounds of certain societal and cultural constraints, as opposed to actions that are coerced or predetermined (Two types micro and macro)

Dysfunctional conflict

Disagreements that threaten or diminish an organization's interests

Distributive vs. Integrative Bargaining

Distributive Negotiation is the negotiation strategy in which a fixed amount of resources are divided between the parties. Integrative Negotiation is a type of negotiation in which mutual problem-solving technique is used to enlarge the assets, that are to be divided between parties.

Relational Control

Dominance - Change the topic; Refuse to change topic Structuring - Providing background or context Equivalence - Extending a point; "Uh huh" or "I see" Submission - Tell me what I should do; help me out here

Halo Effect

Drawing a general impression about an individual on the basis of a single characteristic

Contingency approach to media selection

Effective communication occurs when the richness of the medium matches the complexity of the problem/situation. From a contingency perspective, richer media need to be used as problems/situations become more complex

Empowerment

Efforts to "enhance employee performance, well-being, and positive attitudes."Focused on two general forms— Structural - transfers authority and responsibilities from management to employees Psychological - occurs when we feel a sense of, meaning, competence, self-determination, and impact

The Concept of Organizational Development

Emerged from the Human Relations Movement in the 1930's More recently OD has moved towards helping organizations align with their environment

Process model of conflict

Episodic thing"first this happens, then this happens, then this happens "Happens over time, and shows how conflict repeats itself. -- Dr. Tullar (review examples)

Contrast Effects

Evaluations of a person's characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

rational model of decision making

Explains how managers should make decisions. It assumes that managers are completely objective and possess all information for their decisions. In this model, decisions thus demonstrate excellent logic and promote the organization's best interests

Barriers to effective communication

FILTERING: refers to a sender manipulating information so that it will be seen more favorably by the receiver SELECTIVE PERCEPTION: Receivers selectively see and hear based on their needs, motivations, backgrounds, etc. DEFENSIVENESS: Threatening messages produce responses that retard effective communication LANGUAGE: Words mean different things to different people

Organic Organizations

Flexible networks of multitalented individuals who perform a variety of tasks

Formal vs. informal communication channels

Formal communication is one that passes through predefined channels of communication throughout the organization. On the contrary, Informal communication refers to the form of communication which flows in every direction, i.e. it moves freely in the organization.

Group think

Fosters a strong "us versus them" mentality that prompts members to accept group perspectives in the heat of the moment, even when these perspectives don't necessarily align with their personal views. When the group identity is threatened, the decision-making can be rushed and destructive

Bases for Departmentation

Functional Product Geographic Hybrid Matrix

Political Model

Goals inconsistent, pluralistic w/in organization Shifting coalitions & interest groups Decisions the focus of interest politics Market forces & Conflict Information withheld & used strategically

Contract administration

Grievance and Arbitration Grievance arbitration is a quasi-judicial process where a neutral third party hears a dispute over contract interpretation, discipline or discharge and renders a final and binding decision

Machiavelli Scale

Higher score equates to higher machiavellianism. Machiavellianism is defined as the political theory of Niccolò Machiavelli, especially the view that any means can be used if it is necessary to maintain political power.

The Behavioral Style

Highly People-Oriented Decision Makers. The most people-oriented of the four. People with this style work well with others and enjoy social interactions in which opinions are openly exchanged. These decision makers are supportive, are receptive to suggestions, show warmth, and prefer verbal to written information.

3 phases labor relations

If union wins then there's negotiation, then there's the contract (governing doc, which tells how management and union are going to proceed)

Physical bodily changes in people under stress

Increased blood pressure Increased heart rate Sweating Hot and cold spells Breathing difficulties Muscular tension Increased gastrointestinal disorders

Change alternatives

Incremental adjustments Cross-functional training prototypes Trial period Communication

Difference between information & knowledge

Information: Facts provided or learned about something or someone. Knowledge: Information and skills acquired through experience or education; the theoretical or practical understanding of a subject. Information is ones and zeros. It's raw data, or a list of facts

Boundary Spanning

Interactions among team members and individuals and groups who are not part of the team

The Conceptual Style

Intuitive Decision Makers Who Involve Others in Long-Term Thinking. They have a high tolerance for ambiguity and tend to focus on the people or social aspects of a work situation. They take a broad perspective on problem solving and like to consider many options and future possibilities. They adopt a long-term view and rely on intuition and discussions with others to acquire information.

Yerkes-Dodson Curve

Inverted U-shaped graphical relationship between arousal and performance. Optimal performance occurs at intermediate levels of arousal.Once the arousal crosses the optimal level, performance of the individual starts to diminish.

Stereotyping

Judging someone on the basis of one's perception of the group to which that person belongs

Sticky knowledge

Knowledge transfer is 'sticky' when it requires significant effort to share and also when the knowledge itself and social processes relating to it are complex, such as when there are many stakeholders involved.

Lewin's Model of Change

Kurt Lewin developed a change model involving three steps: unfreezing, changing and refreezing. the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and finally, solidifying that new behavior as the norm

Representativeness bias

Leads us to look for information that supports previously formed stereotypes

Complexity

Low complexity: Production of single pieces to customer orders Moderate complexity: Production of components in large batches subsequently assembled diversely High Complexity: Continuous flow production of liquids, gases, and solid shapes

MBO

Management by objectives is a strategic management model that aims to improve the performance of an organization by clearly defining objectives that are agreed to by both management and employees.

ERG Theory

Maslow's theory broken up into existence relativeness and growth

N Power

Need for Power - Desire to control other persons, to influence their behavior, or to be responsible for other people. - -- Personal power versus social power

Positive Sum Game

No one wins at someone else's expense

OB Modification

O.B. Mod. is a human resources management technique aimed at improving job-related behaviors that are observable and measurable, such as absenteeism or tardiness, or toward behavior products, such as quality or quantity of work. O.B.

Differentiation

Occurs in large companies when different departments, sections or branch offices create their own corporate culture within the parent company's overall structure. Companies also can be differentiated based on product lines. EX: A highly-differentiated brewery will have sections that brew pilseners, lagers and ales, each with its own production, accounting and marketing operations, while operating under the same corporate umbrella.

Anchoring bias

Occurs when decision makers are influenced by the first information they receive about a decision, even if it is irrelevant

Hindsight bias

Occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier.The danger of this bias is that, in retrospect, we get overconfident about our foresight, which leads to bad decisions

Zero Sum Game

One person's gain is another's loss

Different types of OD techniques

Organizational learning Knowledge management Organizational climate Organizational culture Organizational strategy

Contingency approach to org design

Organizations tend to be more effective when they are structured to fit the demands of the situation

Selective Perception

People selectively interpret what they see on the basis of their interest, background, experience, and attitudes

Conformation Bias

Pertains to how we selectively gather information and has two components. The decision maker (1) subconsciously decides something even before investigating why it is the right decision and (2) seeks information that supports or confirms the decision while discounting information that does not

Workflow Interdependence

Pooled - Each member sells a chosen drug to his or her customers, which requires little or no interaction or coordination with other representatives. At the end of the month all reps' sales are added together to arrive at a team sales total. Sequential - Manufacturing or assembly processes Reciprocal - Candidates are interviewed by members of HR and then separately interviewed by the hiring manager or members of that department, and the two communicate and decide to whom to make the offer

Work flow interdependence

Pooled - the most disconnected, as it requires little to no communication but does require resource sharing Sequential - workflows follow a process in which processes or steps start in one department or location and are progressively transferred to other departments or locations until the process is complete Reciprocal - no single workgroup can complete a task, make a decision or accomplish an objective without active contributions from all

Un-programed Decisions

Previous experience or templates has little or no application - - must deal with the specific problem at hand. Uncertain environment, high risk of failure

Principles of Motion Economy

Principles of motion economy as related to: 1) the human body 2)the arrangement of place 3) the design of tools and equipment

Learning Organizations

Proactively creates, acquires, and transfers knowledge and changes its behavior on the basis of new knowledge and insights Step 1: Information Acquisition Step 2: Information Distribution Step 3: Information Interpretation Step 4: Knowledge Integration Step 5: Organizational Memory

Golem v. Pygmalion effect

Pygmalion effect you expect high achievement so it happens. Golem is when you expect to be lazy and you are lazy

Distributive justice

Reflects the perceived fairness of the way resources and rewards are distributed or allocated

Integration

Relates to how the different areas of the company coordinate their operations. A highly-integrated company has strong connections between departments and product lines, with each section working under a cohesive set of rules and strategies. Integrated companies are highly vertical and hierarchical in nature. These companies operate from a "top-down" mindset, where the management dictates the structure of each department rather than allowing the individual departments to set their own agendas.

Framing bias

Relates to the manner in which a question is posed or framed. It leads us to change the way we interpret alternatives. In general, people view choices more favorably when they are framed in terms of gains rather than loses.

Ergonomic

Relating to or designed for efficiency and comfort in the working environment.

Stress moderators

Resources, skills, behaviors, and traits that can reduce the negative impacts of stress. For example, social support, an upbeat personality, meditation and regular physical exercise

Overconfidence bias

Results in overestimating our skills relative to those of others, such as our driving ability, and overestimating the accuracy of our predictions

Mechanistic organization

Rigid bureaucracies with strict rules, narrowly defined tasks, top-down communication, and centralized decision making

Basic Communication Model

SOURCE: The person who is sending the message ENCODING: Translating a thought into language that can be understood by others CHANNEL: The medium used to convey the message DECODING: Translating the words and/or symbols and constructing meaning RECEIVER: The person(s) for whom the message is intended NOISE: Anything in the channel that interferes with the message transmission.

Structural vs. contextual dimensions of Org Design

STRUCTURAL-Formalization, Specialization, Hierarchy of authority, Centralization, Professionalism, Personnel Ratios CONTEXTUAL-Size, Technology, Environment, Goals & Strategy, Culture

Organizational Design

Sets the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures

Three Factor Model of Environment

Simple, stable, complex, dynamic Low uncertainty: Salt industry Low Moderate uncertainty: fast food High moderate uncertainty: fashion, cosmetics High uncertainty: software, aerospace

Programmed Decisions

Simply implement solutions that have already been determined by past experience or template. Certain environment, low risk of failure

Dimensions of Technology

Small batch and unit Large batch and mass production Continuous process

Choice shift

Stoner's work at MIT in the 60's: The Risky ShiftKogan & Wallach, as well as Stoner, showed a shift toward risk in choice dilemma questionnaireIt is an aspect of group decision making and is the effect of group processes on the decision making of individual members so that within the group they make different choices than when on their own.

quantitative method

Study through statistical data from many cases

Intermediate states between causes & burnout

Subjective stress Anxiety Hostility Depression

Characteristics of learning organizations

Systems thinking Personal Mastery Mental Models Shared vision Team learning

Tacit vs. explicit knowledge

Tacit knowledge (knowing-how): knowledge embedded in the human mind through experience and jobs. Know-how and learning embedded within the minds of people. Personal wisdom and experience, context-specific, more difficult to extract and codify. Tacit knowledge Includes insights, intuitions. Explicit knowledge (knowing-that): knowledge codified and digitized in books, documents, reports, memos, etc. Documented information that can facilitate action. Knowledge what is easily identified, articulated, shared and employed.

Johari Window

The Johari window is a technique that helps people better understand their relationship with themselves and others. Open Space: Known to you - Known to others Blind Spot: Unknown to yourself - Known to others Hidden Area: Known to yourself - Unknown to others Unknown Area: Unknown to yourself - Unknown to others

Organizational commitment

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership

Implicit knowledge

The knowledge we don't stop to think about, that we use unconsciously to guide our behavior. The practical application of explicit knowledge

role set

The multiple roles attached to a particular status

Span of Control

The number of people reporting directly to a given manager

Procedural justice

The perceived fairness of the process and procedures used to make allocation decisions

Effects of task specialization

The process of focusing one's occupational concentration on a specific area of expertise. An increase in job specialization among employees can make them less flexible since it tends to reduce their ability to perform other types of work within the business that fall outside their particular specialty.

Informational/Interactional justice

The quality of the interpersonal treatment people receive when procedures are implemented. Focuses on whether people believe they are treated fairly when decisions are being implemented

role

The set of norms, values, behaviors, and personality characteristics attached to a status

Escalation of commitment bias

The tendency to hold to an ineffective course of action even when it is unlikely the bad situation can be reversed.

Channel Richness (Media Richness Theory)

The visual and audio characteristics of a video conference are richer than the limited visual aspects of a written report.

Organizational Change & Development

Theory and practice of planned, systematic change in the attitudes, beliefs, and values of the employees through creation and reinforcement of long-term training programs.

Buffering

To reduce or counteract the effects of a negative force. Positive practices and resources reduce the impact of negative events and stressors.

Organizational Structure

Traditional - these structures rely on a vertical hierarchy and attempts to define clear departmental boundaries and reporting relationships Horizontal - work hard to flatten hierarchy and organize people around specific segments of the workflow. Attempts to dissolve departmental boundaries and reporting relationships as much as possible Open - tend to have hollow, modular, or virtual structures. Each of these structures relies on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration

Leadership Theory Classifications

Trait, behavioral (leadership is just behavior, so anyone can learn/do it), contingency (idea that, if the situation is "this" then you want this sort of leadership style but if it is "this" then you want a different type of leadership style -- situation dictates what style of leadership is needed)

Unity of Command Principle

Unity of command provides that an employee is responsible to only one supervisor, who in turn is responsible to only one supervisor, and so on up the organizational hierarchy.

Different models and measures of org effectiveness

VALUE CREATION - How do effective people management systems contribute to human capital that is valuable, rare, and difficult to imitate?COST CONTROL - Effectiveness at driving out costs. ALIGNMENT - The entire HRM system is: Internally consistent and Externally aligned with business strategy

Attribution Theory

When individuals observe behavior, they attempt to determine whether it is internally (under the personal control of the individual) or externally (outside causes "force" you to behave a certain way) caused

Devil's Advocate Technique

Where an individual in the group is allowed to become the critic in the proposed decision. This decision technique helps prevent groupthink and increases the chance of a high-quality decision. It also helps prevent companies from making expensive, risky decisions.

Starburst organizational structures

Where is intellect located? Center and Nodes Where is intellect customized? Center and Nodes. How does intellect flow? Center to Nodes. Examples: Movie Studios, Mutual Fund Groups

Infinitely flat

Where is intellect located? Center. Where is intellect customized? Nodes. How does intellect flow? Center to Nodes. Examples: Brokerage firms, Aircraft operations

Inverted

Where is intellect located? Nodes. Where is intellect customized? Nodes. How does intellect flow? Nodes to Center. Examples: Hospital, Construction Engineering

Spider's web

Where is intellect located? Nodes. Where is intellect customized? Project. How does intellect flow? Node to Nodes. Examples: Big consulting firms (AAW), Virtual organizations

Intrinsic motivation

a desire to perform a behavior effectively for its own sake

extrinsic motivation

a desire to perform a behavior to receive promised rewards or avoid threatened punishment

cross-functionalism

a group of people with different expertise working toward a common goal

nominal group technique

a group process involving problem identification, solution generation, and decision making

contingency approach

a management theory that suggests the most appropriate style of management is dependent on the context of the situation and that adopting a single, rigid style is inefficient in the long term

meta-analysis

a quantitative statistical analysis of several separate but similar experiments or studies in order to test the pooled data for statistical significance

Transactional analysis

a system of popular psychology based on the idea that one's behavior and social relationships reflect an interchange between parental (critical and nurturing), adult (rational), and childlike (intuitive and dependent) aspects of personality established early in life.

Self Determination Theory

a theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

moderator

a variable that changes the strength of an effect or relationship between two variables

the need to acquire

acquire goods for sense of well-being: includes physical goods like food, clothing, shelter

3 components of attitude

affective , cognitive, behavioral

psychological contract

an unwritten agreement that sets out what management expects from an employee and vice versa

emotional theory

based to 2 factors, psychological arousal and cognitive label

internal locus

belief that you control your own destiny

quasi-experimental

better than pre-experimental, but still lack control for alternative hypothesis

true-experimental

by combining designs using four groups instead of two

hygiene factors

can cause serious dissatisfaction

motivation factors

cause satisfaction. include achievement, advancement, autonomy, personal growth

proxemics

deals with the amount of space that people feel it necessary to set between self and others

the need to defend

defend property, friends and family, ideas and beliefs. Fulfilling drive leads to positive affect like security and confidence

Mechanistic

determined by physical processes alone

Decision making styles

directive, analytical, conceptual, behavioral

delphi technique

forecasting method based on results based on questionnaire sent to a panel of experts

Stages of group development

forming, storming, norming, performing, adjourning

Reengineering

fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed

heterogenous vs. homogeneous groups

heterogeneous is when a diverse group of students is put in the same group. Homogeneous is the distribution of people who have similar academic, social and emotional levels.

When would motivation model be effective

in a job that is not retaining where the feedback, task identity, etc. is won't make job more reliable, comfortable, more efficient

5 dimensions of individual differences

intelligence, special aptitudes, personality, interest/values, cognitive style

Where the motivational model will be effective

internally for employees

Motivating Potential

ive job components that increase the motivating potential of a job: Skill variety, task identity, task significance, autonomy, and feedback

the need to bond

leads to positive emotion such as love and caring

process analysis

method of paragraph development that explains step by step how something is done

Herzberg theory

motivational and hygiene factors

cultural intelligence

need knowledge of cultural and fundamental of cross culture interaction be able to choose proper behavior from learned behavior

the need to comprehend

need to make sense of the world, to produce accounts and theories

Maslow theory

once a need has been met it becomes less motivational. the needs are psychological, safety, love, self esteem, self actualization

pre-experimental

one shot case study

equity theory

person adjusts their input based on their perceived equity within the company

collectivist culture

personal goals less important that community goal. we and us cultures

4 layers of diversity

personality, internal dimensions ( age, race, sex), external dimensions(appearance, education, work experience) organizational dimensions(seniority, division, field)

high context culture

primary meaning derived from non verbal situational cues. establish social trust first

low context culture

primary meaning derived from written and spoken cues; efficient as possible

Five dimensions of Job Characteristics Model

skill variety, task identity, task significance, autonomy, feedback

Self-Serving Bias

tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors

Fundamental Attribution Error

tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others

free riding

the behavior of individuals that do not participate in the group task but benefit from the group's efforts

Expectancy theory: instrumentality

the belief that a successful performance will lead to the outcomes

Expectancy theory: expectancy

the belief that effort will lead to performance

external locus

the belief that what happens is based off luck

Value congruence

the extent to which the individual can behave at work consistent with their own self-image

Instrumental support

the help people receive that can be used to address the stressful demand directly - financial aid, material resources, or needed services

Attribution

the process of explaining one's own behavior and the behavior of others

Causal attribution process

the reasons we give for winning/ losing following an event (what caused it)

social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

Goal setting theory

theory with the best empirical track record, produces 10 -15% more

qualitative method

to study one organization, group, or person in depth

Job satisfaction is related to

turnover, absenteeism, tardiness, grievances, creativity, retail sales

synergy

two or more units working interdependently to create something qualitative different than simply working independently such that the outcome is a result of their synchronized effort

Balance theory

two positives and a negative does not balance

regression

when you specify that y is a function of x or that y depends on x

Internal vs. External attributions

whether the attributions lie within the person(internal), or within the environment (external)

Taylor's Pig Iron Experiment

work redesign In his experiment with pig iron he decided to research whether it was possible to make them move 47 tons of pig iron instead of 12 ½ tons. It was, as it later turned out. he selected a certain amount of physically fit, enduring men who had strength enough to work more. he ordered these men to follow instructions of their supervisors precisely, no matter how strange they could have seemed - have short rest during the day, sit down for a while, distract from work, etc Taylor divided the work into several operations and tracked exact time needed to perform them. Average rates for the whole industry were thus defined and workers wishing to keep their jobs were obliged to follow them.

Advantages of participation in employee resistance to change

(1) justify why change is necessary (2) slow down, prioritize, strategize, and create supporting plans (3) involve employees, listen, and gather feedback

Communication differences between men and women

- Males are expected to communicate more aggressively, interrupt others more than women, and hide their emotions because they have an inherent desire to possess features attractive to females. - Girls learn conversational skills and habits that focus on rapport and relationships, whereas boys learn skills and habits that focus on status and hierarchies. Accordingly, women come to view communication as a network of connections in which conversations are negotiations for closeness. This orientation leads women to seek and give confirmation and support more than men.

Signs of organizational decline

- Overstaffing - Incompetence tolerated & rewarded - Lots of administrative red tape - Too much power vested in staff - Means dominate ends - No clear goals - Unwillingness to change - Dysfunctional conflict - Poor communication - Shifting the blame - Low job satisfaction and Org Commitment - Movement from innovation to adaptation only

Perceptual-motor approach

- roots in the human-factors literature - focuses on human mental capabilities and limitations - Goal: to design jobs that do not exceed people's mental capabilities - tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job

Mechanistic job design

-Pros: decreased training time, higher utilization levels, lower likelihood of error, less chance of mental overload and stress -Cons: Lower job satisfaction, lower motivation, higher absenteeism

Biological job design

-Pros: less physical effort and fatigue, fewer health complaints/medical incidences, lower absenteeism, higher job satisfaction -Cons: Higher financial costs because of changes in equipment or job environment

Perceptual-motor job design

-Pros: lower likelihood of error/accidents, less chance of mental overload and stress, lower training time, higher utilization levels -Cons: lower job satisfaction, lower motivation

Motivational job design

-pros: higher job satisfaction, higher motivation, greater job involvement, lower absenteeism -cons: increased training time, lower utilization levels, greater likelihood of error, greater chance of mental overload and stress

Five-Stage Theory of Group Development

1) Forming: ice breaker 2) Storming: testing 3) Norming: group cohesiveness: the "we feeling" that binds members of a group together 4) Performing: focus on solving task problems 5) Adjourning: move on to other things, return to independence

Most common power and influence tactics to influence subordinates & superiors

1. Rational persuasion - convincing with logic 2. Inspirational appeals - appealing to others' ideas or values 3. Consultation - Getting others to participate 4. Ingratiation - "brownnosing" 5. Personal appeals - Referring to friendship 6. Exchange - promises and trading favors 7. Coalition tactics - Getting others to support your efforts 8. Pressure - Demanding compliance 9. Legitimating tactics - Basing a request on authority or right

Three Phases of labor relation

1. Union organizing 2. Collective bargaining 3. Contract administration

4 types of organizational culture

1. clan(collaborate) 2. adhorcracy(create) 3. hierarchy (control) 4. market(compete)

4 forms of organizational justice

1. distributive justice 2. procedural justice 3. interpersonal justice 4. informational justice

4 functions of organizational culture

1. give members an organizational identity 2. facilitate collective commitment 3. promote social system stability 4. shape behavior by helping employees make sense of their surroundings

French & Raven's five bases of power

1. legitimate - what most people think of as authority and is anchored to a formal organizational position 2. reward - obtain compliance by promising or granting rewards 3. coercive - make threats of punishment and deliver actual punishment produces 4. expert - Valued knowledge or information gives an individual this power 5. referent - comes into play when our personal characteristics and social relationships are the reason for others' compliance

3 layers of organizational culture

1. observational artifacts; physical manifestations of the organizations culture 2. espouse value 3. basic assumptions

Big Five model

1. openness to experience 2. conscientiousness 3. extroversion 4. agreeableness 5. neurotic-ism

Hofstede dimensions

1. power distance 2.individualism 3. masculinity 4. uncertainty avoidance 5. long-term orientation

Overseas assignment stages

1: novelty, interesting,educational 2. struggling with different traditions and values 3. frustration, confusion, depression 4. adaption, learning, adjustment

Availability bias

A decision maker's tendency to base decisions on information readily available in memory. Because the information is recent, we overestimate its importance.

Delphi Group Technique

A group process that generates anonymous ideas or judgments from physically dispersed experts in multiple rounds of brainstorming. This technique is useful when face-to-face discussions are impractical when disagreements and conflict are likely to impair communication when certain individuals might severely dominate group discussion, and when groupthink is a probable outcome of the group process.

role ambiguity

A lack of clarity about expected behavior from a job or position

correlation

A measure of the relationship between two variables (cannot be specified as dependent and independent)

Equity Theory

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. According to this theory, people are motivated to maintain consistency between their beliefs and their behavior.

Simon's Model

A normative model to describe the process that managers actually use when making decisions. This process is guided by a decision maker's bounded rationality.Bounded rationality represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions.

Self-Efficacy

A person's belief about his or her chances of successfully accomplishing a specific task.

Action Research Model

A process model of change where behavioral science knowledge is applied to help a client solve real problems

Locus of control

A relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences. Internal - People who believe they control the events and consequences that affect their lives External - those who believe their performance is the product of circumstances beyond their immediate control

role conflict

A situation in which a person is expected to play two incompatible roles

Nominal Group Technique

A structured method for group brainstorming that encourages contributions from everyone. Team members begin by writing down their ideas, then select which idea they feel is best. Once team members are ready, everyone presents their favorite idea, and the suggestions are then discussed and prioritized by the entire group.

Bureaucracy

A system of managing government through departments run by appointed officials Good: makes organizations predictable, eliminates nepotism, organizes and rationalizes the work to be done Bad: limits personal freedom, slow to adopt new methods, often difficult to steer from the top

Employee Assistance programs

A voluntary, work-based program that offers free and confidential assessments, short-term counseling, referrals, and follow-up services to employees who have personal and/or work-related problems.

Statistics are clear that only _____ % of U. S. corporations survive 20 years A. 10 B. 2 C. 1 D. 38

A. 10

Long periods of stressful events ultimately lead to: A. Burnout B. Lupus C. Exhaustion D. Cancer

A. Burnout

When compared to the political model of the organization, the rational model features: A. Centralized power and control B. Shifting coalitions and interest groups C. Information used strategically D. Struggles that end up with winners and losers

A. Centralized power and control

According to the Hersey/Blanchard Model of Situational Leadership, when the followers are both able and willing, the correct leadership behavior is: A. Delegating B. Participating C. Telling D. Selling

A. Delegating

Which of the following is NOT good advice for doing PowerPoint presentations? A. Describe each slide completely B. Pay attention to design C. Write a script D. Use images sparingly

A. Describe each slide completely

Which of the following is NOT a tip for effective listening? A. Don't ask questions, just listen B. Show respect C. Paraphrase and summarize D. Involve your body

A. Don't ask questions, just listen

Co-variation theory suggests that there are three things that influence whether the person makes an internal or an external attribution. Which of the following is NOT one of those three things? A. Dysfunctionality B. Distinctiveness C. Consensus D. Consistency

A. Dysfunctionality

In Relational Control, a statement of equivalence would be: A. Extending a point with "I see" B. Saying: "help me out here" C. Providing background or context for a statement D. Changing the topic of conversation

A. Extending a point with "I see"

The best moderator between the attributes of the job/organization and individual differences is; A. Growth Need Strength B. Self-Efficacy C. Locus of Control D. Need for Achievement

A. Growth Need Strength

Which of the following was NOT cited as a source of work stress? A. Having a boundary role job B. Role in the organization C. Relations within the organization D. Career development

A. Having a boundary role job

The four functions of organizational culture include all but which of the following? A. Helps newbies learn the language B. Encouraging collective commitment C. Promoting an organizational identity D. Sense-Making

A. Helps newbies learn the language

Each of the following attributes of managers predisposes them to use power except: A. High neuroticism B. High Machiavelli Scale C. High Self Efficacy D. High n Power

A. High neuroticism

Male communicators tend to do which of the following? A. Interrupt more B. Negotiate for closeness C. Ask questions for clarification D. More likely to add qualifiers

A. Interrupt more

In a strategy map, which of the four types of strategic measures is the place where strategy starts? A. Learning and growth B. Customer C. Internal process D. Financial

A. Learning and growth

The power that comes with a title such as Vice President is: A. Legitimate power B. Coercive power C. Reward power D. Referent power

A. Legitimate power

In a videoconference one should: A. Make eye contact B. Type careful notes C. Interrupt where necessary D. Eat & drink to make others feel relaxed

A. Make eye contact

External forces for change include all but which of the following? A. Managerial behavior B. Social pressure C. Political pressure D. Technological advancement

A. Managerial behavior

The best estimate of the size of the U. S. labor force is: A. None of these B. 181, 500,000 C. 1, 157, 500, 000 D. 15, 750, 000

A. None of these

According to the Wall Street Journal survey, which of the following was perceived as the MOST stressful? A. Not doing the kind of work I want to B. Work too hard C. Difficult boss D. Coping with current job

A. Not doing the kind of work I want to

Measures of human resource management effectiveness include all but which of the following: A. Number of hours of training given B. Value creation C. Cost control D. Alignment

A. Number of hours of training given

The balanced scorecard means that corporations should measure their effectiveness on all of the following dimensions except: A. Philanthropy B. Customers C. Internal processes D. Learning and growth

A. Philanthropy

Positive leadership traits involve all but which of the following? A. Psychopathy B. Emotional intelligence C. Intelligence D. Conscientiousness

A. Psychopathy

Which is NOT one of the things you should do in a crucial conversation? A. Raise your voice to emphasize important points B. Share your facts C. Tell your story D. Ask for others' facts and stories

A. Raise your voice to emphasize important points

The most common power tactic that managers use to influence superiors is: A. Reason B. Bargaining C. Assertiveness D. Appeal to higher authority

A. Reason

When trying to minimize the negative consequences of a rumor, one should do all but one of the following: A. Restate the rumor, then explain it's false B. Carefully explain decisions that may appear inconsistent C. Openly discuss worst case scenarios D. Announce timetables for making important decisions

A. Restate the rumor, then explain it's false

According to the lecture, the ___________ industry is both simple and stable with low uncertainty. A. Salt B. Cosmetic C. Fast food D. Aerospace

A. Salt

Alderfer's ERG Theory was based on Maslow but doesn't include: A. Self-actualization B. Relatedness C. Existence D. Growth

A. Self-actualization

The company that your textbook says has effective management of diversity is: A. Wegmans B. GM C. Caterpillar D. McDonalds

A. Wegmans

A schema is: A. a mental picture of an event or object B. a retrieval response C. an encoding outcome D. a salient stimulus

A. a mental picture of an event or object

The unity of command principle means that A. an employee should have one and only one supervisor B. labor should be divided so as to allocate peoples' skills to the right jobs C. a company can have only one CEO D. Goals should all be properly aligned

A. an employee should have one and only one supervisor

The difference between deduction and induction is: A. deduction is reasoning from premises to conclusion; induction is an inference drawn from evidence or observations B. Deduction is scientific whereas induction is not C. none of these explains the difference D. Deduction is based on facts; induction isn't based on facts

A. deduction is reasoning from premises to conclusion; induction is an inference drawn from evidence or observations

Which of the following adjectives does NOT describe a mechanistic organization? A. flexible B. centralized decisions C. top-down D. strict rules

A. flexible

Christine, a regional sales manager, is concerned because first quarter sales of the current year are 10% less than first quarter sales of the previous year. Christine is identifying a problem using _____. A. historical cues B. intuition C. other people's perceptions D. a planning approach

A. historical cues

In the socialization process, each of the following is intended except: A. inducing humility in the candidate B. candidates flunking out C. candidates being selected out D. candidates self selecting out

A. inducing humility in the candidate

According to Ajzen's Theory, the best predictor of behavior is: A. intention B. the attitude toward the behavior C. perceived behavioral control D. subjective norms

A. intention

Sensitivity training is a training method intended to: A. make employees more interpersonally sensitive B. make employees more sensitive to customer needs C. help employees get over phobias D. change employee personalities

A. make employees more interpersonally sensitive

The difference between information and knowledge is: A. meaning B. specificity C. control D. math

A. meaning

The human relations model of organizational effectiveness uses measures of _______ and ________ to assess corporate effectiveness A. morale; training B. indicators; market growth C. Quality of communication; stablility D. ROI: ROWA

A. morale; training

The game 'Why don't you - - yes, but . . .' follows a script where: A. one person plays the adult and the other plays a child B. the responder in the game acts the part of the adult C. the initiator of the game is aggressive D. both parties to a communication dyad are assertive

A. one person plays the adult and the other plays a child

Suppose your parents convinced you to double major in computer science and accounting. Your freshman grades were, well, not to put it too plainly, bad. The goal of completing this double major was: A. one you had not committed to B. too specific C. too challenging D. not public enough

A. one you had not committed to

When a company gets a new CEO: A. s/he brings in his/her own subordinates B. the product line changes C. the company becomes more conservative D. the accounting system changes

A. s/he brings in his/her own subordinates

Advice teams typically put out: A. suggestions and proposals B. retail sales forecasts C. plans and designs D. contracts and lawsuits

A. suggestions and proposals

Low growth need employees in a mechanistic organization with routine jobs would feel: A. that the job and the organization fit them well B. that the organization was okay, but the job was boring C. overwhelmed D. mismatched

A. that the job and the organization fit them well

Organizational culture is communicated by all but which of the following: A. the employee handbook B. rituals C. stories D. symbols

A. the employee handbook

Span of control means A. the number of subordinates reporting to a given manager B. the amount of technology an organization can deploy C. teams work better with six members D. an organization can get only so big

A. the number of subordinates reporting to a given manager

Lewin's model of organizational change includes all but one of the following stages. Which one? A. transforming B. unfreezing C. freezing D. changing

A. transforming

The Directive Style

Action-Oriented Decision Makers Who Focus on Facts. They are efficient, logical, practical, and systematic in their approach to solving problems.It's not so much analytical as it is making a decision quickly and sticking with it

Advantages & disadvantages of group decision making

Advantages: Greater pool of knowledge, Different approaches to a problem, Greater commitment to a decision, Better understanding of decision rationale, More visible role modelingDisadvantages: Social pressure, A few dominant participants, Goal displacement, & Groupthink

Certain environment

Alternative courses of action and their outcomes are known to the decision maker

Self-Efficacy Theory

An individual's belief that he or she is capable of performing a task.

Garbage Can Model

An irrational model of decision-making, which assumes that problems, solutions and participants are disconnected and exist as separate organizational streams. Choice opportunities are initiated by the organization, but none or few problems may be solved in the process and then only by chance.

Absorptive capacity

An organization's ability to identify, assimilate, transform, and use external knowledge, research and practice. In other words, it is the measure of the rate at which an organization can learn and use scientific, technological or other knowledge that exists outside of the organization itself. It is a measure of an organizations ability to learn.

Communicator Styles

Assertive -- Pushing hard without attacking; permit others to influence outcome Aggressive - Taking advantage of others; expressive and self-enhancing at other's expense Nonassertive - Encouraging others to take advantage of us; inhibited; self-denying

Projection

Attributing one's own characteristics to other people

Role of conflict

"Conflict in increasing performance: up to a point competition increases performance, but then it starts to go down if there is too much" - Dr. Tullar