Management 202 Final Exam
A term often used to describe someone who is a long-term but part-time hire is ________ worker. (a)contingency (b)virtual (c)flexible (d)permatemp
(d)permatemp
2. Leader power = ________ power + ________ power. (a)reward, punishment (b)reward, expert (c)legitimate, position (d)position, personal
(d)position, personal
In Maslow's Hierarchy of Needs Theory, psychological, safety and social needs are: Entry field with correct answer higher-order needs. not important needs within the Hierarchy of Needs Theory. lower-order needs. less important needs than higher order needs. within the self-actualization category.
lower-order needs.
Consultative decision
made by leader after getting group's input
Authority decision
made by leader then communicated to group
Team decision
made by team members
• Job Sharing
splits one job between 2 people
Contingency approaches
state that different leadership styles are more effective in different situations
Interactive leaders-
strong communicators and act in democratic/participative ways with followers
Job analysis
studies what is done in a job and why
organization structure
system of tasks, reporting relationships, and communication linkages
Job specifications
required qualifications of job holder
The "two-boss" system of reporting relationships is found in the ________ structure. (a)functional (b)matrix (c)network (d)product
(b)matrix
The Age Discrimination in Employment Act prohibits discrimination against persons ________. (a)40 years and older (b)50 years and older (c)65 years and older (d)of any age
(a)40 years and older
Affirmative action
requires employers to take positive steps to guarantee equal employment opportunities
________ is the system of tasks, reporting relationships, and communication that links together the various parts of an organization. (a)Structure (b)Staff (c)Decentralization (d)Differentiation
(a)Structure
Human resource management is the process of ________, developing, and maintaining a high-quality workforce. a)attracting (b)compensating (c)appraising (d)training
(a)attracting
. When someone has a high and positive "expectancy" in the expectancy theory of motivation, this means that the person ________. (a)believes he or she can meet performance expectations (b)highly values the rewards being offered (c)sees a link between high performance and available rewards (d)believes that rewards are equitable
(a)believes he or she can meet performance expectations
The ________ purpose of performance appraisal is being addressed when a manager describes training options that might help an employee improve future performance. (a)development (b)evaluation (c)judgment (d)legal
(a)development
An employee with domestic problems due to substance abuse would be pleased to learn that his employer had a(n) ________ plan to help on such matters. (a)employee assistance (b)cafeteria benefits (c)comparable worth (d)collective bargaining
(a)employee assistance
5. The functional chimneys problem occurs when people in different functions ________. (a)fail to communicate with one another (b)try to help each other work with customers (c)spend too much time coordinating decisions (d)focus on products rather than functions
(a)fail to communicate with one another
The critical contingency variable in the Hersey-Blanchard situational model of leadership is ________. (a)followers' maturity (b)LPC (c)task structure (d)LMX
(a)followers' maturity
An organization chart showing vice presidents of marketing, finance, manufacturing, and purchasing all reporting to the president is depicting a ________ structure. (a)functional (b)matrix (c)network (d)product
(a)functional
The interactive leadership style, sometimes associated with women, is characterized by ________. (a)inclusion and information sharing (b)use of rewards and punishments (c)command and control (d)emphasis on position power
(a)inclusion and information sharing
The personal traits now considered important for managerial success include ________. (a)self-confidence (b)gender (c)age (d)height
(a)self-confidence
. A leader who ________ would be described as achievement-oriented in the path-goal theory. (a)sets challenging goals for others (b)works hard to achieve high performance (c)gives directions and monitors results (d)builds commitment through participation
(a)sets challenging goals for others
When a job is redesigned to allow a person to do a whole unit of work from beginning to end, it becomes high on which core characteristic? (a)task identity (b)task significance (c)task autonomy (d)feedback
(a)task identity
In Fiedler's contingency model, both highly favorable and highly unfavorable leadership situations are best dealt with by a ________ leader. (a)task-motivated (b)laissez-faire (c)participative (d)relationship-motivated
(a)task-motivated
In the leader-behavior approaches to leadership, someone who does a very good job of planning work, setting standards, and monitoring results would be considered a(n) ________ leader. (a)task-oriented (b)control-oriented (c)achievement-oriented (d)employee-centered
(a)task-oriented
A typical compressed workweek schedule involves 40 hours of work done in ________ days. (a)3 (b)4 (c)5 (d)a flexible number of
(b)4
________ leadership model suggests that leadership style is strongly anchored in personality and therefore hard to change. (a)Trait (b)Fiedler's (c)Transformational (d)Path-goal
(b)Fiedler's
When leader behavior researchers concluded that "high-high" was the pathway to leadership success, what were they referring to? (a)High initiating structure and high integrity. (b)High concern for task and high concern for people. (c)High emotional intelligence and high charisma. (d)High job stress and high task goals.
(b)High concern for task and high concern for people.
Which of the following is a correct match? (a)McClelland—ERG theory (b)Skinner—reinforcement theory (c)Vroom—equity theory (d)Locke—expectancy theory
(b)Skinner—reinforcement theory
The main purpose of organizing as a management function is to ________. (a)make sure that results match plans (b)arrange people and resources to accomplish work (c)create enthusiasm for the work to be done (d)match strategies with operational plans
(b)arrange people and resources to accomplish work
A ________ is a criterion that can be legally justified for use in screening candidates for employment. (a)job description (b)bona fide occupational qualification (c)job specification (d)BARS
(b)bona fide occupational qualification
When a team leader is required to rate 10% of team members as "superior," 80% as "good," and 10% as "unacceptable" for their performance on a project, this is an example of the ________ approach to performance appraisal. (a)graphic (b)forced distribution (c)behaviorally anchored rating scale (d)realistic
(b)forced distribution
3. Rumors and resistance to change are potential disadvantages often associated with ________. (a)virtual organizations (b)informal structures (c)delegation (d)specialized staff
(b)informal structures
. The expectancy theory of motivation says that motivation = expectancy × ________ × ________. (a)rewards, valence (b)instrumentality, valence (c)equity, instrumentality (d)rewards, valence
(b)instrumentality, valence
A manager who says "Because I am the boss, you must do what I ask" is relying on ________ power. (a)reward (b)legitimate (c)expert (d)referent
(b)legitimate
9. Better lower-level teamwork and more top-level strategic management are among the expected advantages of a ________ structure. (a)divisional (b)matrix (c)geographical (d)product
(b)matrix
Job descriptions
responsibilities of job holder
The bureaucratic organization described by Max Weber is similar to the ________ organization described by Burns and Stalker. (a)adaptive (b)mechanistic (c)organic (d)adhocracy
(b)mechanistic
"Tall" organizations tend to have long chains of command and ________ spans of control. (a)wide (b)narrow (c)informal (d)centralized
(b)narrow
An organization that employs just a few "core" or essential full-time employees and outsources a lot of the remaining work show signs of using a ________ structure. (a)functional (b)network (c)matrix (d)mechanistic
(b)network
House's ________ theory of leadership says that successful leaders find ways to add value to leadership situations. (a)trait (b)path-goal (c)Transformational (d)life-cycle
(b)path-goal
When a team member shows strong ego needs in Maslow's hierarchy, the team leader should find that ________ will be motivating to him or her. (a)alternative work schedules (b)praise and recognition for job performance (c)social interactions with other team members (d)easy performance goals
(b)praise and recognition for job performance
The current trend in the use of staff in organizations is to ________. (a)give staff personnel more authority over operations (b)reduce the number of staff personnel (c)remove all staff from the organization (d)combine all staff functions in one department
(b)reduce the number of staff personnel
When a leader assumes that others will do as she asks because they want to positively identify with her, she is relying on ________ power to influence their behavior. (a)expert (b)referent (c)legitimate (d)reward
(b)referent
In goal-setting theory, the goal of "doing a better job" would not be considered a good source of motivation because it fails the test of goal ________. (a)acceptance (b)specificity (c)challenge (d)commitment
(b)specificity
________ programs are designed to ensure equal employment opportunities for persons historically underrepresented in the workforce. (a)Realistic recruiting (b)External recruiting (c)Affirmative action (d)Employee assistance
(c)Affirmative action
________ is a positive reinforcement strategy that rewards successive approximations to a desirable behavior. (a)Extinction (b)Negative reinforcement (c)Shaping (d)Merit pay
(c)Shaping
A student volunteers to gather information on a company for a group case analysis project. The other members of the group agree and tell her to go ahead and choose the information sources. In terms of delegation, this group is giving the student ________ to fulfill the agreed-upon task. (a)responsibility (b)accountability (c)authority (d)decentralization
(c)authority
A manufacturing business with a functional structure has recently developed three new product lines. The president of the company might consider shifting to a(n) ________ structure to gain a stronger focus on each product. (a)virtual (b)informal (c)divisional (d)network
(c)divisional
Lower-order needs in Maslow's hierarchy match well with ________ needs in ERG theory. (a)growth (b)affiliation (c)existence (d)achievement
(c)existence
B. F. Skinner would argue that "getting a paycheck on Friday" reinforces a person for coming to work on Friday, but it does not reinforce the person for having done an extraordinary job on Tuesday. This is because the Friday paycheck fails the law of ________ reinforcement. (a)negative (b)continuous (c)immediate (d)intermittent
(c)immediate
In human resource planning, a(n) ________ is used to determine exactly what is done in an existing job. (a)critical-incident technique (b)assessment center (c)job analysis (d)multiperson comparison
(c)job analysis
Which type of organization design best fits an uncertain and changing environment? (a)mechanistic (b)bureaucratic (c)organic (d)traditional
(c)organic
Which phrase is most consistent with a recruiter offering a job candidate a realistic job preview? (a)"There are just no downsides to this job." (b)"No organization is as good as this one." (c)"There just aren't any negatives." (d)"Let me tell you what you might not like once you start work."
(d)"Let me tell you what you might not like once you start w
________ is the idea that jobs that are similar in terms of their importance to the organization should be compensated at the same level. (a)Affirmative action (b)Realistic pay (c)Merit pay (d)Comparable worth
(d)Comparable worth
________ structure tries to combine the best elements of the functional and divisional forms. (a)Virtual (b)Boundaryless (c)Team (d)Matrix
(d)Matrix
. In labor-management relations, the process of negotiating, administering, and interpreting a labor contract is known as ________. (a)arbitration (b)mediation (c)reconciliation (d)collective bargaining
(d)collective bargaining
Whereas bonus plans pay employees for special accomplishments, gain-sharing plans reward them for ________. (a)helping to increase social responsibility (b)regular attendance (c)positive work attitudes (d)contributing to cost reductions
(d)contributing to cost reductions
The law of ________ states that behavior followed by a positive consequence is likely to be repeated, whereas behavior followed by an undesirable consequence is not likely to be repeated. (a)reinforcement (b)contingency (c)goal setting (d)effect
(d)effect
In the ________ theory of motivation, someone who perceives herself under-rewarded relative to a co-worker might be expected to reduce his or her performance in the future. (a)ERG (b)acquired needs (c)two-factor (d)equity
(d)equity
In Herzberg's two-factor theory, base pay is considered a(n) ________ factor. (a)valence (b)satisfier (c)equity (d)hygiene
(d)hygiene
A leader whose actions indicate an attitude of "do as you want, and don't bother me" would be described as having a(n) ________ leadership style. (a)autocratic (b)country club (c)democratic (d)laissez-faire
(d)laissez-faire
If an employment test yields different results over time when taken by the same person, it lacks ________; if it bears no relation to actual job performance, it lacks ________. (a)equity, reliability (b)specificity, equity (c)realism, idealism (d)reliability, validity
(d)reliability, validity
A worker with a high need for ________ power in McClelland's theory tries to use power for the good of the organization. (a)position (b)expert (c)personal (d)social
(d)social
Someone with a clear sense of the future and the actions needed to get there is considered a ________ leader. (a)task-oriented (b)people-oriented (c)transactional (d)visionary
(d)visionary
o Negative reinforcement
- encourages behavior by removing a negative consequence
• Gender similarities hypothesis
- holds that males and females have similar psychological properties
Process theories
- how people make choices to work hard or not
Over-reward inequity
- individual sees rewards as more than fair Not motivating
Referent Power
- influence because others admire and want identify positively with you
Behaviorally anchored rating scales (BARS)
A behavior-based performance appraisal that describes actual behaviors that exemplify various levels of performance in a job More reliable and valid than graphic rating scales
Hersey-Blanchard Situational Leadership Model
A manager should consider employee readiness based on participating, selling, delegating
Explain by example the concept of a network organization structure.
A network structure often involves one organization "contracting out" aspects of its operations to other organizations that specialize in them. The example used in the text was of a company that contracted out its mailroom services. Through the formation of networks of contracts, the organization is reduced to a core of essential employees whose expertise is concentrated in the primary business areas. The contracts are monitored and maintained in the network to allow the overall operations of the organization to continue, even though they are not directly accomplished by full-time employees.
Graphic rating scales
A trait-based performance appraisal that includes checklists of traits or characteristics to evaluate performance ADV: Relatively quick and easy to use DISADV: Questionable reliability and validity
Which type of organization operates with a minimum of bureaucratic features and encourages worker empowerment and teamwork? Mechanistic organizations Virtual organizations Adaptive organizations Bureaucratic organizations Coercive organizations
Adaptive organizations
According to Equity Theory, people will try to deal with perceived inequity by all of the following EXCEPT: Entry field with correct answer changing their rewards. changing their work inputs. changing their comparison points. changing the situation. All of these are correct.
All of these are correct
Which of the following is not a possible type of divisional structure? Groups based on working with similar customers Groups based on working in the same area All of these are types of divisional structures Groups based on working on the same product Groups based on working on the same processes
All of these are types of divisional structures
Flexible benefits
Allow employees to choose from a set of benefits
Sy Smith is not doing well in his job. The problems began to appear shortly after Sy's job was changed from a manual to computer-based operation. He has tried hard but is just not doing well in learning to use the computer; as a result, he is having difficulty meeting performance expectations. As a 55-year-old employee with over 30 years with the company, Sy is both popular and influential among his work peers. Along with his performance problems, you have also noticed that Sy seems to be developing a more negative attitude toward his job. As Sy's manager, what options would you consider in terms of dealing with the issue of his retention in the job and in the company? What would you do, and why?
As Sy's supervisor, you face a difficult but perhaps expected human resource management problem. Not only is Sy influential as an informal leader, he also has considerable experience on the job and with the company. Even though he is experiencing performance problems using the new computer system, there is no indication that he doesn't want to work hard and continue to perform for the company. Although retirement is an option, Sy may also be transferred, promoted, or simply terminated. The latter response seems unjustified and may cause legal problems. Transferring Sy, with his agreement, to another position could be a positive move; promoting Sy to a supervisory position in which his experience and networks would be useful is another possibility. The key in this situation seems to be moving Sy out so that a computer literate person can take over the job, while continuing to utilize Sy in a job that better fits his talents. Transfer and/or promotion should be actively considered, both in his and in the company's interest.
3 steps in delegation:
Assign responsibility,Grant authority, o Create accountability
What type of leadership exhibits a high level of self-awareness and understanding of his or her personal values, is perceived as genuine, gains the respect of followers, and develops a capacity to serve as positive role models? Moral leadership Transactional leadership Authentic leadership Drucker's "old fashioned" leadership Servant leadership
Authentic Leadership
____ plans provide one-time payments based on performance accomplishments. Entry field with correct answer Gain sharing Bonus pay Compensation Base pay Benefits
Bonus pay
Maintaining a quality workforce
Career development, work-life balance, compensation and benefits, retention and turnover, and labor-management relations
The line of authority that vertically links each position with successively higher levels of management is called: the chain of command. the division of labor. organizational design. organizational culture. the span of control.
Chain of Command
Equal Employment Opportunity Commission (EEOC)
Created by the CRA of 1964 to investigate and litigate complaints concerning discrimination
Progression principle
a need at one level doesn't become activated until the need at the level below it is satisfied
How does Peter Drucker's view of "good old-fashioned leadership" differ from the popular concept of transformational leadership?
Drucker says that good leaders have more than the "charisma" or "personality" being popularized in the concept of transformational leadership. He reminds us that good leaders work hard to accomplish some basic things in their everyday activities. These include: (1) establishing a clear sense of mission; (2) accepting leadership as a responsibility, not a rank; and (3) earning and keeping the respect of others.
Developing a quality workforce
Employee orientation, training and development, and performance management
Stock options
Employees have the right to purchase company stock at a fixed price in the future as a performance incentive
Employee stock ownership plans
Employees purchase company stock directly through employer, sometimes at a discount
What do we call the process through which managers enable and help others gain power and achieve influence within the organization? Entry field with correct answer Power Vision Empowerment Coercion Emotional intelligence
Empowerment
Which basis of power is described as "the capacity to influence other people because of specialized knowledge?" Entry field with correct answer Coercive power Expert power Legitimate power Referent power Reward power
Expert power
Organizations which are decentralized, with fewer rules and procedures, open divisions of labor, wide spans of control, and more personal coordination are called mechanistic designs. False True
False
Gain-sharing plans
Groups of employees share in any savings realized through their efforts to reduce costs and increase productivity
Employee assistance programs
Help employees deal with troublesome personal problems
Family-friendly benefits
Help in balancing work and nonwork responsibilities
Attracting a quality workforce
Human resource planning, recruitment, and selection
When Marcel Henry took over as leader of a new product development team, he was both excited and apprehensive. "I wonder," he said to himself on the first day in his new assignment, "if I can meet the challenges of leadership." Later that day, Marcel shared this concern with you during a coffee break. Based on the insights offered in this chapter, how would you describe the implications of current thinking on transformational leadership and moral leadership for his personal leadership development?
In his new position, Marcel must understand that the transactional aspects of leadership are not sufficient to guarantee him long-term leadership effectiveness. He must move beyond the effective use of task-oriented and people-oriented behaviors and demonstrate through his personal qualities the capacity to inspire others. A charismatic leader develops a unique relationship with followers, in which they become enthusiastic, highly loyal, and high achievers. Marcel needs to work very hard to develop positive relationships with the team members. In those relationships he must emphasize high aspirations for performance accomplishments, enthusiasm, ethical behavior, integrity and honesty in all dealings, and a clear vision of the future. By working hard with this agenda and by allowing his personality to positively express itself in the team setting, Marcel should make continuous progress as an effective and a moral leader.
When a leader is honest, credible, and consistent in putting values into action, he/she is described as having which of the following? Amoral leader Emotional intelligence Reward power Integrity Immoral leader
Integrity
The pattern of behaviors described for female leaders has been called _____leadership. Entry field with correct answer moral task relationship authentic interactive
Interactive
What are the different advantages of internal and external recruitment?
Internal recruitment deals with job candidates who already know the organization well. It also is a strong motivator because it communicates to everyone the opportunity to advance in the organization through hard work. External recruitment may allow the organization to obtain expertise not available internally. It also brings in employees with new and fresh view points who are not biased by previous experience in the organization.
How can a manager combine the powers of goal setting and positive reinforcement to create a highly motivational work environment for workers with high needs for achievement?
It has already been pointed out in the answer to question 16 that a person with a high need for achievement likes moderately challenging goals and performance feedback. Participation of both managers and subordinates in goal setting offers an opportunity to choose goals to which the subordinate will respond, and which also will serve the organization. Further, through goal setting managers and individual subordinates can identify performance standards or targets. The manager can positively reinforce progress toward these targets. Such reinforcement can serve as an indicator of progress to someone with a high need for achievement, satisfying their desire for performance feedback.
Which basis of power is described as "the capacity to influence people by virtue of formal authority, or the rights of office?" Entry field with correct answer Reward power Legitimate power Coercive power Expert power Referent power
Legitimate power
Where is the common ground in Maslow's, Alderfer's, and McClelland's views of human needs?
Maslow, McClelland, and Herzberg would likely find common agreement regarding a set of "higher order" needs. For Maslow these are self-actualization and ego; they correspond with Alderfer's growth needs, and with McClelland's needs for achievement and power. Maslow's social needs link up with relatedness needs in Alderfer's theory and the need for affiliation in McClelland's theory. Maslow's safety needs correspond to Alderfer's existence needs. Herzberg's "satisfier-factors" correspond to satisfactions of Maslow's higher needs, Alderfer's growth needs, and McClelland's need for achievement.
The two-boss system is susceptible to power struggles and can be frustrating if it creates task confusion and conflicting work priorities. This two-boss system is a characteristic of which type of organization structure?
Matrix
Which of the following types of structure combines the functional and divisional structures? Network structure Matrix structure Customer structure Virtual organization Process structure
Matrix structure
How does mentoring work as a form of on-the-job training?
Mentoring is when a senior and experienced individual adopts a newcomer or more junior person with the goal of helping him or her develop into a successful worker. The mentor may or may not be the individual's immediate supervisor. The mentor meets with the individual and discusses problems, shares advice, and generally supports the individual's attempts to grow and perform. Mentors also are considered to be very useful for persons newly appointed to management positions.
Which type of structure uses IT to link with networks of outside suppliers and service contractors? Matrix structure Functional structure Process structure Network structure Team structure
Network structure
360° feedback
Occurs when superiors, subordinates, peers, and even customers are involved in the appraisal of an employees performance
Bonus pay plans
One-time payments based on the accomplishment of specific performance targets or some extraordinary contribution
Which of the following is used to describe a diagram that shows reporting relationships and the formal arrangement of work positions within an organization?
Organization chart
Why is orientation an important part of the human resource management process?
Orientation activities introduce a new employee to the organization and the work environment. This is a time when individuals may develop key attitudes and when performance expectations also will also be established. Good orientation communicates positive attitudes and expectations and reinforces the desired organizational culture. It formally introduces the individual to important policies and procedures that everyone is expected to follow.
Why is participation important to goal-setting theory?
Participation is important to goal-setting theory because, in general, people tend to be more committed to the accomplishment of goals they have helped set. When people participate in the setting of goals, they also understand them better. Participation in goal setting improves goal acceptance and understanding.
Equity theory
People behave according to their perception of inputs & outcomes relative to each other
What preferences does a person with a high need for achievement bring to the workplace?
People high in need for achievement will prefer work settings and jobs in which they have (1) challenging but achievable goals, (2) individual responsibility, and (3) performance feedback.
__ is the extent to which an individual's knowledge, skills, experiences, and personal characteristics are consistent with the requirements of their work. Strategic human resource management Person-job fit Person-organization fit Bone fide occupational qualifications Affirmative action
Person-job fit
_____ is the extent to which an individual's values, interests, and behavior are consistent with the culture of an organization Person-organization fit Strategic human resource management Affirmative action Person-job fit Bone fide occupational qualifications
Person-organization fit
• Managerial Power
Position Power + Personal Power
Why does a person need both position power and personal power to achieve long-term managerial effectiveness?
Position power is based on reward; coercion, or punishment; and legitimacy, or formal authority. Managers, however, need to have more power than that made available to them by the position alone. Thus, they have to develop personal power through expertise and reference. This personal power is essential in helping managers to get things done beyond the scope of their position power alone.
_____ strengthens behavior by making a desirable consequence contingent on its occurrence. Entry field with correct answer Negative reinforcement Shaping Positive reinforcement Extinction Punishment
Positive reinforcemen
People try to restore equity when they feel they have been treated unfairly compared to others. They do this by changing:
Rewards Inputs or outcomes of others Situation Who they compare themselves to Input
Which of the following is NOT one of the prohibitions in Title VII of the Civil Rights Act of 1964 (as amended)? Entry field with correct answer Sexual orientation National origin Race Color Religion
Sexual orientation
Profit-sharing plans
Some or all employees receive a proportion of net profits earned by the organization
_____mobilizes human capital to implement organizational strategies. Human resource management Strategic human resource management Bona fide occupational qualifications Affirmative action Comparable worth
Strategic human resource management
_____ are factors in the work setting that direct work efforts without the involvement of a leader. Contingency models Behavior factors Leadership behaviors Substitutes for leadership Path-goal theories
Substitutes for leadership
According to path-goal theorists, which leadership style is a manager moving towards when treating group members as equals and being friendly and approachable? Entry field with correct answer Supportive leadership Achievement-oriented leadership Directive leadership Participative leadership All of these are correct.
Supportive leadership
Leniency error and Severity error
Tendency for supervisors to rate employees more favorably (or less favorably) than they deserve
Halo error
Tendency to allow performance on one dimension or a global impression to influence ratings on other dimensions
Why might an employer not want to offer employees the option of a compressed workweek schedule?
The compressed workweek or 4-40 schedule offers employees the advantage of a three-day weekend. However, it can cause problems for employers in terms of ensuring that operations are covered adequately during the normal five workdays of the week. Labor unions may resist, and the compressed workweek will entail more complicated work scheduling. In addition, some employees find that the schedule is tiring and can cause family adjustment problems.
What symptoms might indicate that a functional structure is causing problems for the organization?
The functional structure is prone to problems of internal coordination. One symptom may be that the different functional areas, such as marketing and manufacturing, are not working well together. This structure also is slow to respond to changing environmental trends and challenges. If the firm finds that its competitors are getting to market faster with new and better products, this is another potential indicator that the functional structure is not supporting operations properly.
Why is a BARS potentially superior to a graphic rating scale for use in performance appraisals?
The graphic rating scale simply asks a supervisor to rate an employee on an established set of criteria, such as quantity of work or attitude toward work. This leaves a lot of room for subjectivity and debate. The behaviorally anchored rating scale asks the supervisor to rate the employee on specific behaviors that have been identified as positively or negatively affecting performance in a given job. This is a more specific appraisal approach and leaves less room for debate and disagreement.
What is the major insight of the Vroom-Jago leader-participation model?
The leader-participation model suggests that leadership effectiveness is determined in part by how well managers or leaders handle the many different problem or decision situations that they face every day. Decisions can be made through individual or authority, consultative, or group-consensus approaches. No one of these decision methods is always the best; each is a good fit for certain types of situations. A good manager or leader is able to use each of these approaches and knows when each is the best approach to use in particular situations.
Equal Opportunity
The right to employment without regard to race, color, national origin, religion, gender, age, or disability status
Explain the practical significance of this statement: "Organizational design should be done in contingency fashion."
The term "contingency" is used in management to indicate that management strategies and practices should be tailored to fit the unique needs of specific situations. There is no universal solution that fits all problems and circumstances. Thus, in organizational design, contingency thinking must be used to identify and implement particular organizational points in time. What works well at one point in time may not work well at another, as the environment and other conditions change. For example, the more complex, variable, and uncertain the elements in the environment, the more difficult it is for the organization to operate. This situation calls for a more organic design. In a stable and more certain environment, the mechanistic design is appropriate, because operations are more routine and predictable.
What are the three variables that Fiedler's contingency model uses to diagnose the favorability of leadership situations, and what does each mean?
The three variables used in Fiedler's model to diagnose situational favorableness are: (1) position power—how much power the leader has in terms of rewards, punishments, and legitimacy; (2) leader-member relations—the quality of relationships between the leader and followers; and (3) task structure—the degree to which the task is either clear and well defined, or openended and more ambiguous.
What do we call boundaryless organizations that use IT and the Internet to engage a shifting network of strategic alliances? Matrix structure Virtual organizations Organizational cultures IT departments Boundaryless organization
Virtual organizations
Validity
a clear connection between results and job performance (ACCURATE)
• Vision
a clear sense of the future
Labor contracts
a formal agreement between a labor union and an employer about the terms of work for union members
Work process
a group of tasks that creates a valuable work product
Instead of "selling" only positive features of a job, managers may choose to provide job candidates with all the pertinent information about a job and organization. This alternative is to provide candidates with a(n) _____. realistic job preview SWOT analysis view of the company culture behavioral interview unstructured testing
a realistic job interview
Deficit principle
a satisfied need does not motivate behavior
Reliability
a selection device that gives CONSISTENT results
• Power
ability to get people to do what you want and make things the way you want
• Emotional intelligence
ability to manage emotions in social relationships
According to Hersey and Blanchard's situational leadership model, employee readiness is determined by __________. Entry field with correct answer motivation, desire, and control of the leader. intelligence, ability, and motivation of the followers. ability, willingness, and confidence of the followers in performing required tasks. position power, task structure, and leader-member relations. task, relationship, and decision-making ability of the followers.
ability, willingness, and confidence of the followers in performing required tasks
moderate risks in competitive situations, and be willing to work alone is known as need for _____. Entry field with correct answer achievement recognition gratitude power affiliation
achievement
Recruitment
activities designed to attract a qualified pool of job applicants Internal recruiting hires from inside the org., external from outside
Recruiting
activities designed to attract a qualified pool of job applicants to an organization Advertising position Preliminary Contact Screening to create pool
Training
activities that provide the opportunity to acquire and improve job-related skills
The three steps in the typical recruitment process are:
advertising job vacancies, making preliminary contacts, and initial screening.
An effort to give preference in employment to women and minority group members is called: affirmative action. legal protection. equal employment opportunity. gender and minority group support. discrimination.
affirmative action
Faisal Sham supervises a group of seven project engineers. His unit is experiencing a heavy workload, as the demand for different versions of one of his firm's computer components is growing. Faisal finds that he doesn't have time to follow up on all design details for each version of the product. Until now he has tried to do this all by himself. Two of the engineers have shown an interest in helping him coordinate work on the various designs. As a consultant, how would you advise Faisal in terms of delegating work to them?
aisal must first have confidence in the two engineers—he must trust them and respect their capabilities. Second, he must have confidence in himself, trusting his own judgment to give up some work and allow the others to do it. Third, he should follow the rules of effective delegation. These include being very clear on what must be accomplished by each engineer. Their responsibilities should be clearly understood. He must also give them the authority and resources to act in order to fulfill their responsibility, especially in relationship to the other engineers. He must also not forget his own final accountability for the results. He should remain in control and, through communication, make sure that work proceeds as planned.
Gain-sharing
allow employees to share in cost savings or productivity gains realized by their efforts
Grant authority
allow others to make decisions
Flexible benefits
allows employees to choose from a range of benefit options
Human resource planning
analyzes staffing needs and identifies actions to fill those needs
Work sampling
applicants are evaluated while performing actual work tasks
Transformational Leadership
arouses extraordinary effort and performance
Organizing
arranges people and resources to accomplish a goal
Development
assists in training and continued personal development of people
Until the legal status of employee surveillance through the use of information technology is clarified, the best advice for everyone is __________. Entry field with correct answer assume you have no privacy at work. assume your employer will protect your privacy. assume it is illegal for an employer to monitor your work assume your employer will let you know whenever you are being monitored. assume you have no rights
assume you have no privacy at work.
The characteristics of __________ help them to clearly frame moral dilemmas, transparently respond to them, and serve as ethical role models. Entry field with correct answer good old-fashioned leaders transactional leaders transformational leaders charismatic leaders authentic leaders
authentic leaders
Merit pay
awarding pay increases in proportion to performance contributions
Socialization of newcomers occurs during the ________ step of the staffing process. (a)recruiting (b)orientation (c)selecting (d)training
b)orientation
o Position Power
based on manager's official status in hierarchy
• Law of effect
behavior followed by positive consequences will be repeated while behavior followed by negative consequences will not
Correct answer. Your answer is correct. The law of effect states that _____. Entry field with correct answer behavior that results in pleasant outcomes is likely to be repeated; behavior that results in unpleasant outcomes is not likely to be repeated. the effects of an environmental response can be determined by monitoring behaviors. every reward has some effect. every behavior is the effect of some environmental motivator. people can be motivated to perform both pleasant and unpleasant tasks
behavior that results in pleasant outcomes is likely to be repeated; behavior that results in unpleasant outcomes is not likely to be repeated.
• Social capital
being able to get things done because of who you know
o Instrumentality
belief that successful performance will come with rewards
o Expectancy
belief that working hard will result in the desired level of performance
• Visionary leadership
brings to the situation a clear sense of the future and how to get there
Vision, charisma, integrity, and symbolism are all on the list of attributes typically associated with ________ leaders. (a)contingency (b)informal (c)transformational (d)transactiona
c)transformational
Legitimate Power
capacity to influence through virtue or moral authority
Reward Power
capacity to offer something valuable
Coercive Power
capacity to punish
Mechanistic design
centralized, lots of rules, clear labor division, narrow spans of control, and formal coordination Work in stable environment
Protected class
class-individuals who share something in common (e.g., race, religion, sex) who are protected by laws that prevent discriminatory employment actions against them as a result of this shared characteristic
When a manager says, "If you don't do what I want, I'll punish you," they are utilizing _____ power. Entry field with correct answer expert leadership coercive reward legitimate
coercive
Biodata methods
collect certain biographical information proven to correlate with good job performance
The foundation of any labor and management relationship is _____, which is the process of negotiating, administering, and interpreting labor contracts. base compensation collective bargaining gain sharing ESOP planning an early retirement incentive program
collective bargaining
Matrix Structure
combines functional and divisional structures to gain advantages and minimize disadvantages of each o Pros: Better communication and coordination Improved decision thanks to info from team level Increased operation flexibility Better customer service Better performance accountability Improved strategic management o Cons: Higher costs for more leaders Two-supervisor structure can create power struggles Team meetings are time consuming Groups become too loyal to themselves rather than the whole org.
Cross-functional teams
composed of members from different functional departments
Centralization
concentration of decision making at top level of organization
One way to succeed with a shaping strategy is to give reinforcement on a(n) _____ basis until the desired behavior is achieved; then a(n) _____ schedule can be used to maintain the behavior at the new level. Entry field with correct answer lower order, higher order higher order, lower order continuous, intermittent satisfier, hygiene intermittent, continuous
continuous, intermitten
• Operant conditioning
controlling behavior by manipulating the consequences
Employment-at-will
doctrine meaning that employees can be terminated at any time for any reason
The first step in strategic human resource management is to ________. (a)forecast human resource needs (b)forecast labor supplies (c)assess the existing workforce (d)review organizational mission, objectives, and strategies
d)review organizational mission, objectives, and strategies
Organic design
decentralized, less rules, open labor division, wide spans of control, and more personal coordination Work in rapidly changing/uncertain environment
In Maslow's hierarchy of needs theory, the _____ principle holds that a satisfied need is not a motivator of behavior. Entry field with incorrect answer expectancy process progression deficit hygiene
deficit
Functional chimneys
departments don't communicate with each other and fail to see the big picture
Need for power
desire to control, influence, or be responsible for other people
o Need for achievement
desire to do something better, solve problems, and master complex tasks
o Need for affiliation-
desire to establish and maintain good relations with people
Relatedness needs
desires for good interpersonal relationships
Growth needs
desires for personal growth and development
Existence needs
desires for psychical wellbeing
Charismatic Leaders
develop special leader-follower relationship and inspire followers in extraordinary ways Skilled in the art of visionary leadership
Integration
differentiated units need to be linked together so their work is coordinated into an overall product to achieve the organization's mission
o Extinction
discourages behavior by removing a positive consequence
Decentralization
dispersion of decision making throughout all organization levels
Profit-sharing
distribute employees a proportion of net profits earned by the organization
Wrongful discharge
doctrine giving workers legal protections against discriminatory firings
Human capital
economic value of people with job-relevant knowledge, abilities, ideas, energies, and commitments
Boundaryless organization
eliminates internal boundaries among subsystems and external boundaries with the external environment o Combines team and network structures o Knowledge is shared o Key requirements: No hierarchy Technology utilization Acceptance of impermanence Empowerment of team members
Bureaucracy
emphasizes formal authority, order, fairness, and efficiency
Social recruiting
employers browse social media sites looking for prospective job candidates
• Job simplification
employs people in clearly defined and specialized tasks with narrow job scope o Pros: Workers easy to train, supervise, and replace Workers get good at repetition o Cons: Unhappy workers increase costs Productivity suffers Poor performance from boredom
Positive reinforcement
encourages behavior by providing a positive consequence
Strategic needs
environment, strategy, goals
Assessment center
examines how job candidates handle simulated work situations
There's a link between Bandura's self-efficacy ideas and elements of Vroom's _____theory and Locke's _____ theory. positive reinforcement, punishment punishment, positive reinforcement job simplification, job enrichment goal-setting, expectancy expectancy, goal-setting
expectancy, goal-setting
Selling
explain decisions Followers are unable, willing, confident High task and relationship
Assign responsibility
explain task and expectations
Virtual organization
extreme form of boundaryless org. that uses mobile IT to engage a shifting network of strategic alliances
Onboarding/Orientation
familiarizes new hires with the organization's mission and culture, jobs, co-workers, and performance expectations
Structures with wider spans of control and fewer levels of management are called _____; those with narrow spans of control and many levels of management are known as _____. tall, short large, small tall, flat flat, tall short, tall
flat, tall
An increasingly common benefits approach, in which the employee chooses a set of benefits within a certain dollar amount, is known as: Entry field with correct answer flexible benefits. base compensation. selection. employee assistance. work-life balance.
flexible benefits
Democratic
focus on building support for a shared purpose High concern for people and tasks
Autocratic
focus on efficiency of tasks and operations High concern for tasks, low for people
Human Relations-
focus on people's needs and building relationships High concern for people, low for tasks
The _____ holds that males and females have similar psychological properties. glass ceiling gender similarities hypothesis integrity task theory interactive theory
gender similarities hypothesis
Telling
give instructions Followers are unable, unwilling, insecure High task, low relationship
Stock options
give the right to purchase shares at a fixed price in the future
Flexible working hours
gives employees some choice in daily work hours
Divisional Structure
group people who work on same product/process, serve similar customers, and/or are in the same geographic region o Pros: More flexible More coordination across departments Clear points of responsibility Expertise focused on specific customers, products, and regions Greater ease of changing size by adding/deleting divisions o Cons: Can create division rivalries Can reduce economies of scale Can increase costs through resource duplication
Process structure
groups jobs that are part of the same process
Authentic Leader-
has high self-awareness and self-regulation; perceived by followers as genuine
Family-friendly benefits
help employees achieve a better work-life balance
Employee assistance programs
help employees cope with personal stresses and problems
Employee stock ownership plans
help employees purchase stock in their companies
According to leader behavior research, a manager who acts warm and supportive toward followers, maintains good social relations with them, respects their feelings, is sensitive to their needs, and shows trust in them has __________. low in concern for task. high in concern for people. low in concern for people. high in concern for task, low in concern for people. high in concern for task.
high in concern for people.
The economic value of people with job-relevant knowledge, abilities, experience, ideas, energies, and commitments is known as _____. Entry field with correct answer job resources human capital intellectual capital natural resources economic labor value
human capital
A company's _________________ is the only true source of a -------------------
human capital, sustainable advantage
Social network analysis
identifies informal structures and social relationships in an organization
360-degree feedback
include superiors, subordinates, peers, and even customers in the appraisal process
o Job enrichment-
increase job depth by adding work planning and evaluating duties normally performed by the supervisor
o Job enlargement
increase task variety by combining two or more tasks previously done by multiple workers into one job
o Job rotation
increase task variety by periodically shifting workers between different jobs
Under-reward inequity
individual sees rewards as less than fair Motivating
Expert Power
influence because of knowledge and skills
Behind every formal structure typically lies a(n) _____, which is the set of unofficial relationships among an organization's members.
informal structure
• Leadership
inspiring others to work hard to accomplish important tasks
A person's belief that various outcomes will occur as a result of task performance is called: Entry field with correct answer expectancy. reinforcement. instrumentality. valence. equity theory.
instrumentality
Human Resource Management
is a process of attracting, developing, and maintaining a talented work force Focus: Person-environment fit & P
Human capital
is the economic value of people with job-relevant knowledge, abilities, ideas, energies, and commitments
Satisfier factors
job content like challenging work and advancement opportunities; sources of job satisfaction
Hygiene factors
job context like working conditions and policies; sources of job dissatisfaction
Part of the foundation for human resource planning is the development of _____ which detail the duties and responsibilities of a job holder. job objectives a job analysis job descriptions job specifications job criteria
job descriptions
When Frederick Herzberg says, "If you want people to do a good job, give them a good job to do," he is arguing in support of: job enlargement. job rotation. job enrichment. horizontal loading. job replacement.
job enrichment
• Followership
joining with a leader to accomplish goals
Socialization
learning and adapting to the organizational culture
Potential advantages of matrix structures include all of the following except: better cooperation across functions less performance accountability through the program, product or project managers improved strategic management, since top managers are freed from unnecessary problem solving to focus time on strategic issues. improved decision making as problem solving takes place at the team level, where the best information is available. increased flexibility in adding, removing, and/or changing operations to meet changing demands
less performance accountability through the program, product or project managers
Evaluation
lets people know where they stand relative to objectives and standards
Evaluation (Decision-making)
lets people know where they stand relative to objectives and standards
Least-preferred co-worker (LPC) scale
measures leadership styles with task motivation on the low end and relationship motivation on the high end.
A form of coaching in which early-career employees are formally assigned as proteges to senior persons is known as _____. training mentoring management development coaching job rotation
mentoring
The major advantages of a functional structure include all of the following EXCEPT: task assignments consistent with expertise and training. high-quality technical problem solving. minimized need of communication. clear career paths within functions. economies of scale with efficient use of resources.
minimized need of communication.
o Laissez-Faire
minimum effort to get work done Low concern for people and tasks
The forces within the individual that account for the level, direction, and persistence of effort expended at work are called _____. Entry field with correct answer desires motivations principles needs wants
motivations
Employee benefits
nonmonetary forms of compensation such as health insurance and retirement plans
House's Path-Goal Leadership Theory
o Adapts leadership style to different situations o Directive- give expectations, schedules, and directions Works with unclear job assignments o Supportive- showing concern and doing things to make the work more pleasant Works when team lacks confidence o Achievement-oriented- setting the bar and expectations high Works when task challenge is insufficient o Participative- involving team in decision making and using their suggestions Works when performance incentives are poor
• Drucker
o Clear vision o Accept leadership as responsibility, not rank o Surround yourself with talented people o Don't blame others o Be consistent not clever o Keep integrity to earn trust
Contemporary organizing trends
o Fewer levels of management o More delegation and empowerment o Decentralization with centralization Delegation and empowerment lead to more decentralization while advances in information technology help top managers centralized control o Reduced use of staff Lowers costs and increases efficiency
• Herzberg's 2 Factor Theory
o Hygiene factors- job context like working conditions and policies; sources of job dissatisfaction o Satisfier factors- job content like challenging work and advancement opportunities; sources of job satisfaction
Fielder
o Least-preferred co-worker (LPC) scale- measures leadership styles with task motivation on the low end and relationship motivation on the high end. o Task motivation works better in high and low control situations o Relationship motivation works better in moderate control situations o Determine how favorable a situation is based on: Leader-member relations Task structure Position power
• Acquired Needs Theory
o People acquire needs through life experiences o Need for achievement- desire to do something better, solve problems, and master complex tasks o Need for power- desire to control, influence, or be responsible for other people o Need for affiliation- desire to establish and maintain good relations with people
5 Points of Job Characteristics Model
o Skill variety o Task identity (job produces a "whole" and identifiable piece of work) o Task significance o Autonomy o Feedback
Factors affecting Organization Structure:
o Strategic needs and Operational needs
• Leader behaviors
o Task-concerned o People-concerned
Early retirement incentive programs
offers workers incentives to retire early
Bonus pay
one-time payments based on performance accomplishments
The control of behavior by manipulating its consequences is called: goal-setting theory. operant conditioning. job rotation. job simplification. law of effect.
operant conditioning
Adaptive organizations
operates with minimum bureaucratic features and encourages worker empowerment and teamwork
Differentiation
organization is made of different units working on different tasks in different ways
The process of choosing and implementing structures that best arrange resources to accomplish the organization's mission and objectives is called: using a bureaucracy. mechanistic design. organization culture. boundaryism. organizational design.
organizational design
Recency Bias
overemphasizes most recent behaviors in evaluation Can be reduced by the critical-incident technique- keeps a log of employee's effective and ineffective job behaviors
moral overconfidence
overly positive view of one's strength of character
According to the Hersey-Blanchard Situational Leadership Model, leaders who emphasize shared ideas and where followers are able, unwilling, and insecure are exhibiting the _____ leadership style. Entry field with correct answer selling telling delegating autocratic participating
participating
• Expectancy theory-
people behave based on the perceived likelihood that effort will lead to a certain outcome and on how highly they value that outcome
Equity sensitivity
people have different preferences for equity and react differently to perceptions of inequity
Create accountability
require others to report back on results
Functional Structure
people with similar skills and tasks are grouped into formal work units Pros: Economies of scale Clear career paths High-quality technical problem solving In-depth training and skill development Task assignments consistent with expertise
McClelland distinguished between two forms of power. One form, the need for _____ power, is exploitative and involves manipulation for the pure sake of personal gratification, and is not successful in management. Entry field with correct answer affiliation equity growth personal social
persona
Lower-order needs
physiological, safety, and social needs
• Shaping
positive reinforcement of successive approximations of desired behavior (rewarding when they're getting closer and closer to desired behavior)
• Job design
process of arranging work tasks for individuals and groups o Should result in performance and satisfaction
Human resource management
process of attracting, developing, and maintaining a talented workforce
Organizational design
process of creating structures that accomplish objectives No one design should be applied to all circumstances
Delegation
process of entrusting work to others
o Performance Appraisal/Review/Assessment/Evaluation-
process of formally evaluating performance and providing feedback
Motivation
process that accounts for someone's intensity, direction, and persistence at work
The equity, goal-setting, and self-efficacy theories fall within the _____category of motivation theories. Entry field with correct answer hierarchy of needs reinforcement scientific management process theories acquired needs
process theories
A(n) _____ convenes for a particular task and disbands once a project is completed. Entry field with correct answer functional team boundaryless team process team project team cross-functional team
project team
• Goal-setting theory
properly set and well managed goals can be very motivating
Staff positions
provide technical expertise for other parts of the organization
Performance coaching
provides frequent and developmental feedback for how a worker can improve job performance
A set of activities designed to attract a qualified pool of job applicants is known as: recruitment. work sampling. selection. job placement. employment previews
recruitment.
Frustration
regression principle- an already satisfied need can become reactivated when a higher-level need is blocked
Law of immediate reinforcement
reward should be given as soon as possible after desired behavior occurs
Law of contingent reinforcement
reward should only be given when desired behavior occurs
• Continuous reinforcement
rewards behavior every time it occurs
Intermittent reinforcement
rewards behavior only periodically
Base compensation
salary or hourly wage
In Herzberg's Two-Factor Theory, the factors found in job content, such as a sense of achievement and personal growth are called: Entry field with correct answer physiological needs. satisfier factors. hygiene factors. self-actualization. safety needs.
satisfier factors.
Job enrichment differs from other job design alternatives in that it _____. Entry field with correct answer seeks to expand job depth, not just job scope expands the psychological contract is endorsed by the unions works for groups as well as for individuals is concerned with job content as well as job contex
seeks to expand job depth, not just job scope
Performance management
sets standards, assesses results, and plans for performance improvements
The creation of a new behavior by the positive reinforcement of successive approximations to the desired behavior is called _____. operant conditioning expectancy development shaping classical conditioning progression
shaping
Participating
share ideas Followers are able, unwilling, insecure Low task, high relationship
Operational needs
technology, work processes
In the Hersey-Blanchard Situational Leadership Model, the _____ style works best at the extreme of low readiness, where followers are unable and unwilling or insecure. leading selling participating delegating telling
telling
Leniency/Severity Error
tendency for employers to rate people higher/lower than they deserve Can be reduced by multiperson comparisons- compares one person's performance with that of others
Halo Error
tendency to allow performance in one area to influence rating of performance in other areas
Span of control
the number of subordinates who report directly to a supervisor
o Collective bargaining
the process of negotiating, administering, and interpreting a labor contract
Delegating
turn over decisions Followers are able, willing, confident Low task and relationship
Need
unfulfilled physiological or psychological desire
Graphic
uses a checklist of traits or characteristics to evaluate performance
Network Structures
uses information technologies to link with networks of outside suppliers and service contractors Makes things more cost-effective but also harder to manage
Behaviorally anchored
uses specific descriptions of behaviors to rate various levels of performance
o Valence
value someone assigns to rewards and other work-related outcomes
The Organizational Chart
visually describes reporting relationships and the formal arrangement of work positions in an organization including: o Division of work o Supervisory relationships o Communication channels o Major subunits o Levels of management
Illegal discrimination
when unfair actions are taken toward members of a protected class
Leadership double bind
women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics
• Telecommuting
work from home or outside the office at least part of the time