Management 300 Test 4
Two Types of Inequity
-overpayment -underpayment
Mashuk is a manager who is working with his subordinates to determine their goals for the upcoming year. What step of the MBO does this illustrate?
2
Prosocial Behavior
Behavior that is performed to help other people
Social Learning Theory
Considers how peoples thoughts and beliefs and observations of other people's behaviors influence learning and motivation
Self-reinforcer
Desired, reward or outcome that a person gives to themself for good performance
Feedback control is used at which stage of the process of transforming inputs into finished goods and services?
Output
Output Control
Requires that managers be sensitive to how they use output control and constantly monitor its effect at all levels of organization.
Servant Leader
Shares power with followers and ensures those who are least-well off in society are having their most important needs met, are able to develop as individuals, and are enhancing their well-being.
When employees aren't treated fairly there is
inequity
paycheck is an example of an
outcome
Caution to managers in a bureaucratic system?
- too much standardization can result in people not thinking for themselves. -since rules diminish flexibility, managers must cautiously avoid becoming too bureaucratic -too much bureaucracy can slow decision making
Four Steps in Organizational Change Process:
-Assess the need for change -Decide on the change to make -Implement the change -Evaluate the change
Liquidity Ratios
-Current Ratio -Quick Ratio
If Dana uses management by objectives, in order for the program to be successful , she must ensure that managers and subordinates believe that performance evaluations are
-Fair -Accurate
Profit Ratio
-Operating margin -Return on investment
Contingency Models of Leadership
-Path Goal -Fielder's -Leader Substitutes
Fielder's Two Basic Leader Styles
-Task Oriented -Relationship Oriented
Three Major Factors of the Expectancy Theory
-Valence -instrumentality -expectancy
In order for management by objectives to be effective, it is essential that managers and subordinates believe that the performance evaluations are
-accurate -fair
Transformational managers
-charismatic -intellectually stimulate -engage in developmental consideration
Robert Blake/ Jane Mouton
-concern for people -concern for production
Measures how well managers are creating value from organizational assets
-days sales outstanding -inventory turnover
Organizations try to increase employee motivation and performance by understanding the link between
-desired behaviors -outcomes
Not a mechanism used to define success criteria for output control
-feedback and evaluation
Control systems help monitor which of the following building blocks of competitive advantage
-innovation -quality -superior efficiency -responsiveness to customers
In the third step of Organization Change, managers must
-introduce and manage the change -decide whether the change will occur from top-down or bottom-up
Types of power:
-legitimate -reward -coercive -expert -referent
Examples of methods used by managers for behavior controls are
-management by objectives -bureaucratic control -direct supervision
Female Managers tend to be
-more participative
People follow
-person -position -process
Ways a person can be motivated
-prosocially -Intrinsically -extrinsically
Reasons that bonuses tend to have more motivational impact
-salary levels tend to vary less in performance - a current salary may be affected by factors other than performance -a larger percentage of a salary is based on factors unrelated to current performance
Research suggests that the best goals are
-specific -challenging
The Four Building Blocks of Competitive Advantage are:
-superior efficiency -quality -responsiveness to customers -innovation
Motivation is pyschological forces that determine
-the direction of a person's behavior -person's level of effort -person's level of persistence
Bases for authority
-tradition -reason -charisma
Bureaucratic control is the most useful when organizational activities are
-well understood -routine
Charlotte works with her subordinates periodically to review their progress toward the goals that she worked with them to set.
Charlotte is using management by objective
Cecily's company is constantly attempting to improve, adapt, and adjust strategy and structure to react to changes in the market. What kind of change is this?
Evolutionary
During which step of the change process is it critical for managers to realize the need for change.
First
How many steps are involved with the control process?
Four -Establishing standards of performance -Measure actual performance -Compare actual performance against standard -Evaluate the result
Valence
In expectancy theory, how desirable each of the outcomes available from the organization is to a person.
Controlling
Monitoring how organizational members are performing activities necessary to achieve organizational goals.
At which step of the control process does establishing standards of performance occur?
Step 1
Which of the following best defines organizational change?
The movement of an organizational away from its present state and toward some desired future state
The operating margin is calculated by dividing
company's operating profit by sales revenue.
At the conversion stage,
concurrent control gives managers immediate feedback on how efficiently inputs are being transformed into outputs so managers correct problems as they arise.
Feedback systems which provide managers with information about how well the organizational strategy and structure are working for an example of
control systems
Quick ratio is the organization's current assets minus inventory
divided by current liabilities
Operating margin performance offers information about how
efficiently an organization uses its resources
Overpayment inequity
exists when a person perceives that his or her own own outcome-input ratio is greater than the ratio of the referent.
Performing to avoid punishment
extrinsically motivated
What a person contributes to the job is an
input
Assume that organizational structure is causing problems between research and development team and the marketing team. This is an example of
internal
If the manager of a local retail store wants to assess how quickly the store is turning over inventory, the manager would calculate the
inventory turnover
According to Maslow, once a need is satisfied
it no longer motivates
Measures that allow managers to assess how efficiently an organization is producing goods or services are contained in
organizational control systems
U.S. Organizations have
short-term profit orientation
When managers have coercive power they may respond to employees who are slow to complete a task by,
threatening to dock their pay or reduce hours