Management Final

"I will not apply for the open position in Ms. Jones department. I hear she can be a hard taskmaster." This statement represents the __________ component of attitude. a. behavioral b. dissonant c. affective d. psychological e. cognitive

A

Annie is working in an organization where her paycheck reflects how many hours she has worked with each paying client. For​ her, this seems very fair and motivating. This type of​ pay-for-performance plan is associated with which of the following motivation​ theories? a. expectancy theory b. Theory X c. Goal-setting theory d. operant conditioning e. Maslow's hierarchy

A

Emotional intelligence is __________. a. the ability to understand ones own emotions and to reads others' emotions, and to adjust one's actions accordingly b. no more important than any of the other personality dimensions c. acquired through on-the-job training d. rarely found in the lower ranks of an organization e. gained by years of study at a university

A

The new HR team is finally building some camaraderie amongst its members. This represents which of the following stages of group development? a. norming b. adjourning c. storming d. forming e. performing

A

The one Big Five personality dimension most likely most likely to predict success at work is __________. a. conscientiousness b. extraversion c. openness to experience d. emotional stability e. agreeableness

A

Which one of the following is an example negative reinforcement? a. If you and Cara can avoid getting into an argument for 90 days, I will remove this disciplinary action from your record and not additional action will be taken b. You are receiving this written disciplinary action because you and a co-worker engages in a fistfight on company property c. If you compete the project on time, you will receive a bonus d. The supervisor failed when her subordinate shouted obscenities at her e. the employee was discharged for failing a drug test

A

Delta described her coworker as​ friendly, open, and​ gregarious, but subject to mood swings. Delta was talking about her​ co-worker's ___________. a. work ethic b. motivation c. value system d. character e. personality

E

Foundations for understanding group behavior

Norming Conformity Group size and group behavior Group cohesiveness

How to shape behavior

Positive reinforcement Negative reinforcement Punishment Extinction

Motivators

achievement, recognition, work itself, responsibility, advancement, growth

Groups

Command groups Task groups Cross functional teams Self-managed teams

Star workers and start athletes share a high need for __________. a. esteem b. power c. affiliation d. achievement e. safety

D

Motivation

Energy Direction Persistence

Theory Y

Enjoy work Seek and accept responsibility Exercise self-direction

Early Theories

Hierarchy of needs theory Theories X and Y Two factor Theory

Big Five Model of Personality

extraversion, agreeableness, conscientiousness, emotional stability, openness to experience

Hierarchy of needs theory

physiological, safety, social, esteem, self-actualization

Small groups are better at...

- completing tasks faster - figuring out what to do - getting the job done

The three tests for when teams aren't the answer

-Can the work be done better by more than one person? -Does the work create a common purpose that's more than the sum of individual goals? -Is there interdependence between tasks?

Group Characteristics

-Share information about goals -Neutral (sometimes negative) synergy -Individual accountability -Random and varied skills

Team characteristics

-collective performance goals -Positive synergy -individual and mutual accountability -complementary skills

Expecting to be working in the law library out of​ sight, Alicia wore orange and green striped leggings and a long​ T-shirt tied into a knot at the side on her first day as a paralegal at a prestigious law firm. Noticing how the other paralegals were​ dressed, and the disapproving looks from her​ supervisor, Alicia wore heels and a suit the next day. This example demonstrates​ _________________. a. pressure to conform b. status c. intragroup conflict d. storming e. role adjustment

A

It is important that groups carefully elect their standards of behavior because __________. a. group members tend to conform to the group norms so they will fit in b. those standards will to a large degree determine the success rate of the group c. setting them too high will paralyze the group d. a pack mentality could result if the norms are too aggressive e. before the group can begin to perform, its norms must be approved by management.

A

Without even saying​ it, everyone in the sales group knows that meetings start 5 minutes behind schedule. This exemplifies which of the following group​ concepts? a. Norms b. Status c. Roles d. Size e. Cohesion

A

Personality

A unique combination of emotional, thought, and behavioral patterns that after how a person reacts to situations and interacts with others

Star workers and star athletes share a high need for​ ______________. a. achievement b. safety c. esteem d. affiliation e. power

A.

The best way that managers can among negative behavior in the workplace is which of the following? a. recognize it's there b. extinction c. punishment d. focus on personality e. provides feedback

A.

"I like working at ABC because the people there are so friendly and helpful." This statement is a reflection of the ___________ component of attitude. a. sociological b. affective c. psychological d. behavioral e. cognitive

B

At Research and Testing, Inc. the management believes it is treating employees respectfully, paying fair wage, and offering benefits that are important to them. But productivity is not as high as management would like and both turnover and absenteeism are running higher than expected. To help solve the problem, Research and Testing, Inc. should __________. a. do a better job of selecting new employees b. conduct an employee attitude survey c. do a better job with the exit interviews d. use more temps and fewer permanent employees e. hire a consultant to tell them what they're doing wrong

B

B. Dillion is a company that is trying to grow from a culture focused on sales to a culture that is focused on customer relations. This represents when of the following OB focus areas? a. individual behaviors b. organizational c. culture strategy d. leadership e. group behaviors

B

On-the-job training is a good example of __________. a. a reward based system b. social learning c. operant conditioning d. classical conditioning e. classic learning

B

Pam loves her job. She starts her day every morning deciding on what the​ day's priorities will be and how she can get them done. There are very few constraints that Pam has to deal with in her job. Which of the following job characteristics is most motivating to​ Pam? a. task identity b. autonomy c. skill variety d. task significance e. feedback

B

The key elements of motivation are __________. a. attitude, behavior, and direction b. energy direction and persistence c. energy attitude and behavior d. sustainability, cooperation, and rewards e. cognition, learning, and persistence

B

The main difference between a group and a team is __________. a. teams exist primarily to share information b. team members work interdependently; group member work independently c. skills in a work team are random and varied d. group members experience positive synergy e. group members hold each other accountable

B

The new research group is filled with conflict. Ross and Dawn are still competing to gain leadership and have the team follow their personal lead. The team is confused not only about leadership, but also about the reason they were called together. There is a great deal of aggravation and disenchantment with the research group. At this point, the research group is experiencing which of the following group stages? a. forming b. storming c. performing d. adjourning e. norming

B

__________ is a string motivator for contingent workers. a. the opportunity to present at national conferences b. the prospect of permanent employment c. greater interaction with permanent employees d. respect from permanent workers e. increased decision making authority

B

McD's Corp. encourages its employees to participate on one of the many internal athletic teams it sponsors because, among other reasons, it discovered that participants were less likely to resign. Abraham Maslow would suggest these participants were fulfilling their __________ needs. a. physiological b. social c. esteem d. self-actualization e. safety

B.

Among the contextual factors that contribute to team​ effectiveness, we find​ _____________. a. an absence of social loafing. task significance, and a clear delineation of roles b. specific goals, skill variety, and meter flexibility c. adequate resources, trust, and rewards d. proper structure, complementary abilities, and manageable conflict e. diversity, autonomy, and common purpose

C

Chris loves meeting people at work. Some say he has never met a stranger. This behavior has served him very well in his position as he has built a large network of support. This part of his personality may be best characterized by which of the​ following? a. feeling b. ESFP c. extraversion d. sensing e. ENTJ

C

Gale and three coworkers work out at the same gym four days each week. Sometimes they talk about work because they operate similar machines. We would consider Gale and her coworkers to be a(n) _____________. a. ad hoc team b. self-managed team c. informal group d. cross-functional team e. task group

C

Gen Y workers are unlike earlier generational cohorts because​ __________. a. they don't care about making a profit b. they readily accept traditions of their grandparents c. they have grown up with a broad range of opportunities and experiences d. they expect to one day take over the management of their companies e. they don't trust anyone over 30

C

In the sales department, Hal is constantly trying to bringing the highest revenue each quarter. Hal fully believes he is able to do this, no matter the hurdles. He continues to stay focused on the goal and puts in ask his effort. Which of the following goal-performance contingencies is Hal leveraging? a. goal commitment b. leadership c. self-efficacy d. national culture e. feedback

C

John has studied​ Maslow, Herzberg,​ Gilbreth, and House to see if he can identify factors that will cause his employees to work more effectively and efficiently. John is looking for ways to​ __________. a. increase job satisfaction b. reward his employees c. improve productivity d. increase organizational citizenship e. reduce workplace conflict

C

Larry thinks his subordinates every day for coming to work and giving their best. He makes sure they have the tools and materials they need, when they need them. He offers words of encouragement and takes an interest in each worker personally as well as professionally. He does what he can to make the work interesting and challenging. Larry knows that __________. a. cognitive dissonance cannot exist in a pleasant environment b. high pay leads to job satisfaction c. these actions contribute to job satisfaction and satisfied workers are more productive d. workers need a sense of accomplishment e. he will score higher on his own performance evaluation if he treats his people well

C

Managers are well advised to think carefully about the behaviors they reward because __________________. a. employees will do what they see managers do b. learning only happens by plan, not by accident c. what gets rewarded gets repeated d. different rules apply ti different classes of employees e. some employees may see the reward as a punishment

C

The ultimate goal of organizational behavior is to __________. a. improve interpersonal relations in the workplace b. explain employee behavior c. influence how employees have d. make better use of teams e. predict future behavior

C

The major contribution of Herzburg's motivation-hygiene theory is __________. a. the notion that dissatisfaction is the opposite of satisfaction was proven empirically b. job context leads to greater satisfaction than ob content c. satisfaction and dissatisfaction are two different scales d. motivation is the opposite of hygiene e. personal hygiene is more important to managers than to employees

C.

A leader is someone who __________. a. must use threats to get action from others b. gives orders to subordinates, expecting compliance without question c. has at least two people who report to him/her d. has managerial authority and exercise influence over others e. focuses on the short term

D

It is important to remember that __________. a. standing groups will progress through each stage only once b. ad hoc groups often skip the norming stage c. every group will go through each of the five stages d. groups need not progress through each stage in order, and some even backslide, particularly if membership changes e. groups are more effective than individuals

D

Jim never could trust his team. He knew that every time he was out of the office they would be loafing off and not getting their work done. He also knew that unless he watched them very​ carefully, the work they did do would be inadequate to reach the​ team's goals. Which of the following motivation theories best represents the way Jim might lead his​ team? a. hygiene factors b. Theory Y c. Maslow's hierarchy d. Theory X e. Motivation factors

D

Organizations desire to limit absenteeism because ____________. a. team assignments cannot be completes when on member is absent b. it has a dampening effect on employee morale c. of the additional paperwork generated by excessive absenteeism d. absenteeism is expensive in both dollar outlay and lost productivity e. employees who are present will resent those who are absent

D

Several people saw a hit-and-run accident. When police questioned the witnesses, they heard different descriptions of the vehicle that led the scene. These difference can be caused by ___________. a. the halo effect b. stereotyping c. self-serving bias d. selective perceptions e. assumed similarity

D

Yohnna had been told no several times and by several people as she was working to accomplish her goal. But no matter how many​ no's she​ heard, she would not give up until the goal was accomplished. Yohnna is displaying what element of​ motivation? a. direction b. performance c. energy d. persistance e. action

D

In many collectivist societies ______________. a. intragroup conflict is common b. social loafing is rampant c. ambiguity is well tolerated d. status is more important than the individualistic societies e. employees performed better in a group than when working alone.

E

Managers should be interested in perception because __________. a. they must manipulate all the workplace factors that will determine employee responses b. employers evaluate managers based on the managers; understanding of their employees c. managers control factors that determine employee job satisfaction d. they are expected to get work done through others e. employees using their own personal filters, form their ideas of reality by the way they interpret event then decide how to respond based on their perceptions

E

Marlin can't understand why Jacob, a recent college graduate is his early twenties, isn't performing up to Marlin's expectations. Marlin made sure the job was well structured with clear task definition. If Jacob is typical of his generation., he would prefer ___________. a. an annual bonus b. support from upper management c. good interpersonal relations d. more educations opportunities e. independence and a variety of experiences

E

The members of the safety team at Lamps R Us Company enjoy each other's company and are dedicated to improving the safety record of their employer. We would expect to see __________ from this team. a. a moderate increase in productivity b. a decrease in productivity c. and increase in the pursuit of the group's personal goals d. no significant effect on productivity e. strong increase in productivity

E

Which one of the following would satisfy the safety need? a. Alfred delivered a technical paper at a national conference of his professional group and was applauded for his efforts b. Diana continues to study piano even after winning the prestigious Van Cleburne competition c. Irene keeps in touch with friends from former employment so she can use them as references if necessary d. Gerardo bought a larger house so each child could have a room e. John's supervision tells him, "As long as your performance remains at this level, you'll have a job here."

E

Why is it important to understand perception?

Employees react to perception, not reality The potential for perceptual distortion exists

Physiological needs

Food, drink, shelter, sex, sleep, and other physical requirements

Contemporary Theories

Goal-setting theory Job Design Theory Equity Theory Expectancy Theory

Goal-setting Theory

Goals (Specific/difficult) -Committed to achieving (goals are public/ individual has internal locus of control/ self-set goals) -Accepted (participation in setting) Motivation (intention to work toward goal) -national culture -self-efficacy Higher performance plus goal achievement

Self-actualization Needs

Growth, achieving potential, self-fulfillment;"be all that you can be"

Expectancy Theory

Individual Effort --> A --> Individual Performance --> B --> Organizational Rewards --> C --> Individual Goals

Esteem Needs

Internal (self-respect, autonomy, achievement) and external (status, recognition, attention)

Attitudes affect.....

Job satisfaction Job involvement Organizational commitment Employee engagement

What are the advantage of Understanding Personality

Job-person compatibility Understanding different approaches to work Being a better manager

Theory x

Little ambition Dislike work Avoid responsibility Must be closely controlled

Storming

Members start to communicate their feelings but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility

Equity theory

Outcome A/Inputs A < Outcomes B/Inputs B --> Inequity (under rewarded) Outcomes A/Inputs A = Outcomes B/Inputs B --> Equity Outcomes A/Inputs A > Outcomes B/Inputs B --> Inequity (over rewarded)

Safety Needs

Security and protection from harm; assurance that physical needs will continue to be met

Visible Aspects

Strategies and Objectives

Hygiene Factors

Supervision, company policy, relationship with supervision, working conditions, salary, relationship with peers, personal life, relationship with employees, status, security

Forming

Team acquaints and establishes ground rules. Formalities are preserved and members are treated as strangers

Adjourning

The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members' contributions

Organizational Behavior Includes

Visible Aspects and Hidden Aspects

Job Design Theory

Yes- you can design jobs that motivate! Internal rewards are obtained when an employee learns that he or she personally has performed well on a task he or she cares about

Social Needs

affection, belongingness, acceptance, and friendship

Although research has not been revealed a set of traits all leaders possess, we have discovered that __________. a. all leaders are extraverts b. there is no consistency in the traits underlying what leaders do c. leaders are born, not made d. non-leaders possess traits that leaders do not e. charisma is required for good leadership

cB

Stages of Group Development

forming, storming, norming, performing, adjourning

Task Groups

groups composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands

Command Groups

groups that are determined by the organization chart and composed of individuals who report directly to a given manager

Self-Managed Teams

groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning and scheduling, and evaluating performance

Cross Functional Teams

groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each other's jobs

Two-factor Theory

motivators and hygiene factors

Selectivity

people assimilate certain bits and pieces of what they observe depending on their interests, background, experience, and attitudes

Assumed Similarity

people assume that others are like them

Norming

people feel part of the team and realize that they can achieve work if they accept other viewpoints

Halo Effect

people form an impression of others on the basis of a single trait

Stereotyping

people judge others on the basis of their perceptions of a group to which the others belong

Large groups are better at...

problem solving finding facts gaining diverse input

Perceptual Shortcuts

selectivity, assumed similarity, stereotyping, halo effect

Performing

the team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance