Management Quiz

When a person self-evaluates their charisma to be more effective than co-workers view

"Gradient of Delusion"

selection bias: select cases on basis of meeting a criteria and then use those cases as evidence of the criteria

"sampling on the DV"

Culture functions as an informal ___________________ that is especially important to establish in ___________________ organizations. A. control mechanism; decentralized (vs. centralized) B. form of referent power; innovative (vs. stable) C. form of referent power; outcome-oriented (vs. detail-oriented) D. control mechanism; centralized (vs. decentralized)

A

In the "Words In Sentences" exercise, students in a subgroup that manufactured words and packaged them in sentences were more likely to work in an organic (rather than mechanistic) organization given that it had a(n) _____________________. A. divisional structure B. detailed-oriented culture C. team-oriented culture D. functional structure

A

Types of biases that drive us to take more/less action than we should

Action-oriented biases

the tendency to root oneself to an initial value, leading to insufficient adjustments for subsequent information

Anchoring

Salary negotiations and first impressions ("New Boss") are examples of what type of bias?

Anchoring bias

Case studies, negative feedback, "sampling on the DV" are examples of what type of bias?

Availability bias

the tendency to base judgments on info. that is readily available

Availability bias

Based on the premise of goal-setting theory, A. people who pursue goals explicitly for intrinsic interests are more likely to attain those goals. B. employees whose managers set difficult goals for them (for the employees) are more likely to have high self-efficacy. C. employees whose managers set difficult goals for them (for the employees) are more likely to have low self-efficacy. D. "do your best" is generally effective because it gives employees psychological control.

B

The "Words In Sentences" exercise best illustrated A. the advantages and disadvantages of centralization and decentralization. B. how organizational structure can affect employees' work behaviors. C. the concept of span of control. D. the value of people-oriented cultures.

B

The clip from "The Office" in which Dwight holds his hand out expecting Jim to give him a mint (without Jim saying anything to him) A. best reflects the effort aspect of expectancy theory. B. is an illustration of influencing behavior via reinforcement theory. C. demonstrates a cognitive approach to understanding motivation. D. was used to show how some forms of rewards can lead to unethical behavior.

B

leadership behaviors/styles differentiate leaders from non-leaders• three leadership styles (autocratic, democratic, laissez-faire)• converge on the notion that leaders' behaviors are oriented toward either: • work itself• e.g., task-focused (àhigher performance/productivity) • people• e.g., people-focused (àhigher job satisfaction)

Behavioral theories

Decision-making model you should use when: The minimum criteria are clear You can satisfice (make a "good enough" decision)

Bounded Rationality

In Tinsel Town which type(s) of decision making was/were used?

Bounded Rationality/Intuitive

Even when employees are shown data that suggest they need to change, they latch onto any information they can find that suggests they are okay and don't need to change. Accordingly, A. managers need to be aware of the Pygmalion effect. B. the traditional command-and-control style of management is best for promoting permanent (or long-term) changes in employee behavior. C. to get past the defense mechanisms triggered by the prefrontal cortex, managers should help employees come to their own resolution with regard to impending change. D. all of the above

C

Jared is on the top management team at his company. His colleague has been taking a course to improve the effectiveness of decision making for the company and shows Jared empirical evidence suggesting that Jared's approach toward strategic decision making is not ideal. Which of the following is most likely true? A. Jared tends to ask "What do I know?" (rather than "What do I think?"). B. Jared's decisions are often derived from his use of the rational decision-making model. C. Jared tends to rely on what he thinks based on his many years of experience in the company and industry. D. Jared is bad at affective forecasting.

C

System ________ errors are more common that system ________ errors, in part, because managers ________. A. 2,1, use heuristics. B. 1,2, in the US value rational decision making. C. 1,2, are cognitive misers. D. 2,1, often suffer from overconfidence bias.

C

The Chris Pierce email simulation (in which you acted as the district manager of Yankee Donut Company) helped shed light on... A. the importance of prioritizing long-term goals. B. why it pays to trust your gut. C. the need for managing upwards (dealing with superiors) while also managing subordinates. D. why new managers should avoid delegating tasks to their employees.

C

Using algorithms to inform decision making... A. is more effective for experts than novices. B. is rarely better than relying on intution. C. can perpetuate human bias. D. is unlikely to yield the backfire effect because algorithms tend to be more accurate.

C

When Prof. Solomon offered a dollar bill to the student who got to it first, she primarily demonstrated that A. goal difficulty can undermine achievement even when goals are specific. B. goal specificity can undermine achievement even when goals are broad. C. motivation is influenced by beliefs about the relationships between effort, performance, and outcomes. D. motivation is influenced by employees' values and thus management can only motivate employees whose value are aligned with those of the organization.

C

Which of the following is generally true about intrinsic and extrinsic motivation? A. While research suggests that extrinsic motivators tend to be more effective, in practice, managers are more prone to implementing intrinsic motivation strategies. B. Bonuses and other monetary incentives are examples of extrinsic motivators that are associated more strongly with quality (rather than quantity) of work. C. Autonomy is an example of an intrinsic motivator because it is related to the work experience, rather than the experience after the work is done. D. All of the above.

C

With regard to the "Stay or Switch" exercise, why might some students choose to stay (rather than switch)? A. reliance on intuition and system 1 thinking B. fear of regret/loss aversion C. both a and b D. neither a nor b

C

With regard to the Tinsel Town activity, which of the following was true? The optimal solution (maximum profit) was possible for the team to achieve... A. though unlikely, because the exercise required team members to use heuristics. B. given that team members (like managers) generally engage in rational decision-making. C. though unlikely, even though all the objective information was provided. D. because team members had to satisfice due to the limited amount of time.

C

opportunities for learning, growth, and achievement and positively associated with job satisfaction/performance

Challenge stressors

-charismatic leaders are confident and enthusiastic, and they tend to have and articulate a vision, take risks to achieve that vision, be sensitive to situational constraints and follower needs, and behave in extraordinary ways that influence others' behaviors -charisma is value-neutral! (ex: hitler) -visionary leaders create and articulate a realistic, credible, and attractive vision of the future that improves upon the present

Charismatic-visionary leadership

allocating extrinsic rewards for behaviors that were intrinsically rewarding tends to reduce overall motivation because rewards are seen as controlling • meta-analysis confirmed that intrinsic motivation contributes to the quality of work, while (extrinsic) incentives contribute to the quantity of work

Cognitive evaluation theory

the overweighting of evidence consistent with a favored belief, underweighting of evidence against a favored belief, or failure to search impartially for evidence

Confirmation bias

if X is the situation/context, then Y is best leadership style to use

Contingency theories

"The Change Game" helped demonstrate A. task independence power. B. that employees usually embrace change when it's in their best interest. C. that leaders overestimate the quantity and quality of communication required. D. task interdependence power.

D

A recent study conducted at the University of Illinois found virtually zero benefit from a workplace wellness program in its first year (e.g., no fewer sick days, no lower health costs, no extra trips to the gyms, etc.). As a manager overseeing resources allocated to this wellness program, you should: A. be aware of the sunk costs fallacy (escalation of commitment). B. consider the possibility that confirmation bias may influence how you interpret the program's progress. C. use the statistics to inform your future decisions regarding the program. D. all the above.

D

According to the usual logic (in light of organizational change), problems of organizational behavior and performance stem from __________________________ (in contrast to the more effective target for change discussed in class). A. a poorly designed and ineffectively managed system B. a weak culture C. low employee motivation D. the deficiencies of individual employees

D

Even without centralization and formalization, ______________________ influence the extent to which employees will act in a relatively consistent way (based on the culture). A. selection processes B. rewards C. socialization methods D. all of the above

D

In light of our class discussion, when is an intuitive decision-making approach most likely to yield accurate judgments? A. When used by novices because they have less experience to draw upon. B. When used by women because they are less analytical than men. C. When used by men because they are more analytical than women. D. When used by experts, as they have high domain-specific knowledge.

D

Often, managers believe subordinates fully understand the need for and goals of their proposed change. This can stems from: A. the illusion of motivation B. the symbolic view of management C. the omnipotent view of management D. the illusion of transparency

D

Research has demonstrated that disagreeable employees tend to earn more than their agreeable counterparts. However, this effect reverses for women (i.e., disagreeable women earn less than agreeable women). Which of the following is true? A. Men and women earn more when they violate socially prescribed gender norms. B. Income moderates the relationship between gender and (dis)agreeableness. C. Men are affected by the impact bias. D. Gender moderates the relationship between (dis)agreeableness and income.

D

When making managerial decisions, people tend to... A. underestimate their abilities and their ability to influence future outcomes. B. choose the alternative with the highest payoff. C. process facts objectively. D. consider a small set of alternatives.

D

Which of the following is true? A. Socialized power empowers others, but undermines the drive to achieve because socialized power is more other-focused than self-focused. B. People who are promotion-focused (those who play "to win") tend to achieve higher career success than those who are prevention-focused (those who play "to not lose"). C. Effective managers tend to be promotion-focused while effective leaders tend to be prevention-focused. D. Personalized power reflects strength derived from controlling others.

D

Which of the following reflects a distinction between leading and managing (discussed in class)? A. Managing should be a priority for all managers (it's in the job title), whereas leading is only a priority for members of the top management team (TMT) since they have the potential to influence the entire organization. B. Leading focuses more on need for achievement (nAch), whereas managing focuses more on need for power (nPow). C. Managing is more concerned with influencing employees' job satisfaction, whereas leading is more concerned with decision making. D. Leading focuses more on empowering others, whereas managing focuses more on controlling others' workplace behaviors.

D

Reflects the basis by which jobs are grouped together

Departmentalization

What were the disadvantages? • duplication (waste) of resources... (deductions for invalid sentences?) • need production equipment in every department • creates silos of knowledge in each division (less support and sharing among experts)

Divisional

• What were the advantages? • focuses attention on products and clients • higher task identity (working on product from start to finish) • whole sentence from start to finish • faster adaptation to changes • adding a product is easy within product divisions; accommodates growth (e.g., paragraphs)

Divisional

unskilled individuals miscalibrate their competence relative to others

Dunning-Kruegger effect

unskilled individuals miscalibrate their competence relative to others. Related to overconfidence bias.

Dunning-Kruegger effect

Early trait theories of leadership (which are based on the premise that personality is largely stable), suggest that anyone can be a leader, as supported by twin studies indicating that experience (nurture) matters more than heredity (nature). True or False

False

In reality, the symbolic view of management prevails over the omnipotent view of management because a company's success or failure is primarily due to external forces outside managers' control. True or False

False

Strong cultures are considered assets because they facilitate insulation from outside viewpoints. True or False

False

True or False? Clinical judgments tend to be more accurate than actuarial judgments because people can observe and take into account many factors that algorithms cannot. True or False

False

With regard to "Bonuses in Bad Times," giving bonuses to all employees was most likely the ideal solution because, consistent with research, it would ensure their sustained motivation and high performance. True or False

False

True or False? Specific goals make people nervous; people perform better when they are given the freedom to do their best.

False. Overwhelming evidence demonstrates that specific and difficult goals enhance performance.

True or False? The average employee disengages from jobs that are quite complex.

False. Research on job design shows that complex jobs are motivating and satisfying

What were the advantages? less repetition/duplication increased identity with the profession I'm a word guy I'm an R&D guy more specialized supports professional identity and career paths

Functional

What were the disadvantages? weaker focus on the final product (or client) hard to coordinate and communicate among departments easier to lose sight of broad business goals (emphasis is on subunit goals) requires more formal controls (rules, procedures) to ensure consistency between functional departments

Functional

has high knowledge sharing and identification with profession but has coordination problems

Functional

• intrinsic factors ("motivators") are associated with job satisfaction • e.g., recognition, personal growth, responsibility/challenges, autonomy• extrinsic factors ("hygiene factors") are associated with job dissatisfaction • e.g., salary, work conditions, job security

Herzberg's two-factor theory

cognitive shortcut, or mental "rule of thumb" (System 1 process). Adaptable and functional, but often over-applied, without awareness, and unreliable.

Heuristics

hinder progress toward personal accomplishments

Hindrance stressors

Decision-making model you should use when: No existing theory or evidence exists; new solutions need to be generated It is acceptable to set up a hypothesis (unacceptable as "proof")

Intuitive

• leaders differentiate between employees and develop closer relationships with those who are more similar to them • in-group vs. out-group dynamics • both leaders and employees invest in these relationships • high LMX relationships yield positive outcomes • e.g., performance, commitment, satisfaction

LMX theory

the tendency to feel losses more acutely than gains, making us more risk-averse than a rational calculation would suggest

Loss Aversion

Early theory of motivation that focuses on need for achievement (nAch), power (nPow), and affiliation (nAff)

McClelland's acquired needs/three-factor theory

the way job tasks are formally divided, grouped, and coordinated

Organizational structure

The tendency to overestimate our abilities, leading us to overestimate our ability to influence future outcomes, take credit for past outcomes, and neglect the role of chance. A type of action-oriented bias.

Overconfidence bias

-related to expectancy theory of motivation -leaders are flexible and can exhibit (4) different leadership styles -leaders should employ styles depending on environmental factors or follower characteristics -effectiveness (satisfaction, performanc) is based on compensatory dynamics

Path-goal theory

Types of biases that lead us to recognize patterns even when there are none

Pattern-recognition biases

how managers can influence self-efficacy in others (e.g., teachers spend more time with students who they think are smart —> higher student achievement)

Pygmalion effect

Decision-making model you should use when: Info. on alternatives can be gathered and quantified You are trying to maximize your outcomes

Rational

• behavioral approach; behavior is strictly a function of consequences (technically, not theory of motivation because it ignores a person's inner state) • Operant conditioning theory• behaviorism; behavior follows stimuli in unthinking manner

Reinforcement Theory

You need to form 20 teams of 4, and you have 40 high conscientious (C) and 40 low conscientious employees. Which will benefit the organization the most? a. 10 teams of 4 high C and 10 teams of 4 low C b. 20 teams of of 2 high C and 2 low C

Research on team composition shows that "seeding" hurts teams because group normalization tends to force high Cs to lower expectations

• Authentic leadership: authentic leaders have high self-knowledge and behave in accordance with their values and considered trustworthy by followers. • Servant leadership: based on serving the needs of others, positively influences others' wellbeing, but negatively associated with narcissism. • Ethical leaderships: ethical leaders prioritize ethical behavior in themselves and others. "ethical fading" takes ethics out of consideration and increases unconscious unethical behavior (bounded ethicality)

Responsible Leadership

To make a "good enough" decision

Satisfice

the degree to which people's reasons for pursuing goals are consistent with interests and core values • e.g., people who pursue goals for intrinsic interests are more likely to attain goals, happier when they do, and happy even if they don't • employees are motivated by control of their work and free choice• managers need to make work interesting (job engagement) and provide opportunities for growth and development

Self-concordance theory

-focuses on followers in terms of readiness -leaders should employ one of four leadership styles depending on follower readiness; -leaders can compensate for what followers are lacking -little empirical support, despite intuitive appeal -type of contingency theory

Situational leadership theory (SLT)

Types of biases that create a tendency toward inertia in the presence of uncertainty

Stability biases

finishing a bad movie or boring book are examples of what type of bias?

Sunk cost fallacy/escalation of commitment

paying attention to costs (time, money, effort) that are not recoverable, leading to increased commitment to decision in light of negative info.)... pride/don't want to be wrong or face consequences

Sunk costs fallacy/escalation of commitment

intuitive process system - fast, effortless, driven by pattern recognition - e.g., walking, driving, tying shoes

System 1 (Type 1 processing)

Which processing type is generally less prone to error?

System 2

analytical/rational process system - slow, effortful, deliberate, conscious thought - e.g., learning to drive, speaking 2nd language

System 2 (Type 2 processing)

technical aptitude doesn't translate into managerial skill

The Peter Principle

the tendency to place a higher value on something you own than on an identical thing that you do not own

The endowment effect

"leaders are born" suggest that some traits are associated with appearance of leadership/emergence but there's no consistent evidence that certain traits are associated with leaders vs. non-leaders

Trait theories

• not diametrically opposed • transactional leaders motivate employees by rewarding their productivity (i.e., a social exchange); act more like "managers" and use formal authority • transformational leaders stimulate and inspire employees to go above and beyond (more effective); act more like "leaders" and use socialized power; emphasis on what they communicate and how they inspire

Transactional-transformational leadership

Research has demonstrated that allocating extrinsic rewards (e.g., bonuses) for behaviors that were once intrinsically rewarding tends to reduce overall motivation because rewards are now seen as controlling. True or False

True

T/F Humans are cognitive misers (tend to think in simpler/less effortful ways)

True

T/F Many (or most) of the factors that influence employee performance are controlled by management

True

optimal level of stress for productivity depends on task

Yerkes-Dobson Law

Management is working on your _________, leadership is working on your __________.

business, people

Your _____________ can prevent others from engagement, personal responsibility, and progress/development. Exemplify that personal ______________ for failures is important and doesn't mean a loss of credibility.

competence, accountability

come from having done the work (e.g., variable pay programs/pay-for-performance and promotion)

extrinsic rewards

In pew research report, which leadership traits matter most?

honesty, intelligence, descisive

_______________ only helps reduce decision-making errors once warned and explicitly avoided

intelligence

come from the nature of the work itself (e.g., inherently interesting or challenging)

intrinsic rewards

In the team leadership experiments, ________ extravision leaders and _______________ followers were most effective. This demonstrates the __________________________ theory because leader extraversion/introversion depends on the follower's traits.

low, proactive, path-goal

most effective leaders according to McClelland's acquired needs/3-factor theory

nPow and nAff

strength comes from controlling others

personalized power

In Tinsel Town the highest profits were made by teams who tended to _____________instead of making a plan that maximized their utility.

satisfice

highlights beneficial effects of intrinsic motivation and harmful effect of extrinsic motivation.

self-determination theory

strength comes from empowering people. More effective for managers.

socialized power

According to the Fiedler contingency model leadership styles (determined by LPC questionnaire) are ________ regardless of the ______ ________________ the only way to improve leader effectiveness is to change the leader or change the situation

stable, 3 situations (favorable, moderate, unfavorable)