Bus 2200 Test 1

How are managers and entrepreneurs different?

Being an entrepreneur is what it takes to start a business; they are high-energy, and tend to have high self-confidence and a high tolerance to risk. Being a manager is what it takes to grow or maintain a business. Entrepreneurs and managers both: Have a high need for achievement Have a high tolerance for ambiguity Believe they are in personal control of their destiny

What is Cognitive Dissonance? What are 3 ways we might reduce it?

Cognitive dissonance represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions). People are motivated to maintain consistency (and avoid dissonance) among their attitudes and beliefs, and how they resolve inconsistencies that drive cognitive dissonance. From observation, Festinger theorized that if you are experiencing cognitive dissonance, or psychological tension, you can reduce it in one of three ways: Change your attitude or behavior or both. Belittle the importance of the inconsistent behavior. Find consonant elements that outweigh dissonant ones.

Be able identify & explain the 3 components of an attitude - Affective, Cognitive, & Behavioral.

Feelings, beliefs, intentions

What is the difference between General Managers and Functional Managers?

Functional manager Responsible for just one organizational activity I.e. director of finance, vice president of production General manager Responsible for several organizational activities I.e. executive vice president, an executive director for a nonprofit

Name the three types of broad managerial roles and their importance?

Interpersonal roles Interact with people inside and outside their work units Figurehead, leader, liaison Informational roles Receive and communicate information Monitor, disseminator, spokesperson Decisional roles Use information to make decisions to solve problems or take advantage of opportunities Entrepreneur, disturbance handler, resource allocator, negotiator

What is an intrapreneur?

Intrapreneur Someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization's resources to try to realize it

What are the 6 challenges for managers?

Managing for competitive advantage Managing for information technology Managing for diversity Managing for globalization Managing for ethical standards Managing for sustainability Managing for happiness and meaningfulness

5 major causes of Job Satisfaction

Need Fulfillment: proposes that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs. Met expectations: the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives. When expectations are greater than what is received, a person will be dissatisfied, while an individual will be satisfied when he or she attains outcomes above and beyond expectations. Research supports the conclusion that met expectations are significantly related to job satisfaction. Value Attainment: value attainment model proposes that job satisfaction is fostered when jobs and rewards are structured to match employee values. Equity: proposes that job satisfaction is a function of how "fairly" an individual is treated at work. Dispositional/Genetic Components: based on the belief that job satisfaction is partly a function of both personal traits and genetic factors.

Understand the Schwartz Model including the 4 themes and the 10 core values and how a manger might use this theory

Power: social status and prestige, control or dominance over people and resources. Achievement: personal success through demonstrating competence according to social standards. Hedonism: pleasure and sensuous gratification for oneself. Stimulation: excitement, novelty, and challenge in life. Self-direction: independent thought and action choosing, creating, exploring. Universalism: understanding, appreciation, tolerance, and protection of the welfare of all people and of nature. Benevolence: preservation and enhancement of the welfare of people with whom one is in frequent personal contact. Tradition: respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provides the self. Conformity: restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms. Security: safety, harmony, and stability of society, of relationships, and of self.

Describe the 3 skills needed by managers and at what levels they are important? (Technical, Human & Conceptual)

Technical skills The job-specific knowledge needed to perform well in a specialized field Conceptual skills The ability to think analytically, to visualize an organization as a whole and understand how the parts work together Human skills (i.e. soft skills) The ability to work well in cooperation with other people to get things done; the ability to motivate, to inspire trust, to communicate with others

Art of management defined and why it is important?

The pursuit of organizational goals efficiently and effectively by Integrating the work of people through Planning, organizing, leading, and controlling the organization's resources

Difference between efficiency & effectiveness

To be efficient means to use resources—people, money, raw materials, and the like—wisely and cost-effectively. To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goals.

What is the management multiplier effect?

To be efficient means to use resources—people, money, raw materials, and the like—wisely and cost-effectively. To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goals.

What are the four levels of management and how is there focus different?

Top managers Make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it Middle managers Implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them Considered "high-touch" jobs; dealing with people rather than computer screens or voice-response systems First-line managers Make short-term operating decisions, directing the daily tasks of nonmanagerial personnel Team leader Responsible for facilitating team activities toward achieving key results

What are values and how do they impact thinking & behavior?

Values: abstract ideals that guide one's thinking and behavior across all situations. Values stem from our parents' values, our experiences in childhood and throughout life, and our religious or spiritual beliefs. Values are relatively stable and can influence behavior outside our awareness. Understanding values can help you to self-manage and help you be more effective at influencing others' attitudes and behaviors.

Perceived Organizational Support

We are more likely to reciprocate with hard work and dedication when our employer treats us favorably. The outcomes associated with POS include increased organizational commitment, job satisfaction, organizational citizenship behavior, and task performance. POS also is related to lower turnover. POS can be increased by treating employees fairly, by avoiding political behavior, by providing job security, by giving people more autonomy, by reducing stressors in the work environment, and by eliminating abusive supervision. Perceived organizational support (POS): the extent to which employees believe their organization values their contributions and genuinely cares about their well-being.

Impact of Job Satisfaction including 4- Attitudinal, 5-Behavioral & Organizational Outcomes but most specifically: • Job Involvement • Withdrawal Cognition • Organizational Citizenship Behavior • Counterproductive Work Behaviors • Turnover

above

Chapter 1 management

n/a

Explaining the framework of OB problem solving: INPUTS - PROCESSES - OUTCOMES

same as above

Behavioral Viewpoint ▪ Human Relations Movement ▪ Behavioral Science Approach

•Behavioral viewpoint -Emphasized the importance of understanding human behavior and motivating employees toward achievement -Developed over three phases 1.Early behaviorism 2.The human relations movement 3.Behavioral science

What are individual differences & what factor might shape them?

Individual differences (IDs): the many attributes, such as traits and behaviors that describe each of us as a person. As shown in Figure 3.2, individual differences can be arranged on a continuum of their relative stability. At one extreme are relatively fixed traits (like intelligence), and at the other extreme are more flexible states (like emotions). Relatively fixed differences are stable over time and across situations and are difficult to change. Relatively flexible differences, such as emotions, change over time, from situation to situation, and can be altered more easily.

Distinguishing between Person Factors vs. Situation Factors

OB concepts and theories can be classified into two broad categories: person factors and situation characteristics. Person factors: represent the infinite number of characteristics that give individuals their unique identities. Situation characteristics: all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions. A potentially infinite number of situation factors can either help or hinder someone when trying to accomplish something. Many personsituation characteristics influence a host of important outcomes, such as job satisfaction, performance, and turnover.

Employee Engagement

One way to increase employee engagement is to make sure that the inputs in the Organizing Framework are positively oriented. Organizations do this by measuring, tracking, and responding to surveys of employee engagement. Other ideas include the creation of career and developmental opportunities for employees, recognizing people for good work, effectively communicating and listening, effective use of performance management practices allowing people to exercise during the work day, creating a physically attractive and stimulating work environment, and giving people meaningful work to do.

Organizational Commitment

Organizational commitment exists to the degree that your personal values generally match the values that undergird a company's organizational culture. For example, if you value achievement and your employer rewards people for accomplishing goals, you are more likely to be committed to the company. Commitment depends on the quality of an employee's psychological contracts. Psychological contracts represent an individual's perception about the terms and conditions of a reciprocal exchange between him- or herself and another party. In a work environment, the psychological contract represents an employee's beliefs about what he or she is entitled to receive in return for what he or she provides to the organization. Research shows that an employer breach of the psychological contract is associated with lower organizational commitment, job satisfaction, and performance, and greater intentions to quit. Committed individuals tend to display two outcomes: • Likely continuation of their employment with the organization. • Greater motivation toward pursuing organizational goals and decisions.

How to use the three-step approach to applied problem solving

Step 1: Define the Problem. People need to define the problem and determine the desired outcome. Problems should be defined in terms of desired outcomes or end states—the difference between what you want and what you have. Step 2: Identify Potential Causes Using OB Concepts and Theories. Many OB theories and concepts will be presented throughout the book that can be used as appropriate responses to problems. Test your causes by asking, "Why or how does this cause the problem?" Asking "why" multiple times and following the line of reasoning will lead you to define and identify problems and causes more accurately. Step 3: Make Recommendations and (if Appropriate) Take Action. Sometimes people will only make their recommendations to others, but often they are asked to implement the recommendations. Be certain your recommendations address the causes you identified in Step 2.

Identifying levels of OB issues - Individual - Group/Team - Organizational

The framework uses a systems approach for analyzing problems. Person and situation factors are inputs. Processes and outcomes are organized into individual, group/team, and organizational levels. The framework implies that person factors and situation characteristics are the initial drivers of all outcomes that managers want to achieve because inputs affect processes, and processes affect outcomes. Because events are dynamic and ongoing, many outcomes will in turn impact inputs and processes, as shown by the feedback loops in the framework. Determining the causal relationships between inputs, processes, and outcomes often depends on a particular point in time—an outcome at one point in time may be an input at another.

Explain Ajzen's Theory of Planned Behavior & the three determinants of intention.

Three key general motives predict or at least influence intention and behavior. 1. Attitude toward the behavior. The degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question. 2. Subjective norm. A social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control. The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles. According to the Ajzen model, someone's intention to engage in a given behavior is a strong predictor of that behavior. So if we want to change behavior we should look at intentions and how we might modify them by working on the three general motives shown in Figure 2.2. Managers may be able to influence behavioral change by doing or saying things that affect the three determinants of employees' intentions to exhibit a specific behavior: attitude toward the behavior, subjective norms, and perceived behavioral control. In the workplace, one of the simplest levers managers can use to change behavior is information. Management provides information to employees daily. Standard organizational information that can affect motivation includes: • Reports on the organization's culture • Announcements of new training programs • News on key managers • Updates to human resource programs and policies • Announcements of new rewards of working for the company All such messages reinforce certain beliefs, and managers may consciously use them to influence behavior.

Describe the four functions of management - Planning, Organizing, Leading & Controlling.

defining goals for future organizational performance and deciding on the task and use of resources needed to obtain them assigning tasks, group tasks into departments, delegating authority, and allocating resources across the organization use of influence to motivate employees to attain organizational goals monitoring employees' activities, determining whether the organization is on track toward goals and making corrections as necessary

Classical Viewpoint ▪ Scientific Management ▪ Administrative Management

scientific management Scientifically study each part of the task Carefully select workers with the right abilities Give workers the training and incentives to do the task properly Use scientific principles to plan the work methods Administrative management Concerned with managing the total organization Henri Fayol (1841-1925) French engineer and industrialist First to identify the major functions of management Planning Organizing Leading Controlling Coordinating