MGMT 3310
World at Work defines a total rewards strategy as the six elements of total rewards that collectively define an organization's strategy to attract, motivate, retain and engage employees. Which of the following is NOT an element of this total rewards?
Answer is https://openstax.org/books/principles-management/pages/11-4-influencing-employee-performance-and-motivation
Which of the following represents a model specifically designed as an abundance-based, bottom-up, positive approach?
Appreciative Inquiry (AI) model
When BA Products managers assume that BA employees will change if they know they will otherwise face negative consequences, it refers to which of the following?
Deficit-based change
Gary Downs recently has noticed that the plant he is managing is delivering only 30 percent of its products on time. To determine what is causing the problem, he assembles the various department heads and the plant supervisor to get their input on the matter. Although the ultimate responsibility is his, he has no difficulty in delegating decision- making authority to any member of this group. This style of leadership suggests that Gary is a(n) __________________ leader.
Democratic
The path-goal theory of leadership inclides all of the following EXCEPT:
Determining whether the situation is favorable or unfavorable to the leader
Each of the following are considered to be reasons why Alderfer's ERG model is more useful than Maslow's EXCEPT:
ERG theory did a better job identifying motivators than Maslow.
Weber proposed all of these elements of bureaucracy that serve as a foundation for determining an appropriate structure EXCEPT:
Structural change
Which of the following describe a shortcoming of Taylor's work?
He though of workers as machine tools to be manipulated rather than as human beings
Which legislation established the minimum wage, overtime pay, recordkeeping, and youth employment standards?
The Fair Labor Standards Act (FLSA)
Management
The attainment of organizational goals in effective and efficient manner through, planning, organizing, leading, and controlling organizational resources
James is the production manager at a large toy manufacturing company. James believes that one of his critical roles is to train, counsel, motivate, and direct his subordinates. This represents which role?
True
McClelland argued that a high need for social power was the most important motivator for successful managers.
True
Taylor's major contribution was that he prized tradition and rules of thumb over knowledge and science.
True
The advice mot to go shopping when you are hungry is an example of how emotional response can affect decision making.
True
Generally speaking, motivation arises inside people as a consequence of:
Person's desire to (1) fulfill unmet needs or (2) resolve conflicting thoughts that produce anxiety.
Management is the process of coordinating the resources of an organization to achieve its goals, what four functions of management did we discuss that managers work falls into?
Planning, Organizing, Leading/directing, Controlling/Monitoring, and motivating
Leading
Use of influence to motivate employees to achieve organizational goals.
Which of the following conditions will result in low performance according to expectancy theory?
When low performance is not associated with negatives outcomes.
Which of the following is NOT one of the traits identified by Locke as a precondition that endows people with leadership potential?
Willingness to tolerate frustration.
which of the following suggests that workers need merely to be unconcerned to an order to follow it and that workers will follow orders due to an individual's natural tendency to follow authority?
Zone of indifference
organization
a social entity that is goal directed and deliberately structured
conceptual managerial skill
ability to see the organization as a whole system and the relationships among its parts
information managerial role
activities used to maintain and develop an info network
chester bernard
adopted humanistic view on management with mary follett
natural dimension
all elements that occur naturally on earth, including plants, animals, and tocks as well as resources such as air, water and climate.
Organizational efficiency
amount of resources used to achieve a goal.
values
an employees principles or standards of behavior: defines the corporate culture
symbols
an object, act, or even that conveys meaning to others
stakeholders
any group or persons within or outside the organization that has some type of investment or interest in the organization's performance and is affected by the organization's actions (employees, customers, and stockholders)
social forces
aspects of a culture that guide and influence relationships among people
Organizing
assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization.
economic forces
availability, production, and distribution of resources in a society
practical approach
bases decisions on prevailing standards of the profession and the larger society, taking the interest of all stockholders into account
Importance of global markets
bring economic benefits to the home country
individualism approach
contends that acts are moral when the individual's best long-term interests
licensing
corporation (licencor) makes certain resource available to companies (licensee) in other countries
profit-maximizing view
corporation should be operated on a profit-orientation basis, with its sole goal to increase profits so long as it stays within the rules
European union
create powerful single market in Europe with the creation of euro.
factors of task environment
customers, competitors, suppliers, and labor market.
labor of task environment
customers, competitors, suppliers, and labor market.
moral rights approach
human beings have fundamental rights and liberties that cannot be taken away
most current management perspective
humanistic perspective
Human relations movement
idea that truly effective control comes from within the individual worker rather than from strict, authoritarian control
Frederick w. Taylor
improving productivity meant management would have to change and that the manner of change could only be determined by scientific study
External Environment
includes elements outside the organization's boundaries
internal environment
includes elements within the organization's boundaries, such as employees, management, and corporate culture
open system
organizations that are in continual interaction with the environment
4 functions of management
planning, organizing, leading and controlling
legal responsibility
what society deems as important with respect to appropriate corporate behavior
outsourcing (offshoring)
work activities carried out in other counties that have cheap labor.
When organizations face a turbulent environment, intense competition, and products that may die early they need a transactional leader.
False
Four different drives that underlie motivation include the drives to acquire, enjoy, expand, and defend.
False, Acquire, Bond &Belong, to be challenged, defend.
In the appreciative mindset, leaders assume that most people are inclined to resist change and therefore they need to be managed in a way that encourages them to accept change.
True
The identification of poor performers is a challenge that has existed since the earliest days of performance management, and even the most formal performance management process does not seem to be particularly good at weeding out poor performers.
True
The information organization is emergent, meaning that it is formed through the common conversations and relationships that often naturally occur as people interact with one another in their day-to-day relationships
True
The major difference between scientific management and human relations theory was that human relations theory recognized that social factors were a source of power in the workplace
True
Most people are more sensitive to over-reward inequity that to under -reward inequity.
False
economic factor
eco-development, infrastructure, exchange rates, and per capita income
social responsibilities
economic, profit-maximizing, legal responsibility, ethical responsibility, and discretionary responsibility
significance of corporate culture
embodies what it takes to succeed in corporate culture
bureaucratic organizations
emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, formal record keeping, and separation of management and ownership
scientific management
emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity
whistle blowing
employee disclosure of illegal, immoral, or illegitimate practices on the employer's part.
decision managerial role
events about which the manager must make a choice and take action
4 stages of globalization
exporting, outsourcing (offshoring), licensing, and direct investment
Compensation and benefits are two elements that makeup the total reward strategy used by organizations to attract, motivate retain and engage employees
false
heroes
figure who exemplifies the deeds, character, and attributes of a strong culture
Administrative principles
focuses on total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating, and controlling
Labor market factor of task environment
people in the environment that can be hired to work
theory x
people inherently dislike work and will avoid it if possible; authoritarian, work-centered; workers prefer to be controlled and directed by pressure; motivation through fear; negative, autocratic
3 managerial skills
conceptual, human-ability, and technical
3 forces that effects managing in external environment
social, political, economic
international environment factors
sociocultural, economic, and political/legal
A deliberate reduction of productivity on the part of the worker is called
soldering
McClelland's research focused on several needs in depth and has been incorporated into present day thinking about organizational behavior. Which of the following is a need that McClelland DID NOT research?
A need for growth
human-ability managerial skill
Ability to work with and through other people and to work effectively as a group member
All of the following are characteristics of an organic structure:
Horizontal Organization, Flexible, Two-Way communication, participatory decision-making, shared tasks, and wide span of control.
Planning
Identifying goals for future organizational performance and deciding on the tasks and use resources needed to attain them
What made a high level of trade and economic activity possible for the ancient sumerians?
The introduction of writing and book keeping
criticisms of scientific management
(1) did not appreciate the social context of work and higher needs of workers(2) did not acknowledge variance among individuals(3) tended to regard workers as uniformed and ignored their ideas and suggestions
justice approach
(1) distributive- different treatment of people shouldn't be based on arbitrary characteristics (2) procedural- rules should be administered fairly (3) compensatory- compensated for wrongs done
individualism/collectivism element
(1) individualism- individuals take care of themselves (2) collectivism- individuals look after each other
factors of bureaucratic organizations
(1) manage organizations on impersonal, rational basis. (2) organization depends on rules and records.
In a third phase of organizational life cycle, survival and early success, the organization expands, and the hierarchy deepens, now with multiple levels of employees
False
Which of the following invention during the Italian renaissance allowed the reintroduction of classical knowledge and the emergence of new knowledge and learning to spread throughout Europe?
Basic Printing Press
Ethical Responsibility
Behaviors that are not necessarily codified into law and may not serve the corporation's direct economic interests.
Managers spend most of their time doing what?
Communicating, planning, and decision making
Which of the following is NOT a type of general macro environments and forces?
Corporate culture
major challenge in international/global environment is knowing the _____
Culture
Which of the following describes the action or process of thinking through possible options and selecting one?
Decision making
With growing dissatisfaction with performance management processes, agile manifesto was developed by software developers and emphasized principles of all of the these except:
Emotional intelligence
Michael is known for his ability to understand other peoples' emotions and he has a genuine interest in doing so. Michael can be rated high on which of these elements?
Empathy
Two dimensions of environment-industry-organization fit model are:
Environmental complexity and Change
Human resource management includes the leadership and facilitation of all the following key life cycle process areas EXCEPT:
Financial management and compliance
ABC Manufacturing is organized by departments and expertise areas, such as R&D, Production, accounting, marketing, and human resources. which of the following best describe ABC's organizational structure.
Functional structure
Poor decision-making by lower-level managers can lead to any of the following adverse outcomes except:
Increased productivity if there are too few workers
The title VII of the civil rights act of 1991 amended the original from 1964 and established two types of sexual harassment. They are
Intentional and Unintentional
the managerial grid developed by Blake and mouton suggests:
Leadership styles or approaches are based on two central dimensions: Concern for relationships and concern for task production
What function of management is concerned with influencing people and providing reasons for them to work towards the goals of the organization?
Leading Function?
All of the following are major implications of equity theory for employers except:
Let employees play the key role in creating perceptions of equity.
All the following would be considered a substitute for leadership EXCEPT:
Low Position Power
Which of the following uses teams to combine verticals with horizontal structures?
Matrix design
Functional structures initiated horizontal team-based structures that provided faster information sharing, coordination, and integration between the formal organization and profit-oriented projects and programs.
Matrix structures
--- Organizational structures are best suited for environments that range from stable and simple to low-moderate uncertainty.
Mechanistic
As a manager your organization is constantly confronted with a variety of changes in the market or a wide range of situations. You have to recruit and select a manager for a group of employees responsible for several related products. You have just read about Fiedler's Contingency model and decided to use the LPC score to aid you in selecting a leader for the management group. You have interviewed four candidates for the job (Erin, Josh, Michael, Tabitha) and the scores for each of the candidates were Erin=high LPC, Josh=moderately high LPC, Michael=middle LPC, Tabitha=low LPC. Which of the candidates would you hire?
Michael
Recognizing that the issue has a moral component represents which element of James Rest's ethical decision-making model?
Moral Sensitivity
Sam, marketing manager at ABC Products, argues that XY Products, their biggest competitor is spending more on marketing than ABC. XY have a larger share of the market. Therefore, ABC should spend more on marketing. This argument represents which of the following fallacies?
Non squitur
While --- decisions will generally need to be processed via the --- system in our brains in order for us to reach a good decision, with --- decisions, heuristic can allow decision makers to switch to the quick, --- system
Nonprogrammed, reflective, programmed, reactive
Which of the following are two ways to make the response likely to recur:
Nonreinforcement and punishment
XY Products has a horizontal organizational structure with many individuals across the company empowered to make organizational decision. XY Products can be described to have which of these structures?
Organic
Which of the following describes the process of setting up organizational structures to address the needs of an organization and account for the complexity involved in accomplishing business objectives?
Organizational design
closed system
Organizations that have little interaction with their environment
Which of the following describe conflict about the best way to do something that can actually lead to improved performance?
Process Conflict
Which decision-Syetem is logical, analytical, deliberate, and methodical?
Reflective System
Jay Patel is the HR manager at BNB Manufacturing. Jay wants to establish the pay-for-performance structure at BNB. Jay's boss is interested in the following questions: How much differentiation of performance will we have? What is the cost of doing this pay-for-performance? Jay should focus on which of the following step in the framework to obtain these answers?
Review the financial impacts on creating pay-for-performance changes
Raine always has the tendency to selects the first acceptable solution without engaging in additional effort to identify the best solution. Raine's tendency describes which of the following?
Satisfaction
Principles of Scientific Management include all of these:
Science - Not rule of thumb, Harmony - Not discord, Cooperation - Not Individualism, Development of each and every person
The major implication for managers from manifest need theory is:
Some employee needs are latent
All the following best practices illustrate the key steps for effective recruiting of key leadership hires EXCEPT:
Specify the Compensation
Which of these represents a kind of change that is necessary for an organization to achieve the focus it needs to make needed transfer missions and work it does feel to stay competitive in the current or larger organization, larger market environment, or societal environment?
Strategic change
In the ____ phase of the organizational life cycle, the organization expands, and the hierarchy deepens, now with multiple levels of employees. Lower-level managers are given greater responsibility, and managers for significant areas of responsibility are identified.
Sustained
An overriding principle of Maslow's theory of needs is:
That a persons direction and intensity will be focused on satisfying the lowest level need that is not currently satisfied.
Which of the following is NOT true of the specialization of labor
The span of control became very narrow with specialization
All managers are leaders
True
An advantage to involving groups in decison-making is that you can incorporate different perspectives and ideas
True
As part of their responsibilities, all managers get involved in planning, scheduling, and monitoring the design, development, production, and delivery of the organization's products and services.
True
Companies and organizations change leadership strategies and make structural and systems changes to meet changing competition, market forces, and customer and end users' needs and demands.
True
Early organizational theorists broadly categorized organizational structures and systems as either mechanistic or organic
True
At Patio products intentional, each supervisor receives direction and information from the managers above them and passes that information down to their immediate employees they supervise. This describes which of Fayol's principles.
Unity of Command
approaches of ethical decision making
Utilitarian, Individualism, Moral-Rights, Justice, Practical
culture
set of key values, beliefs, understandings, and norms shared by members of an organization
The relationship between leader behavior and follower behavior can best be characterized as:
While the effectiveness of leader behavior determined by follower characteristics or expectations it has also been that the follower behavior determines leader behavior.
sociocultural factor
social values/beliefs, religion, education, time orientation.
Slogan
a phrase that succinctly expresses a key corporate value
ethics
code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong
exporting
companies maintain production facilities carried out in other countries.
benchmarking
comparing your product that of the competition
theory y
doesn't inherently dislike work, don't need to be coerced seeks responsibility and excel in problem soling/creativity.
direct investment
high level of involvement and company manages and controls assets
power distance element
high power distance means people accept inequality in power among institutions, organizations, and people.
uncertainty avoidance elements
high uncertainty avoidance means people are uncomfortable with uncertainty
international dimension
includes events originating in foreign countries, as well as new opportunities for us companies in foreign countries
Legal-Political dimension
includes government regulations at the local, state, and federal level, as well as political activities designed to influence company behaviors
Technological dimension
includes scientific and technological advances in a specific industry, as well as in society at large
political forces
influence of political and legal institutions on people and organizations
3 managerial roles
informational, interpersonal, and decisional
dimensions of the general enviroment
international, technological, sociological economic, legal-political, and natural.
If the Colgate-Palmolive company were to develop a replacement chart, the chart would show
key personnel along with possible replacements within the firm.
Boundary-spanning roles
link to and coordinate the organization to key elements in the external environment
International management
management of business operations conducted in more than one country
founder of bureaucratic organizations
max weber
gantt chart
measures and plans work
controlling
monitoring employees' activities determining whether the company is moving towards its goals and making the necessary corrections.
stories
narrative based on true events and is repeated frequently and shared among employees
ehtnocentric
natural tendency's of people to regard their own culture as superior
Frank Gilbreth
pioneered time and motion study and arrived at many of his management techniques independent of Frederick w. Taylor
political/legal factor
political risk, tariffs, terrorism, and laws/regulations
elements of Hofstede, global projects
power distance, uncertainty avoidance, individualism/collectivism, and masculinity/feminism
economic responsibility
produce goods and services that society wants to maximize profits for its owners shareholders
Mary p Follett
proposed humanistic approach to management: contrast to scientific management: importance of people rather than engineering techniques.
interpersonal managerial role
relationships with other that are related to human skills
sociological dimension
represents the demographic characteristics as well as the norms, customs, and values of the general population
economic dimension
represents the general economic health of the country or region in which the organization operates
subfield of classical perspective
scientific management, bureaucratic organizations, and administrative principles
Task Environment
sectors that have a direct relationship with the organization
Moral agent
someone capable of acting with reference to right and wrong
factors of culture
symbols, stories, hero's, and slogans.
classical perspective
takes a rational, scientific approach to management and seeks to turn organizations into efficient operating machines.
Organizational effectiveness
the degree to which the organization achieve a stated goal, or succeeds in accomplishing what it tries to do.
the major determinant of the most effective style of leadership will be:
the follower's personality
technical managerial skill
understanding of proficiency in the performance of specific tasks
Discretionary Responsibility
voluntary and is guided by a company's desire to make social contributions not mandated by economics, laws, or ethics
