ULTIMATE study guide for exam 1 (MGT 331)

studying OB can help you:

- Become a better employee - Become a better manager - Understand how people behave and why they do what they do -Help you focus on developing a global mindset

Organizations that successfully implement OB principles have:

-Motivated, engaged employees whose goals align with business strategy -Strong leadership and direction -Better bottom lines

scientific management includes

-Replace rule-of-thumb work methods with methods based on scientifically studying the tasks using time-and-motion studies. -Scientifically select, train, and develop all workers rather than leaving them to passively train themselves.

organizational behavior is the study of:

-human behavior in organizational settings -The interface between human behavior and the organization -The organization itself

There are many parts of the communication process which the manager must be aware of because if any are not properly handled, the information the manager is trying to deliver will likely be garbled and/or undeliverable. The staff person won't have the information they need to complete the task(s) assigned to them. Which of the following ARE part of the communication process, (hint: some are not) 1. Noise 2. Compression 3. Encoding 4. Channel 5. Interference 6. Feedback 7. Decoding

1,3,4,6,7

the four tasks of management

1. Planning (strategy) 2. Organizing (Structure) 3. Leading (Vision) 4. Controlling (measure)

The evolution of management theory

1. Scientific Management Theory 2. Administrative Management Theory 3. Behavioral Management Theory 4. Management Science Theory 5. Organizational Environment Theory

Questions OB helps HR managers answer

1. Which applicants should be hired? 2. Which rewards will be more motivating than others?

what are the 4 levels of management from lowest to highest?

1. first-line managers 2. middle managers 3. top managers 4. CEO

There are three ways Managers have to convey information to their staff. A well-trained manager will know how to balance the use of these three methods to be most effective in delivering the messages they want their staff to have. What are these types and what percentage of the total message do they deliver when a manager is able to have a one-on-one, face-to-face meeting with a staff person? 1. Facial 10%, Intention 35%, Volume 30%, Attitude 25% 2. Non-verbal 55%, vocal intonation 38%, words 7% 3. Volume 10%, Intention 35%, Attitude 30%, Facial 25% 4. Vocal intonation 55%, words 38%, body language 7% 5. Words 38%, Vocal Intonation 7%, body language 55%

2

Communication media is often classified in terms as to the "richness" of the media. The richness is the media's ability to carry nonverbal cues, speed of feedback, conveyance of personality traits, and the support of natural language. Which of the following are the four things the textbook uses to describe the richness of the media? 1. The cost of the connection helps determine the richness of the media. As the name indicates, "Richness of media" refers directly to how much cost the manager has to spend to have the communication. 2. Allows the expression of emotions and other social cues. Richer media allow for more personal focus. 3. Clarity of the video and speed of the connection. The higher the bandwidth of the connection to the Internet, the richer the media channel. 4. Conveys a broad set of concepts and ideas using a variety of languages, such as color, video, music, graphs, words, etc. 5. Ability of the media to transmit multiple cues at the same time, such as voice inflection, or physical presence 6. Interactivity and the speed of feedback

2,4,5,6

Of the various places your manager may place information for your department to access, read, and act upon, which of these networks are they most likely to utilize to communicate with their staff? 1. Internet 2. Intranet 3. Extranet 4. Home Network

2. Intranet

During a meeting you notice someone texting their friend and someone else using their computer to check a news feed while your boss is delivering instructions for this months marketing campaign. Unofficially Professor Hillman calls this "backgrounding" and it is considered rude and unprofessional, but in a technical sense, it is considered what in the communication process? 1. Feedback - The staff are providing the manager feedback on the message they are receiving. The manager should recognize that their message got through because the staff are able to start doing other things. 2. Message - The message being delivered by the manager is being enhanced with information from outside resources. 3. Noise - Noise can block or distort messages. Managers should try to eliminate any noise in the environment before they deliver a message. 4. Channel - Texting and using your computer are just different ways to deliver the message. In this case, the manager should use alternative channels

3. Noise - Noise can block or distort messages. Managers should try to eliminate any noise in the environment before they deliver a message.

The textbook describes a number of ways information flows through the organization. The author describes them in depth as to the advantages and disadvantages of each. According to the book, which is the most important flow of information in an organization? 1. Diagonal 2. Horizontal 3. Formal 4. Downward 5. Upward 6. Informal 7. The textbook doesn't highlight the importance of one flow over another

7. The textbook doesn't highlight the importance of one flow over another

In the video by Daniel Pink discussing his Theory of Motivation, he introduces the "Candle Problem". What is the candle problem and what is the issue that it points out? A. We have a problem when we see the box that we need to overcome. This problem is called "functional fixedness". We believe the box can only have one purpose which is to hold the tacks, but when creativity is applied, it can also be used to hold the candle to the wall. B. The candle problem isn't really a problem at all. What Pink refers to in the video is how the candle is a metaphor for motivation. People are motivated to perform at a high level when they know their achievements are going to shed light on others, like a candle sheds light on everyone in the room. C. Developed in the 1800's, the candle problem is one of how to heat a room using only a candle. When properly placed in the room and with the proper air circulation, a single candle can increase the temperature of a room by nearly 10 degrees. D. The candle problem is a classical behavior analysis test that shows it is a problem with the way people try to solve problems. Pink points out that using the candle to only shed light on the table is a narrow interpretation of what the candle can do.

A

what is theory X?

A set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior.

what is theory Y?

A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction.

The basic premise of Victor Vroom's expectancy theory is that employees' level of motivation depends on how much we want something and how likely we are going to get it. There is a clear linear path to this theory. Place these concepts in order to properly convey how the theory works. A. Effort to performance expectancy B. Instrumentality, or how our performance will lead to the expected outcome. C. Outcomes, anything that might result from our performance D. Valence, how much we value the outcome, or the attractiveness of the outcome.

A,B,C,D

In the video from Simon Sinek called "How Great Leaders Inspire Action" he talks about how a "cross section" of the brain is related to his How, What and Why of his Golden Circle theory. Which of the following statements are true about how he talks about how the brain works related to his theory? A. When we communicate from the "outside in", people can understand vast amounts of information and data. But if we try to enter the brain through the "what" section, it doesn't drive behavior. B. The outer layer of our brain, called the neocortex, is our homosapien brain. It controls our rational and analytical thought. It is the area that provides us language and so is closely aligned with the outside of his Golden Circle he labels as "what" C. The middle two sections of the brain is called the limbic region and controls items like trust and loyalty. It also is the decision making region. He equates the "Why" and "How" of his Golden Circle to reach these layers of our brain. D. We can start either with Why, How, or What. It doesn't matter, but in order to be most effective to drive behavior, we need to make sure at least two of the three items are covered. E. When we start with "why", we are talking directly to the area of the brain that controls behavior and then people rationalize that decision with tangible things like facts and figures.

A,B,C,E

Good managers realize the impact the size of the group or team can have on the performance. Membership can be too many or too few. Which of the following statements are true about group size? A. Large groups may allow some members to be more comfortable with absenteeism or they may stop trying to make meaningful contributions. B. A group with many members has more resources available and might be able to complete a large number of independent tasks. C. When placed into a larger group, some members might participate in social loafing, an attitude where they wouldn't put as much effort as they would if they were working alone. D. The smart manager knows to always place a strong member with no more than three members in a group. This ratio of 1/3 should be maintained whenever deciding group size. E. Groups of greater than one dozen should always be avoided as this is too many people to manage, control and communicate with and still be effective. F. The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications.

A,B,C,F

Before modifying the reward system for its employees, what are some of the important issues that smart thinking managers must evaluate? Select all that are mentioned in the textbook. A. Should employee pay be public or private? The issue of pay secrecy is incredibly important to consider. B. When a company has a broad range of offerings, it is sometimes called a "cafeteria-style" plan. Should a company employ a flexible reward system? C. Can the employee understand the new reward system? The smart-thinking manager knows that sometimes reward systems need to be structured in a way so that only those employees with the best knowledge and technology are in a position to calculate what they have earned as a result of their performance. This ensures only the best employees are rewarded and those that can't figure it out simply give up. D. Does the change in the reward system change the amount of time the human resource department has to spend to calculate it? Sometimes reward systems are so complex the manager has to decide how many more people to hire to implement it. E. Cash, credit or debit? How should the manager distribute the reward to the employee? The way it is delivered is an important issue to consider. F. What if the company has a financial downturn while some of the employees hit or exceed their goals and earn a bonus? Can or should the company still pay the bonus? A skilled manager must carefully examine the company's ability to pay the reward in all financial conditions.

A,B,F

Emotional Intelligence (EI) is one of the most important skills a manager can develop. Which of the following statements are true about EI? A. Daniel Goleman defines 5 components of emotional intelligence, self-awareness, self-regulation, motivation, empathy, and social skills. B. Someone is born with a certain level of emotional intelligence, and it cannot change over the course of your life. C. EI is defined as the capacity recognizing one's own feelings, and those of others, for motivating ourselves, and managing emotions in ourselves and in our relationships. D. Emotional Intelligence is scored like Intelligent Quotient or IQ. 100 is average , 80 is below average and someone with an EI score of 130 or above is considered an emotional genius.

A,C

The book lays out several reasons why companies might want to seek a diverse workforce. What are some of the reasons listed? A.Diverse groups use their different backgrounds to develop a more comprehensive view of a problem and a broader list of solutions. B.Diverse groups have far more opposing opinions and the conflict arising from these different opinions will weed out the bad ideas. C.Some studies have found that diverse work teams make better decisions over time than do homogeneous teams. D.According to one study, having women in top management positively affects the performance of companies pursuing an innovation strategy. E.Most companies pursue a diverse workforce because state law, particularly here in Michigan, requires a company to have a diverse workforce. F.A group of diverse employees gives the group a wider range of access to information and expertise. G.If a company has a diverse workforce, it will generate between 10-25% more profit than a company with a heterogeneous workforce.

A,C,D,F

Managers get paid to manage and improve the performance of their staff. From the following five statements, which three are true about a manager's ability to improve performance? A. If motivation is deficient, the good manager is faced with the difficult task of trying to figure out what will motivate their employee. Because it can be different for everyone, the manager must work with the employee to determine what motivates the person and then structure the task to utilize that motivation. B. Managers know that money is always a motivator, but they also have to contain costs. However, when necessary, they can always increase the pay of the employee to motivate them to work harder. C. If someone lacks the ability to do the job, normally we can send them to training to acquire the skills. Getting training, while sometimes costly, can typically be effective for most employees. D. Providing a great environment (E) with a lot of supporting training to increase the employee's ability (A) will always motivate (M) the employee to be as productive as they can possibly be. E. Of the formula, P = M + A + E, the "M" or the motivation component is the most difficult to manage

A,C,E

Which of the following statements are true about the Law of Diffusion of Innovation A. It is used to understand what it takes to achieve critical mass, which is when the early majority begin to adopt the innovation or idea. B. Simon Sinek presented this to explain that in order to understand the "why", a leader has to have cemented his idea by getting the early majority, 34% of the population, fully on board. C. It was crafted about the same time as Fredrick Taylor and the Scientific Management Theory D. A critical junction point in the model is the tipping point, somewhere around 15-18% of the market E. The model states that the broader and more forward thinking the innovation, the greater the level of diffusion it will require. F. Diffused innovation will be harder to understand and employ using the "Why" of Simon Sinek than non-diffuse innovation. G. From this model we obtained the phrase "early adopter"

A,D,G

The "Why" that Martin Luther King understood and was trying to explain during the 60's and the civil rights movement was this: A. Until the Laws of Man are in alignment with the Laws of God, there will be injustice and it must be changed. B. Bringing black Americans to Washington DC is the only way to get the attention of the government and to have laws changed. C. The only way to make changes in the world is via non-violent passive resistenace. D. The "why" of the civil rights movement was to bring justice in America because of deep seated racism of white people against former slaves.

A.

What does it mean when a company uses a BSC in their organization? A. It means the company uses both financial and non-financial goals to measure the performance of their employees, all combined into a single model. That model is called a balanced scorecard. B. BSC stands for balancing standard competencies. Upper management polls its various department heads to understand their own company's strengths and weaknesses in order to improve operational performance. C. When a company or non-profit does a financial internal survey of their employees compensation plans, it is called a BSC, or Benefits Survey Compilation. Well-run companies do a BSC at least once a year to understand where they stand with their employees. D. A balanced scorecard is a combination of the Profit & Loss Statement along with the Balance Sheet to present a complete picture to their banks, accountants, and others concerned about the financial stability of the company.

A. It means the company uses both financial and non-financial goals to measure the performance of their employees, all combined into a single model. That model is called a balanced scorecard.

The textbook identified five categories of important leadership skills in a virtual team. Effective communication and using the right technology is one category for virtual team leadership. Coordinating and collaborating across organizational boundaries is another one of the five categories. What are the other three? A. Leading by example B. Establishing a shared vision C. Building a community between members based on trust and respect. D. Ensuring everyone knows the formal reporting structure.

A. Leading by example B. Establishing a shared vision C. Building a community between members based on trust and respect.

Abraham Maslow's Hierarchy of Needs has long been used as a foundation for understanding several motivational theories. Place his needs in proper order from the highest at Level A, and the lowest at level E.

A. Self-Actualization B. Esteem C. Belonging (Social) D. Security (Safety) E. Physiological

Organizational behavior is used virtually everywhere inside an organization, but the textbook points out it is especially relevant to which function? A.Human Resource Management B.Finance C.Accounting D.Engineering E.Marketing F.Sales

A. Human Resource Management

When a company uses a collaborative goal-setting process by which the company's goals cascade down throughout the company, it is called: A. MBO - Management by Objective B. Goal-Setting Theory C. MBO - Management before Organizing D. Performance Management

A. MBO - Management by Objective

The textbook lays out several skills a successful manager must master. The textbook lays out four of the skills, but only three are listed below. Which three of these skills are part of the four that managers must master? A. Technical Skills B. Diagnostic Skills C. Political Skills D. Interpersonal Skills E. Communication Skills F.Leadership Skills

A. Technical Skills B. Diagnostic Skills D. Interpersonal Skills

There are four basic managerial functions for every manager. Which of these is NOT one of those functions? A.Personnel B.Controlling C.Planning D.Controlling E.Leading

A.Personnel

Geert Hofstede, a Dutch researcher, developed a model to measure 5 different elements of national culture. Which of these elements are included in his model? A.Power Distance B.Collectivism vs Individualism C.Political vs. Non-Political D.Short-term vs Long Term Thinking E.Assertiveness or Materialism (also called Masculinity) F.Risk Avoidance G.Hard Working vs. Relaxation

A.Power Distance B.Collectivism vs Individualism D.Short-term vs Long Term Thinking E.Assertiveness or Materialism (also called Masculinity)

Dr. Howard Gardner, famous psychologist, believed there was more than one way to measure intelligence. He developed seven (7) intelligences. Which of the following were part of the 7 intelligences developed by Gardner? A.Spatial B.Technical C.Musical D.Bodily E.Interpersonal F.Political

A.Spatial C.Musical D.Bodily E.Interpersonal

Match these factors as being either motivating or hygiene, according to Herberg's theory

Achievement Motivation Factor Work conditions Hygiene Factor Pay Hygiene Factor Responsibility Motivation Factor Job Security Hygiene Factor Growth Motivating Factor Recognition Motivating factor

Henri Fayol

As CEO of Fourchambault Mining Company, he developed 14 principles of management that are the bedrock upon which much of management is built today.

Most companies use several different types of rewards for their employees. Which of the following are the types discussed in the textbook? A. Access to improved technology. Companies that provide new cell phones or faster computers to access company databases can be seen as a form of reward as management has to spend money on this. Buying new office chairs or faster copiers would fall into this category as well. B. PTO, Unemployment Compensation, Health Insurance, 401(k) contributions, These are all referred to as indirect compensation. C. Awards such as perfect attendance, seniority, zero defects, customer service. D. Paid membership to a golf club, personal use of a company jet, providing a company car and driver. These are all considered "perks" or perquisites and can increase employee satisfaction and reduce turnover. E. Wages and Salaries F. Incentive systems like profit-sharing plans, merit plans, or even piece work programs.

B,C,D,E,F

Federick Herzberg's "Two-Factor Theory" is a motivational theory very misunderstood. The textbook gives a number of key concepts for managers to understand. Of the five following statements, which three are true? A. Herzberg's theory is just that, theoretical. It has never been promoted in real businesses and so it is unknown how it would work when applied to real employees. B. Addressing hygiene issues such as job safety, working conditions, and company policies might make employees satisfied, but they will not motivate people to work harder. C. There isn't just one category in Herzberg's theory. There are motivating factors in one category and hygiene factors in another category. They don't cancel each other out but work independently to determine how to address the needs of employees. D. Money, according to Herzberg, is a highly motivating factor and not just a satisfying/dissatisfying component. E. Factors that are motivating, according to Herzberg, are achievement, recognition, responsibility, and growth.

B,C,E

Locus of Control is a key attribute that managers look for in their staff. Which of the following statements are true about locus of control? Control is either internal, external, or neutral. The locus of control is the place a supervisor places the control within the department, either internally to the department, outside the department, or nowhere at all. B. A person who believes fate, luck, chance , or other people's behavior determines what happens to them is said to have an external locus of control. C. Someone who relies on good luck and fate to help them succeed in business is said to have an internal locus of control D. Someone with an internal locus of control believes that they, themselves, are the primary reason they succeed or fail in business. E. The locus of control is either inside or outside the organization and each individual inside the company must determine this for themselves.

B,D

Daniel Pink offered a theory of motivation in the early 2000's that borrows from several other prior theorists. He indicated that while direct extrinsic rewards will still work for some 20th century tasks, in order to motivate for creativity and innovative thinking, managers should use these items exclusively. A. Improvement - People what to continually increase their skills B. Autonomy - People need to feel in control of their job. C. Direction - People need to know that their work is going somewhere important D. Purpose - People need to feel like their work matters and makes an impact E. Mastery - People need to feel like they are using their full potential F. Self-Determination - People need to feel they are directing themselves to a worthy goal

B,D,E

Specifying jobs down to the smallest tasks and movements can yield great efficiencies and increased productivity, but it can also lead to boredom, monotony leading to poor motivation. Which of the following were listed in the textbook as alternatives to job specialization? A. Job Estimating B. Job Enlargement C. Job Efficiency D. Job Enrichment E. Job Rotation

B,D,E

The savvy manager knows in order to keep their employees motivated, they may need to "flex" on some of the traditional work arrangements. Which of the following are suggested in the textbook as ways managers might enhance their staff's motivation and performance? A. Some companies know that the friction between employees and their bosses can be highly unproductive. As such, the book suggests "rotating supervisors" where the employee gets a chance to pick the person they want to report to on a weekly or monthly basis. B. Couples who have young children to get ready for school appreciate managers who allow flexible work schedule. Flex time environments require an employee to be in their office or at their desk during core time, but they can decide where and when to work during flex time. This allows one parent to get the kids on the bus, and the other parent to be home at the end of the day, while still completing a full work schedule for both parents. C. Traditionally work has been from 8:00 a.m. to 5:00 p.m. in the USA. Some companies allow an employee to use a compressed work schedule, which might be four 10 hour days with three days off. This is an example of a variable work schedule. D. The highly experienced manager recognizes that flexibility in pay can be highly motivating for many employees. The textbook describes "flexible salary and benefits" which allows an employee to set their own pay and benefits on a quarterly basis. If they feel they have been particularly productive, they might give themselves a raise, but if they have had difficulty making deadlines, employees will reduce their pay for the following quarter. E. When the cost of transitioning between one employee and another is quite costly, like starting and stopping employees on an offshore drilling platform, a company might use an extended work schedule. The employee might work 12 hours per day for a month, and then have several weeks off in free time, until they return to the job.

B,E

Which of the following is NOT part of the big five personality traits? A. Extraversion B. Truthfulness C. Agreeableness D. Neuroticism

B. Truthfulness

The textbook highlights 5 items that force change to an organization and that an organization itself impacts as well. What are these five forces? A. Employment Relationships, Diversity, Globalization, Technology, and Corporate Social Responsibility B. Technology, Employment Relationships, Globalization, Ethics, and Diversity C. Ethics, Technology, Employee Benefits, Globalization and Diversity D. Technology, Employment Relationships, Politics, Ethics, and Diversity

B. Technology, Employment Relationships, Globalization, Ethics, and Diversity

According to your textbook, group norms serve 4 purposes. One is to help the group survive by rejecting deviant behavior. Norms also help make the behavior of group members more predictable. What are the other two purposes of group norms the book suggests? A. Norms serve the purpose of establishing the formal hierarchy and reporting structure of the group. Each department has its "norm chart" which should be on display just inside that department's workspace to show others who reports to whom. B. Norms decide the compensation and commission structure for each of the group members. C. Norms help groups avoid embarrassing situations by helping members from damaging other member's self-image. D. Norms express the central core values of the group and help identify the group to others by way of dress, mannerisms, or behaviors.

C,D

In the video from Daniel Pink describes a study done by four economists using MIT students. They gave these students a bunch of games requiring creativity, motor skills, and concentration. Which of the following statements are true about what the economists learned from this study with MIT students? A. MIT was never involved and not mentioned in the video. These economic professors were from Harvard and London and only used people who volunteered for the experiment from those locations. B. Daniel Pink is basing his findings on years and years worth of experiments first conducted by Fredrick Taylor and later by Henri Fayol. His work, as pointed out in the video, is simply a current extension of what we already knew to be true. C. In India where the experiment was replicated, the people offered medium and low rewards performed about the same, but those given the highest rewards had the lowest performance. D. As long as the task required only motor skills, bonuses worked as expected. The higher the bonus the greater the performance. E. If the game or task required even a basic or rudimentary thinking (cognitive) skill, larger bonuses and rewards led to poorer performance. F. The test using MIT students was transferred over to the Great Britan. The London School of Economics concluded that rewards shouldn't be used for either motor skills or cognitive thinking skills. It did say that high rewards for tasks requiring innovative thinking produced some improved results.

C,D,E

It is important for a manager to know if they are dealing with a group or with a team. There are different ways to interact with a team, than with a group. Which of these phrases is the correct way to describe a group vs a team? A. A team is two or more people who share common interests, beliefs and values. A group is two or more people who work in the same area. B. A team is comprised of at least three people, two people cannot be referred to as a team. A team has the same vision and goals. A group can exist with two, three, four, or more people and they may have some common goals but they also have things they do that don't involve the others at all. C. A group is two or more people who interact with each other in such a way as they influence the other. A team is an interdependent collection of at least two people who share a common goal and accountability to each other to achieve an outcome. D. A group are co-workers who have similar tasks and either sit next to each other or connect via Zoom on a regular basis. A team have essentially the same skills and knowledge and can replace each other and do each other's task if called upon.

C. A group is two or more people who interact with each other in such a way as they influence the other. A team is an interdependent collection of at least two people who share a common goal and accountability to each other to achieve an outcome.

Another theory put forth for managers to consider is called the "acquired needs framework" as presented by David McClelland. Which of the following are the needs that McClelland called out for this framework? A. Assassination, Plumbing, and Assimilation. B. Affiliation, productivity, and assimilation C. achievement, affiliation, power D. Affiliation, passion, and achievement E. power, accommodation, and achievement

C. achievement, affiliation, power

Managers look to see if their staff has a fit. The textbook talks about four different types of fit for the employee. Which of these is the type of fit discussed in the book? A. Person-Supervisor Fit B.Person-Colleague Fit C.Person-Job fit D.Person-Group Fit E.Person-Vocation Fit F.Person-Organization Fit

C.Person-Job fit D.Person-Group Fit E.Person-Vocation Fit F.Person-Organization Fit

The textbook highlights many potentially dysfunctional behaviors employees might exhibit in their companies, but there are two have interested managers for many years. What are the two mentioned in the text? A.Drug Use B.Insubordination C.Turnover D.Absenteeism E.Poor Productivity

C.Turnover D.Absenteeism

The textbook lists at least seven (7) barriers to effective communication. Which of the following are some of those that are listed? A. Failure to Properly Encode B. Silence C. Channel confusion D. Cultural barriers E. Selective perception F. Information overload

D,E,F

Daniel Pink talks about working at a job you love versus a job you hate. When you feel like your work doesn't matter and you are not making an impact in the job, Pink would say what? A. The job you love and the job you hate aren't separated by very much. Simply get autonomy, mastery and you will find purpose in your job. B. You are in job you hate because it isn't allowing you to improve your skills which is what Pink says we want, mastery. C. Pink would say the candle experiment, while a good use of determining what motivates people using incentives, isn't working when it comes to doing something without a purpose. D. That you are in a job you hate because it isn't addressing one of his three core motivators, which in this case is purpose.

D. That you are in a job you hate because it isn't addressing one of his three core motivators, which in this case is purpose.

Organizational behavior is studied so that employees can be better employees, and managers can be better managers. Which one of the following would the study of Organizational Behavior NOT help a manager be a better manager? A.Organizational behavior helps managers grow employees who are more engaged with the mission of the organization. B.Managers who practice good OB skills understand what motivates their staff to perform to their best. C.Organizations have a culture themselves, and managers who know organization behavior theories can utilize the culture to help them achieve personal and organizational goals. D.OB helps managers design better products that customers want and will pay for

D. OB helps managers design better products that customers want and will pay for

The book layouts out what appears to be a formula, indicating the importance of motivation. What does M + A + E = P mean? A. You can't put performance or productivity into a formula. When you are dealing with human beings and workplaces, there are far too many variables involved to have a formulaic answer to calculating performance. B.M = materials to do the job; A = activity level of the employee; E = environment of the work place. Add all these together and you will be the Productivity of the employee. C.Motivation + Activity + Energy will lead to high Performance D.Performance is derived from the level of motivation an employee has to do the job well, plus the ability to do the job effectively, plus the resources and equipment in the environment to do the job.

D.Performance is derived from the level of motivation an employee has to do the job well, plus the ability to do the job effectively, plus the resources and equipment in the environment to do the job.

In the video you watched, Pink makes a point using Encarte and Wikipedia. What was the point? A. Encarte was financially successful for several years, but eventually Wikiepedia overtook them because of the Law of Diffusion as we learned from Simon Sinek. B. Encarte was doomed from the start because the business model wasn't conducive to the new Internet age that Wikipedia capitalized upon. C. That the well funded Encarte is an example where autonomy is not applied and the project failed. People had autonomy with Wikipedia. People at Wikipedia were paid, but the reason it was successful is because of the autonomy they experienced. D. That a well funded effort like Encarte can still fail because people were going through the motions for Microsoft while a project like Wikipedia, where people are not paid at all is wildly successful because of the purpose people experienced in doing this work.

D.That a well funded effort like Encarte can still fail because people were going through the motions for Microsoft while a project like Wikipedia, where people are not paid at all is wildly successful because of the purpose people experienced in doing this work.

There are five types of diversity listed in the textbook. Which of the following does the book say can have stronger effects on group and organizational performance than the other types of diversity listed? A. Deep-level B.Variety C.Disparity D.Surface-level E.Separation

Deep-level

Fayol's Principles of Management

Division of labor, authority and responsibility, unity of command, line of authority, centralization, unity of direction, equity, order, initiative, discipline, remuneration of personnel, stability of tenure of personnel, subordination of individual interest to the common interest, esprit de corps

The six parts of the model of communication process are listed below. Please place them in the proper order

Encoding, Message, channel, decoding, feedback, noise

The beginning of management, and therefore or Organizational Behavior goes all the way back to the 1890's and the development of scientific management. Who is credited with being one of the pioneers of scientific management?

F.W. Taylor

T or F Group norms are rules developed by the team lead that determine the tasks, roles, and compensation for each member of the group.

False

T or F It is not possible for the formal leader of a group to also function in the role of the informal leader of the group

False

T or F Organizational behavior principles when properly applied can significantly help a company increase its turnover rate and subtly lower its retention ratio.

False

T or F Some students enjoy studying organizational behavior so much that they might major in it. Many are motivated to become a valued member of top management. Nearly every successful company has a Chief Financial Officer (CFO), Chief Operating Officer (COO), Chief Executive Officer (CEO), and Chief Organizational Behavior Officer (COBO).

False

T or F The Hofstede model, introduced in Chapter 2, is a model to show managers which countries have better cultures to do business in that country.

False

T or F Type A personalities tend to be relaxed, less assertive, and easygoing. Type B personalities are better salespeople as they are more competitive, aggressive, ambitious, and impatient.

False

T or F When managers enable their workers to set their own goals, make decisions, and solve problems in their own areas of responsibility and skill set, this is call job expansion.

False

T or FThe population in the USA is growing more diverse and older. Therefore, in the future, it is less and less likely that older workers will report to younger bosses.

False

A key discovery in the field of management and in turn organizational behavior was the discovery of the "Hawthorne Effect." What is the effect? 1. Hawthorne was an American Revolutionary colonist and early entrepreneur who discovered that by setting up specialized tasks and assigning them to individual workers, they could produce far more musket balls than if each employee did every step of the process themselves. The specialization of labor increased worker productivity dramatically and this is credited to Nathanial Hawthorne. 2. Professor Hawthorne discovered that people who are highly motivated tend to be happier, stay longer in their jobs, and are more productive than those who are not motivated. 3. In Cicero Illinois, just outside Chicago, the Hawthorne Works plant was used to study the productivity of workers. Either increasing or decreasing the lighting in the plant, the workers continued to increase their productive output. Later it was learned that simply paying attention to the workers caused them to work harder. 4. The Hawthorne effect is when people are mesmerized by the constant sounds resulting from working on a machine for eight hours straight. This occurred in one of the Western Electric Plants that made light switches out of large spools of wire. People essentially became virtually zombies because of the loud and continuous noise and couldn't speak or make any sense of instructions given to them by their superiors after a few weeks working continuously on a loud machine.

In Cicero Illinois, just outside Chicago, the Hawthorne Works plant was used to study the productivity of workers. Either increasing or decreasing the lighting in the plant, the workers continued to increase their productive output. Later it was learned that simply paying attention to the workers caused them to work harder.

espirit de corps

Managers should encourage the development of shared feelings of comradeship, enthusiasm, or devotion to a common cause.

Douglas McGregor

Proposed Theory X and Theory Y concepts of managerial beliefs about people and work

time and motion studies

Studies that broke every action down into its constituent parts, timed those movements with a stopwatch, and developed new and more efficient movements that would reduce fatigue and increase productivity.

The EXACT definition of organizational behavior, according to the text book is this: The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

TRUE

line of authority

The length of the chain of command that extends from the top to the bottom of an organization should be limited.

Human resource management (HRM)

The set of organizational activities directed at attracting, developing, and maintaining an effective workforce

what is scientific management

The systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

T or F Active listening means becoming actively involved in the process of listening to what others are saying and clarifying messages' meaning.

True

T or F F.W. Taylor, long considered the "Father of Management" is credited with the theory, Scientific Management. In it, he studied the movements of employees, in order to optimize their efforts, and standardize them across all employees doing the same task. This is referred to as job specialization.

True

T or F Motivation is the set of forces that causes people to engage in one behavior over another. From the manager's perspective, the objective is to motivate people to behave in ways that are in the organization's best interest.

True

T or F Suface-level diversity are things that we can see in people such as their gender, race, age, and physical abilities.

True

T or F The Myers-Briggs Type Indicator (MBTI) is a very popular personality test many companies have their staff take in order that they might know them better. The MBTI is based on psychologist Carl Jung's work, and developed by Isabel Briggs Myers.

True

T or F When a business or organization sets as one of their goals to work for the common good and value the human dignity of their employees, and other stakeholders beyond their own stockholders, this is often called Corporate Social Responsibility.

True

T or F With texting, video conferences, instant messaging, Twitter and dozens of other ways for managers to communicate, it is surprising that email is still the primary way most businesses communicate and how staff should expect to communicate formally with their manager.

True

We watched a video from Simon Sinek discussing how some people and companies are leaders by naturally employing what he calls the "Golden Circle". Place these items in order as to the importance from Sinek's point of view.

Why-Why do you do, what do you do? How - How do you do what you do? What - What do you do?

What is organizational behavior?

a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations

Equity

all organizational members are entitled to be treated with justice and respect

unity of command

an employee should report to no more than one manager

Centralization

authority should not be concentrated at the top of the chain of command

F. W. Taylor

came up with scientific management

organizing (structure)

designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units

Planning (strategy)

determining an organizations desired future position and the best means of getting there

Subordination of individual interest to the common interest

employees should understand how their performance affects the performance of the whole organization

division of labor

job specialization and the division of labor should increase efficiency, especially if managers take steps to lessen worker's boredom

Stability of tenure of personnel

long-term employees develop skills that can improve organizational efficiency

authority and responsibility

managers have the right to give orders and the power to exhort subordinates for obedience

discipline

managers need to create a workforce that strives to achieve organizational goals

Initiative

managers should allow employees to be innovative and creative

order

the arrangement of organizational positions should maximize organizational efficiency and provide employees with satisfying career opportunities.

unity of direction

the organization should have a single plan of action to guide managers and workers

remuneration of personnel

the system that managers use to reward employees should be equitable for both employees and the organization