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stupid mgmt > 1001 - Midterm > Flashcards

1001 - Midterm Flashcards

1
Q

What is the omnipotent view of management?

A

Managers are directly responsible for an organization’s success or failure

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2
Q

What is the symbolic view of management?

A

View that much of an organization’s success or failure is due to external forces outside managers’ control

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3
Q

__ constraints come from the organization’s environment and __ constraints come from the organization’s culture

A

external; internal

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4
Q

What is an external environment?

A

Factors and forces outside the organization that affect its performance

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5
Q

What is environmental uncertainty?

A

The degree of change and complexity in an organization’s environment

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6
Q

What is environmental complexity?

A

The number of components in an organization’s environment and the extent of the organization’s knowledge about those components

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7
Q

What are stakeholders?

A

Any constituencies in the organization’s environment that are affected by an organization’s decisions and actions

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8
Q

What is organizational culture?

A

The shared values, principles, traditions, and ways of doing things that influence the way organizational members act

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9
Q

What are strong cultures?

A

Organizational cultures in which the key values are intensely held and widely shared
- have strong influence on organizational members

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10
Q

What are the implications of an organizational culture?

A
  1. Culture is a PERCEPTION
  2. Culture is SHARED
  3. Culture is a DESCRIPTIVE TERM
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11
Q

What are weak cultures?

A

Organizations that do not make clear what is important or not, and in these organizations culture is unlikely to greatly influence managers

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12
Q

What is socialization?

A

A process that helps employees adapt to the organization’s culture
i.e. Starbucks has intensive training for new employees

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13
Q

Subcultures are likely to be defined by:

A
  • Department designations

- Geographical separation

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14
Q

What are the most common ways that employees “learn” an organization’s culture?

A
  • Stories
  • Rituals
  • Material symbols
  • Language
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15
Q

What is workplace spirituality?

A

A culture in which organizational values promote a sense of purpose through meaningful work taking place in the context of community

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16
Q

Research shows that spiritual organizations tend to have 5 cultural characteristics:

A
  1. Strong sense of purpose
  2. Focus on individual development
  3. Trust and openness
  4. Employee empowerment
  5. Toleration of employee expression
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17
Q

Creating an ethical culture consists of:

A
  • High in RISK TOLERANCE
  • Low to moderate AGGRESSIVENESS
  • Focus on MEANS as well as OUTCOMES
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18
Q

Creating an innovative culture consists of:

A
  • Challenge and involvement
  • Freedom
  • Trust and openness
  • Idea time
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19
Q

What are the 6 characteristics of creating a customer-responsive culture?

A
  1. Outgoing and friendly employees
  2. Few rigid rules, procedures and regulations
  3. Widespread use of empowerment
  4. Good listening skills
  5. Role clarity
  6. Employees attentive to customer needs
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20
Q

How can managers create a culture that supports diversity?

A
  • Showing that they value diversity through their decisions and actions
  • Look for ways to reinforce employee behaviors that exemplify inclusiveness
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21
Q

What are the components of the external environment?

A
  • Specific environment: external forces that have a direct and immediate impact on the organization
  • General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization
  • Global environment: A major factor affecting managers from organizations of all sizes
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22
Q

What is the specific environment?

A

Includes those external forces that have a direct and immediate impact on managers’ decisions and actions and are directly relevant to the achievement of the organization’s goals

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23
Q

What are the main forces which make up the specific environment?

A
  1. Customers
  2. Suppliers
  3. Competitors
  4. Pressure groups
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24
Q

What is the general environment?

A

Includes the broad economic, legal-political, socio-cultural, demographic, and technological conditions that may affect the organization

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25
Q

What is degree of change?

A

How dynamic or stable the external environment is

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26
Q

Why is stakeholder relationship management important?

A
  • Can lead to improved organizational performance

- It’s the “right” thing to do given the interdependence of the organization and its external stakeholders

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27
Q

Discuss the characteristics and importance of organizational culture:

A

A strong culture supports the goals of the organization making it easier for managers to achieve goals. A weak culture can make things more difficult for managers

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28
Q

Describe what kinds of cultures managers can create:

A

Ethical, innovative, customer-responsive and diversity supportive cultures

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29
Q

What is a team structure?

A

An organizational structure in which the entire organization is made up of work teams

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30
Q

What is a matrix structure?

A

An organizational structure that assigns specialists from different functional departments to work on one or more projects

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31
Q

What is a project structure?

A

An organizational structure in which employees continuously work on projects

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32
Q

What is a boundaryless organization?

A

An organization whose design is not defined by or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

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33
Q

What is a virtual organization?

A

An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects

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34
Q

What is a network organization?

A

An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes

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35
Q

What are the two types of boundaries?

A
  1. Internal - the horizontal ones imposed by work specialization and departmentalization and the vertical ones that separate employees into organizational levels and hierarchies
  2. External - the boundaries that separate the organization from its customers, suppliers, and other stakeholders
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36
Q

What is a learning organization?

A

An organization that has developed the capacity to continuously learn, adapt, and change

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37
Q

What is a cross-functional team?

A

A work team composed of individuals from various functional specialties

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38
Q

What is a task force (or ad hoc committee)?

A

A temporary committee or team formed to tackle a specific short-term problem affecting several departments

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39
Q

What are communities of practice?

A

Groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis

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40
Q

What is open innovation?

A

Opening up the search for new ideas beyond the organization’s boundaries ad allowing innovations to easily transfer inward and outward

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41
Q

What are strategic partnerships?

A

Collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose

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42
Q

What is telecommuting?

A

A work arrangement in which employees work at home and are linked to the workplace by a computer

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43
Q

What is a compressed workweek?

A

A workweek where employees work longer hours per day but fewer days per week

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44
Q

What are contingent workers?

A

Temporary, freelance, or contract workers whose employment is contingent upon demand for their services

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45
Q

The transfer and understanding of meaning is __

A

Communication

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46
Q

__ is the communication between two or more people

A

Interpersonal communication

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47
Q

__ are all the patterns, network, and systems of communications within an organization

A

Organizational communication

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48
Q

What are the functions of communication?

A
  • Control
  • Motivation
  • Emotional expression
  • Information
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49
Q

What is known as a channel (interpersonal communication)?

A

The medium a message travels along i.e. face-to-face, telephone, email, fax, etc.

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50
Q

__ is converting a message into symbols and __ is a receiver’s translation of a sender’s message

A

Encoding; decoding

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51
Q

What is information overload?

A

When the information we have to work with exceeds our processing capacity

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52
Q

What is jargon?

A

Specialized terminology or technical language that members of a group use to communicate among themselves

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53
Q

What is lateral (horizontal) communication?

A

Communication that takes place among employees on the same organizational level

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54
Q

What is downward communication?

A

Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees

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55
Q

What is upward communication?

A

Communications that flow from employees up to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect

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56
Q

What is diagonal communication?

A

Communication that cuts across both work areas and organizational levels

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57
Q

What are communication networks?

A

The variety of patterns of vertical and horizontal flows of organizational communication

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58
Q

What are chain networks?

A

Communication flows according to the formal chain of command, both upward and downward

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59
Q

What are wheel networks?

A

All communication flows in and out through the group leader (hub) to others in the group

60
Q

What are all-channel networks?

A

Communication flows freely among all members of the work team

61
Q

What is The Grapevine?

A

The informal organizational communication network

  • provides channel for issues not suitable for formal communication channels
  • the impact of information passed along the grapevine can be countered by open and honest communication with employees
62
Q

What are open workplaces?

A

Workplaces with few physical barriers and enclosures

63
Q

How does technology affect organizations (good and bad ways)?

A

Good: significantly improves a manager’s ability to monitor individual and team performance, allows employees to have more complete information to make decisions, allowed more collaboration, and greater accessibility to coworkers wherever they are

Bad: privacy issues - forms of communication like email and voicemail are not necessarily private because employers have access to them, also it affects personal interaction

64
Q

What is ethical communication?

A

Communication that includes all relevant information, is true in every sense, and is not deceptive in any way

65
Q

Define the nature and function of communication:

A

Control, motivation, emotional expression and information. Communication provides an opportunity to express feelings and also fulfills social needs

66
Q

What are the seven elements in the communication process?

A

Sender, receiver, the message, encoding, channel, decoding, and feedback

67
Q

What are high-performance work practices?

A

Work and practices that lead to both high individual and high organizational performance

68
Q

What is a labor union?

A

An organization that represents workers and seeks to protect their interests through collective bargaining

69
Q

What is affirmative action?

A

Organizational programs that enhance the status of members of protected groups

70
Q

What is human resource planning?

A

Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times

71
Q

What is a job analysis?

A

An assessment that defines jobs and the behaviors necessary to perform them

72
Q

What is recruitment, what is decruitment?

A

Recruitment - locating, identifying, and attracting capable applicants
Decruitment - reducing an organization’s workforce

73
Q

What is a realistic job preview (RJP)?

A

A preview of a job that provides both positive and negative information about the job and the company

74
Q

What is orientation?

A

Introducing a new employee to his or her job and the organization

75
Q

What is performance management system?

A

Establishes performance standards that are used to evaluate employee performance

76
Q

What is skill-based pay?

A

A pay system that rewards employees for the job skills they can demonstrate

77
Q

What is variable pay?

A

A pay system in which an individual’s compensation is contingent on performance

78
Q

What are family-friendly benefits?

A

Benefits that accommodate employees’ needs for work-life balance

79
Q

What is the human resource management process?

A

Activities necessary for staffing the organization and sustaining high employee performance

80
Q

What are the steps in HR planning?

A
  • Assessing current human resources

- Assessing future needs for human resources and developing a program to meet those future needs

81
Q

What is the selection process?

A

The process of screening job applicants to ensure that the most appropriate candidates are hired

82
Q

What are the selection errors?

A
  • Reject errors for potentially successful applicants

- Accept errors for ultimately poor performers

83
Q

What is validity (of Prediction)?

A

The proven relationship that exists between the selection device and some relevant job criterion

84
Q

What is reliability (of Prediction)?

A

The ability of a selection device to measure the same thing consistently

85
Q

What are the types of selection devices?

A
  • Application forms
  • Written tests
  • Performance simulations
  • Interviews
  • Background investigations
  • Physical examinations
86
Q

Written tests are __ predictors of semi-skilled and unskilled jobs

A

Moderate

87
Q

What is a boundaryless career?

A

Individuals, not organizations, define career progression, organizational loyalty, important skills, and marketplace value

88
Q

What is organizational behavior?

A

The study of the actions of people at work

89
Q

What is employee productivity?

A

A performance measure of both efficiency and effectiveness

90
Q

What is a turnover?

A

The voluntary and involuntary permanent withdrawal of an organization

91
Q

What is organizational citizenship behavior (OCB)?

A

Discretionary behavior that is not part of an employee’s formal job requirements, but which promotes the effective functioning of the organization

92
Q

What is cognitive component?

A

That part of an attitude that’s made up of the beliefs, opinions, knowledge, or information held by a person

93
Q

What is affective component?

A

That part of an attitude that’s the emotional or feeling part

94
Q

What is behavioral component?

A

That part of an attitude that refers to an intention to behave in a certain way toward someone or something

95
Q

What is job involvement?

A

The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth

96
Q

What is organizational commitment?

A

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization

97
Q

What is perceived organizational support?

A

Employees’ general belief that their organization values their contribution and cares about their well-being

98
Q

What is employee engagement?

A

When employees are connected to, satisfied with, and enthusiastic about their jobs

99
Q

What is cognitive dissonance?

A

Any incompatibility or inconsistency between attitudes or between behavior and attitudes

100
Q

What are attitude surveys?

A

Surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization

101
Q

What is the Myers Briggs Type Indicator (MBTI)?

A

A personality assessment of 100 questions that asks people how they usually act or feel in different situations

102
Q

What is the Big Five Model?

A

Personality trait model with five basic personality dimensions: extraversion, agreeableness, conscientiousness, emotional stability, openness to experience

103
Q

What is locus of control?

A

The degree to which people believe they are the masters of their own fate

104
Q

What is Machiavellianism?

A

A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means

105
Q

What is self-monitoring?

A

A personality trait that measures the ability to adjust behavior to external situational factors

106
Q

What is a proactive personality?

A

People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs

107
Q

What is resilience?

A

An individual’s ability to overcome challenges and turn them into opportunities

108
Q

What is emotional intelligence (EI)?

A

The ability to notice and to manage emotional cues and information

109
Q

What is perception?

A

A process by which we give meaning to our environment by organizing and interpreting sensory impressions

110
Q

What is attribution theory?

A

A theory used to explain how we judge people differently depending on what meaning we attribute to a given behavior

111
Q

What is fundamental attribution error?

A

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviors of others

112
Q

What is self-serving bias?

A

The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors

113
Q

What is halo effect?

A

A general impression of an individual based on a single characteristic

114
Q

What is operant conditioning?

A

A theory of learning that says behavior is a function of its consequences

115
Q

What is social learning theory?

A

A theory of learning that says people can learn through observation and direct experience

116
Q

What is shaping behavior?

A

The process of guiding learning in graduated steps using reinforcement or lack of reinforcement

117
Q

__ positively influences productivity, lowers absenteeism levels, lower turnover rates, promotes positive customer satisfaction, moderately promotes OCB, and helps minimize workplace misbehavior

A

Job satisfaction

118
Q

What is motivation?

A

The process by which a person’s efforts are energized, directed, and sustained towards attaining a goal

119
Q

What is Maslow’s Hierarchy of Needs Theory?

A

Theory that there is a hierarchy of 5 human needs: physiological, safety, social, esteem, and self-actualization; as each need becomes satisfied, the next need becomes dominant

120
Q

What are physiological needs?

A

Need for food, drink, shelter, sexual satisfaction, and other physical requirements

121
Q

What are safety needs?

A

A person’s needs for security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met

122
Q

What are social needs?

A

Need for affection, belongingness, acceptance, and friendship

123
Q

What are esteem needs?

A

A person’s need for internal esteem factors such as self-respect, autonomy, and achievement, and external esteem factors such as status, recognition, and attention

124
Q

What are self-actualization needs?

A

Need to grow and become what he/she is capable of becoming

125
Q

Contrast McGregor’s Theory X and Theory Y?

A

Theory X: Assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform
Theory Y: Assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

126
Q

What is Herzberg’s Motivation-Hygience Theory (aka: two-factor theory)?

A

Intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are related to job dissatisfaction

127
Q

What are hygiene factors, what are motivators?

A

Hygiene factors: factors that eliminate job dissatisfaction, but don’t motivate
Motivators: factors that increase job satisfaction and motivation

128
Q

What is McClelland’s Three-Needs Theory?

A

Three acquired (not innate) needs - achievement, power, and affiliation are major motives in work

129
Q

What is Goal-Setting Theory?

A

The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals

130
Q

What are some factors that influence the goal-performance relationship?

A
  • feedback
  • goal commitment
  • self-efficacy
  • national culture
131
Q

What is self-efficacy?

A

An individual’s belief that he or she is capable of performing a task

132
Q

What are reinforcers?

A

Consequences immediately following a behavior that increase the probability that the behavior will be repeated

133
Q

What is Job Design Theory?

A

How tasks can be combined to form complete jobs; factors influencing job design:

  • changing organizational environment/structure
  • organization’s technology
  • employees’ skills, abilities, and preferences
134
Q

What is job scope?

A

Number of different tasks required in a job and the frequency with which these tasks are repeated

135
Q

What is job enlargement?

A

The horizontal expansion of a job through increasing job scope

136
Q

What is job enrichment?

A

The vertical expansion of a job by adding, planning, and evaluating responsibilities

137
Q

What is the job characteristics model (JCM)?

A

A framework for designing motivating jobs

138
Q

What is the Equity Theory?

A

Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others

139
Q

What is distributive justice?

A

The perceived fairness of the amount and allocation of rewards among individuals (i.e. who received what?)

140
Q

What is procedural justice?

A

The perceived fairness of the process used to determine the distribution of rewards (i.e. how who received what)

141
Q

What is expectancy theory?

A

Individuals act based on the expectation that a given outcome will follow and whether that outcome is attractive

142
Q

What is instrumentality?

A

The perception that a particular level of performance will result in attaining a desired outcome (reward)

143
Q

What is valence?

A

The attractiveness/importance of the performance reward (outcome) to the individual

144
Q

__ cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance

A

Collectivist

145
Q

What are ways to motivate minimum-wage employees?

A
  • employee recognition programs
  • provision of sincere praise
  • empowering
  • guidance
  • training
146
Q

What are ways to motivate contingent workers?

A
  • opportunity to become a permanent employee
  • opportunity for training
  • equity in compensation and benefits
147
Q

What are some current issues in motivation:

A
  • motivating a diverse workforce

- designing effective rewards programs

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