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mgmt 340 > 340 exam 1 > Flashcards

340 exam 1 Flashcards

1
Q

Manager

A

someone who gets things done through other people in organizations

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2
Q

organization

A

coordinated social unit composed of two or more people that functions on relatively continuous basis to achieve common goals

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3
Q

planning

A

process that include defining goals, establishing strategy, and developing plans to coordinate activities

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4
Q

organizing

A

determine what tasks need to be done, who does them, how tasks are grouped, who to report to, and where decision are made

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5
Q

leading

A

motivate and direct employees, select best communication channels and resolve conflicts

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6
Q

controlling

A

monitoring activities to ensure they are accomplished as planned

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7
Q

conceptual skills

A

mental ability to analyze and diagnose complex situations

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8
Q

technical skills

A

ability to apply specialized knowledge or expertise

Skills done through training
- ex: IT

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9
Q

human skills

A

can work, understand, and motivate other

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10
Q

What are managerial roles according to Mintzberg

A

conclude that manager perform 10 different highly interrelated roles or behaviors that contribute to their jobs

  • interpersonal
  • informational
  • decisional
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11
Q

figurehead
(interpersonal)

A

required to perform a number of legal and social responsibilities

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12
Q

leader
(interpersonal)

A

responsible for motivating and directing employeesl

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13
Q

liaison
(interpersonal)

A

maintains a network of outside contacts who provide favors and info

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14
Q

monitor
(informational)

A

receives variety of info, act as nerve center of internal and external info communicator

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15
Q

disseminator
(informational)

A

share info received from outsiders to members of organization

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16
Q

spokesperson
(informational)

A

share info to outsiders about organization

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17
Q

entrepreneur
(decisional)

A

searches organization and its environment for opportunities and initiates project to bring change

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18
Q

disturbance handler
(decisional)

A

responsible for corrective action when organization faces important, unexpected disturbances

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19
Q

resource allocator negotiator
(decisional)

A

makes or approve significant decisions
responsible for representing organization at major events

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20
Q

organizational behavior

A

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations and apply the knowledge toward improving an organization’s effectiveness

or

Study of individuals and groups and their behaviors at work and find ways to improve those behaviors

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21
Q

OB model levels

A
  1. individual (micro)
  2. group (meso)
  3. organization (macro)
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22
Q

3rd OB level

A

focuses on organization sociology, how firm engage w one another

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23
Q

OB model

A

overview of key managerial goals and practical research-based tools to achieve goals

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24
Q

1st OB level

A

focus on understanding human behaviors and psychology

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25
Q

2nd OB level

A

focuses on social psychology and sociological insight into human interaction and group dynamics

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26
Q

Systematic study

A

looking at relationship, attempt to find causes and affects, draw conclusion based on scientific evidence

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27
Q

evidence-based management -> EBM

A

argues for managers to make decisions on scientific evidence

systematic + EBM

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28
Q

why is systematic study of OB valuable

A

help company understand and predict employee behavior for changes/improvement

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29
Q

Major Behavioral Science Disciplines That Contribute to OB

A
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30
Q

why is EBM of OB valuable

A

improve decision-making quality and drive better outcome, reduce judgement errors

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31
Q

experimental method

A

research technique used to detmerine causality

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32
Q

contingency variables

A

situational factors: variables that moderate the relationship between 2 or more variables

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33
Q

correlational research

A

relationship where A related to B, but one event does not necessarily cause another to occur

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34
Q

causality method

A

one event cause another event

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35
Q

Big data

A

extensive use of statistical complilation and analysis

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36
Q

Big data strengths

A
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37
Q

Big data weaknesses

A
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38
Q

person-organization fit

A

theory that ppl are attracted to organization that match their values and leave when there is no compatibility

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39
Q

intuition

A

systematic + EBM + intuition
gut feeling about what one should do

  • incomplete info
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40
Q

ethical dilemmas

A

sitiations where individual have to define right and wrong

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41
Q

workplace diversity

A

describe any characteristic that makes one person different from another

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42
Q

surface-level diversity

A

differences in age, gender, and race (easy to observe/see)

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43
Q

deep-level diversity

A

differences in values, personality, work preferences

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44
Q

stereotypes

A

generalizations that one has about people who belong to a specific group

-lead to unfair discrimination

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45
Q

unfair discrimination

A

assuming stereotype about groups and refusing to recognize individual

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46
Q

discriminatory policies
(type of unfair disc)

A

actions to deny equal opportunity or rewards

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47
Q

sexual harassment
(type of unfair disc)

A

unwanted sexual advances, verbal, or physical

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48
Q

intimidation
(type of unfair disc)

A

threats or bullying directed at an individual

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49
Q

mockery and insult
(type of unfair disc)

A

negative jokes or stereotype

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50
Q

exclusion
(type of unfair disc)

A

exclude certain ppl or groups from opportunities

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51
Q

incivility

A

disrespectful treatment, aggressive manners, interrupting the person, or ignoring

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52
Q

ability

A

individual’s current capacity to perform various tasks in a job

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53
Q

intellectual abilities

A

ablitity to think and solve problems

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54
Q

physical abilities

A

ability to perform physical actions

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55
Q

values

A

basic convictions in a person

  • influences attitudes and behaviors
  • can use to predict ppl reaction
56
Q

terminal values

A

desirable end-states of existence; goal a person would like to achieve during their lifetime

57
Q

instrumental values

A

preferable modes of behavior or means of achieving one’s terminal values
Or
Values that we hold bc it help us get what we want

58
Q

characteristic of value

A

stable, content, and intensity attributes

59
Q

5 national culture value

A
  • power distance
  • individualism vs collectivism
  • masculinity vs femininity
  • uncertainty avoidance
  • long-term vs short-term
60
Q

power distance

A

how society accepts or rejects unequal power

  • ex: american doesn’t have the “rest ur elders”

in japan, you have to respect people who has higher age, status, and titles

61
Q

individualism

A

the degree which people prefer to act as individuals rather than in groups

62
Q

collectivism

A

a culture that care of the well-being of a group and sacrifice one’s happiness for the greater good of the group

  • individualism vs collectivism
    some society emphasizes more for individual accomplishment while other society care more about group well-being rather than self-interest
63
Q

masculinity

A

culture that favors masculine roles of achievement, power, and control

  • men and women not equal
  • depending on the culture, one might focus more on work and other more on family
64
Q

femininity

A

culture that sees men and women as equal and care more about family

65
Q

uncertainty avoidance

A

culture where they feel threatened by uncertainty and tries to avoid them

66
Q

long-term orientation

A

culture that prioritizes future goals, emphasizes perseverance, thrift, and planning

67
Q

short-term orientation

A

more concerns for immediate needs, place value on traditions, social obligations, and face saving

68
Q

how to effectively manage diversity

A
  1. attracting, selecting, developing, and retaining diversity
  2. diversity in groups
  3. effective diversity programs
    - teach legal framework
    - teach market advantages
    - foster skills and abilities of all workers
69
Q

emotions

A

intense feelings that are directed at someone or something

  • caused by specific events
  • short terms
  • usually a target (mad at certain something)
70
Q

moods

A

feelings that tend to be long-term, less intense, and lack contextual stimulus (unclear reason/target)

71
Q

emotional labor

A

managing emotions to fit demands of a job

72
Q

emotional dissonance

A

employees have to project 1 emotion while simultanously feel another

  • burnout and damaging

Saying ily but don’t feel that way

73
Q

felt emotions

A

individual actual emotions

74
Q

displayed emotion

A

emotions that are required and considered appropriate in a job

75
Q

surface acting

A

hiding inner feelings and displaying a fake emotion (to conform to social norms)

76
Q

deep acting

A

trying to modify one’s true feelings

77
Q

emotional intelligence

A

person’s ability to:
1. perceive emotions in oneself and others (conscientiousness)
2. understand the meaning of these emotions (cognitive ability)
3. regulate one’s own emotions (emotional stability)

78
Q

emotion regulation

A

identify and modify the emotions you feel

79
Q

List strategies to change emotions

(emotion regulation)

A
  1. think about pleasant things
  2. suppressing negative thoughts
  3. distracting urself
  4. reappraising emotions and situation
  5. engaging in relaxation method
  6. venting
80
Q

emotion contagion

A

processes that allow the sharing and transfering of emotions from one to another

81
Q

affective events model

A

model suggest that workplace events cause emotional reactions on part of employees, which influence workplace attitudes and behaviors

82
Q

attitudes

A

judgements or evaluative statements about objects, people, or events

83
Q

3 components of attitudes

A
  1. affective
  2. cognitive
  3. behavioral
84
Q

affective
(components of attitudes)

A

emotional or feeling segment of an attitude

85
Q

cognitive
(components of attitudes)

A

opinion or belief segment

86
Q

behavioral
(components of attitudes)

A

intention to behave in certain way toward someone or something

87
Q

what is the relationship between attitude and behaviors

A

attitude influence behavior, attitude determine what one does

88
Q

cognitive dissonance

A

occur when one’s beliefs, attitudes, or values are inconsistent with their actions

  • ex: you want to eat healthier but you often eat fast food
89
Q

job satisfaction

A

pleasure or positive emotion about the job from job’s appraisal

90
Q

how to measure job satisfaction

A
  1. single global rating
    - response to question such as “how satisfied are you w ur job?” 1 to 5
  2. summation of job facets: JDI
    - responding to survey about type of work, skills needed, supervision, present pay, promotion opportunities, culture, and relationship – 1 to 5
91
Q

job involvement

A

degree to which a person identifies w a job, participate, and consider performance important to self worth

92
Q

psychological empowerment

A

employees belife in the degree to which they affect their work environment, competence, meaningfulness of their job and autonomy

93
Q

organizational commitment

A

degree which employee identifies w particular organization and its goals and wishes to maintain membership

94
Q

perceived organizational support

A

degree to which employees believe an organization values their contribution and care about their well being

95
Q

employee engagement

A

degree of 1. involvement 2. satisfaction 3. enthusiasm for the job

96
Q

4 employee responses to dissatisfaction

A
  1. voice
  2. exit
  3. loyalty
  4. neglect
  • help understand the consequences of dissatisfaction
97
Q

exit

A

dissatisfaction expressed through leaving

98
Q

voice

A

dissatisfaction expressed active and constructive attempts to improve condition

99
Q

loyalty

A

dissatisfaction expressed by passively waiting for it to improve

100
Q

neglect

A

dissatisfaction expressed through allowing condition to worsen

101
Q

perception

A

process of organizing and interpreting one’s sensory impression to make sense of the work around us

102
Q

1st group that influence perception

A
  1. factors in perceiver
    - attitudes
    - motive
    - interest
    - experience
    - expectations
103
Q

2nd group that influence perception

A
  1. factors in the situation
    - time
    - work setting
    - social setting
104
Q

3rd group that influence perception

A
  1. factors in the target
    - novelty
    - motion
    - sounds
    - size
    - background
    - proximity
    - similarity
105
Q

attribution

A

perception and judgment of behavior of others

106
Q

3 factors of attribution

A
  1. distinctiveness
  2. consensus
  3. consistency
107
Q

1st attribution factors

A

distinctiveness - individual displays different behavior in different situations

  • ex: late employee
    is late worker tends to blow off other kinds of commitment? no = external attribution
    yes = internal
108
Q

2nd attribution factors

A

consensus - when everyone faces similar situation responds in the same way

  • ex: all employees took the same route was also late?
    yes = external cause (traffic, weather)
    no = internal
109
Q

3rd attribution factors

A

consistency - reoccurring behaviors

110
Q

attribution theory

A

suggest we observe if behavior is caused by internal or external caused

internally - caused by one self
- ex: late to work cuz laziness

externally - situation forced behavior
- ex: late cuz of traffic

111
Q

selective perception
(perception biases)

A

we tend to focus on things an in environment that favors our belief and goals while ignoring things that is “unimportant” to us

112
Q

halo effect
(perception biases)

A

we draw general impression based on a single characteristic

  • ex: see someone pretty and assume they’re nice and trustworthy
113
Q

horns effect
(perception biases)

A

Automatically judges someone negatively based on a first negative trait impression

114
Q

contrast effect
(perception biases)

A

our reaction to one person is influence by other persons we have recently encountered

ex: pool of interviews
you have been having bad candidates
the last candidates is decent, but since you’ve been having bad ones, you think that they’re amazing

115
Q

stereotyping
(perception biases)

A

judging someone base on our perception of a group that we deem they belong to

116
Q

self-fulfilling prophecy
(perception biases)

A

ppl’s expectations determine their behaviors
- expectations become reality

117
Q

first impression bias

A

first piece of information we received is what we use to make a quick and incomplete observations

118
Q

fundamental attribution error
(attribution biases)

A

tendency to underestimate the influence of external factors and overestimate internal factor

eX: your coworker is late, you blame them for being irresponsible, but when you’re late, you make excuses

119
Q

self-serving bias
(attribution biases)

A

ppl attribute their own successes to internal factors

120
Q

rational model

A
  • has complete info
  • is able to identify all relevant options in an unbiases manners
  • choose option w highest utility
  • IRL is the opposite.. so NOT good
121
Q

bounded rationality model

A
  • ppl make decisions based on info they have available, but decision are limited
  • pppl respond to complex situation by reducing the problem to a level w can be understood (confines of bounded rationality)
122
Q

intuition model

A
  • occurs outside conscious thoughts
  • relies on holistic associations
  • fast
  • engages in emotions
  • based on limited experiences
123
Q

framing effect

A

ppl make decision based on the way info is presented, not through facts

124
Q

overconfidence bias

A

ppl think they know more than they do

125
Q

anchoring bias

A

fixating on initial info and failing to adjust for new info

126
Q

confirmation bias

A

seek out info that reaffirms belief and ignore info that contradicts beliefs

127
Q

availability bias

A

base judgments on available info

128
Q

escalation of commitment

A

staying w a decisions despite factual evidence proving its wrong

129
Q

randomness error

A

create meaning out of random events

130
Q

risk aversion

A

employees sticking w the same way of doing their jobs rather than innovations or creative methods

131
Q

hindsight bias

A

believe that one accurately predicted outcome of an event, after outcome is actually known

“I knew they were going to win!”

132
Q

utilitarianism

(1/3 ethical decision criteria)

A

decisions are made on basis of their outcomes or consequences

133
Q

focus on rights

(2/3 ethical decision criteria)

A

calls individual to make decision consistent w fundamental liberties and privileges such as bill of right

134
Q

justice

(3/3 ethical decision criteria)

A

enforce rules fairly aand impartially to ensure justice or equitable distribution of benefits and costs

135
Q

3 component of individual creativity

A
  • expertise
  • creative-thinking skills
  • intrinsic task motivation
136
Q

3 component of organization creativity

A
  • causes of creative behavior
  • creative behavior
  • creative outcome

mgmt 340 (3 decks)

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