BUS230 - Essay Prep Flashcards
You work at small advertising agency. The boss has just said that the company isn’t going to develop any goals or plans this year because he doesn’t think it’s a good idea. From the book and class discussion, give him 4 reasons why planning is beneficial for a company and 2 reasons why it can be problematic.
Good, definitely want to do if an option
Kurt Lewin said that change is a 3-step process (hint, the middle one is when we actually make the change). Both A) define/describe the 3 steps and B) give an example from your life to demonstrate you know what they mean.
Unfreezing
This is the first step, where the focus is on preparing for change. It involves breaking down the current status quo and addressing resistance to change. People need to see why change is necessary and feel motivated to move away from their comfort zones.
Changing (or Transitioning)
This is the action phase, where the change is actually implemented. It involves adopting new behaviors, systems, or ways of thinking. This step often requires training, communication, and support to ensure the change is effectively integrated.
Refreezing
In this final step, the change becomes the new norm. It involves reinforcing and stabilizing the new behavior or process, ensuring it sticks and is sustainable. Systems, policies, or routines may be updated to support the new status quo.
In class we talked about Michael Porter’s 3 positioning strategies, using my upside-down V. Part A) Describe all 3 of these. Part B) Give an example of each one of them and an explanation of why you believe it fits in that strategy.
Cost Leadership
This strategy focuses on being the lowest-cost producer in the industry. Companies pursuing cost leadership aim to attract price-sensitive customers by offering products or services at lower prices than competitors, often achieved through operational efficiency, economies of scale, or streamlined processes.
Differentiation
This strategy involves offering unique products or services that stand out from competitors, often through quality, features, innovation, or branding. The goal is to create value that customers are willing to pay a premium for, making price less of a deciding factor.
Focus (or Niche)
This strategy targets a specific segment of the market, either by cost focus (being the lowest-cost provider in the niche) or differentiation focus (offering a unique product or service for the niche). The goal is to meet the specialized needs of a smaller, defined group of customers.
Imagine you just bought a bakery. The employees who make donuts all produce very different amounts in one hour. You’d like all to increase production, but don’t really know how long it should take to make donuts. Apply scientific management to this problem. Be sure to both describe the theory and apply it.
Yes
Part A) Define each of the 4 functions of management. Part B) Assume you’ve been selected to lead a missions trip over spring break. Give an example of what you’d need to do for the trip that fits in each of the 4 functions (1 example for each function).
controlling - Monitoring performance against set standards, identifying deviations, and taking corrective actions to ensure goals are met
You work for a company that makes all different types of hats. The owner has decided to take the company global and asks you if they should keep everything the same across the world, or make changes. After taking a riveting class in management (😉), you know there are two options you can choose from. Define these, describe how things would be different for your hat company under each chose, and decide which you think would be best.
Yes
What is a job analysis? Describe one method for conducting a job analysis. Why are good job analyses important for an organization (give at least 3 different reasons)?
Helps in Recruitment and Selection:
A clear understanding of the job ensures that job descriptions and specifications are accurate. This helps attract candidates with the right skills, qualifications, and attributes for the role, increasing the chances of a good hire.
Supports Training and Development:
Job analyses identify the skills and knowledge required for a role. This helps organizations design targeted training programs to bridge skill gaps or prepare employees for promotions.
Improves Performance Evaluation:
By detailing the specific duties and responsibilities of a job, a job analysis provides benchmarks for evaluating employee performance. This makes performance appraisals more objective and fair.
Describe the American workplace in the 1930’s and ONE of the 2 major pieces of employment legislation passed that decade.
One Major Piece of Employment Legislation: The Fair Labor Standards Act (FLSA) of 1938
The FLSA was a landmark piece of legislation designed to improve working conditions and protect workers’ rights.
Key Provisions:
Minimum Wage: It established the first federal minimum wage to ensure fair pay for workers.
Maximum Work Hours: It introduced the 40-hour workweek and required overtime pay (time and a half) for hours worked beyond that.
Child Labor Restrictions: The FLSA prohibited oppressive child labor, barring employment of minors in hazardous conditions and setting age limits for certain types of work.
Impact:
The FLSA marked a turning point in labor rights, improving living standards for millions of workers and setting the foundation for modern labor laws. It was a crucial step toward protecting vulnerable workers during a time of economic hardship.
Our football team has a big game coming up on Saturday. They will be playing in a national quarterfinal game (meaning that of the 240 teams in D3 football, they are one of the final 8 still in the playoffs) at Susquehanna University in Pennsylvania. You are tasked with using the Expectancy Theory to find out if they are motivated to win.
Remember, the Expectancy Theory looked like this (below) on the class slide. Be sure to talk about all of the parts so you clearly demonstrate the expectancy theory. [And be sure to focus on the theory, telling me how great our QB and O-Line are may make me smile, but it won’t get you points.]
effort to performance to outcome
Part A: The trait theory and behavioral theory of leadership have 1 thing in common and 1 thing that is very different. Describe these. Part B: How is Fiedler’s Contingency Theory the same or different from the behavioral theory?
One Thing in Common:
Both trait theory and behavioral theory aim to identify what makes an effective leader. They focus on understanding leadership to help organizations select and develop strong leaders.
One Thing that is Different:
Trait Theory: Focuses on who leaders are—identifying personal traits such as intelligence, confidence, charisma, or emotional stability that are believed to make someone an effective leader. Leadership is seen as inherent, based on a person’s natural qualities.
Behavioral Theory: Focuses on what leaders do—the behaviors and actions they exhibit to lead effectively. This theory suggests leadership can be learned and developed through training and practice, rather than being solely tied to innate traits.
Describe Hersey and Blanchard’s Situational Leadership Theory and give an example to show you know how to use it.
Hersey and Blanchard’s Situational Leadership Theory suggests that effective leadership depends on the leader’s ability to adapt their style to the readiness (or maturity) level of their followers. The theory identifies four leadership styles and pairs them with the followers’ level of competence (skills) and commitment (willingness).
The Four Leadership Styles:
Telling (S1) – High task, low relationship
The leader provides clear, specific directions and closely supervises tasks.
Best for followers with low competence and low commitment (unable and unwilling).
Selling (S2) – High task, high relationship
The leader provides direction but also engages with followers, explaining decisions and encouraging participation.
Best for followers with low competence but high commitment (unable but willing).
Participating (S3) – Low task, high relationship
The leader focuses on building relationships, supporting and collaborating with followers to encourage their input.
Best for followers with high competence but low commitment (able but unwilling or insecure).
Delegating (S4) – Low task, low relationship
The leader delegates responsibility and trusts followers to perform tasks independently.
Best for followers with high competence and high commitment (able and willing).
