Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MGT 305 > EXAM 1 > Flashcards

EXAM 1 Flashcards

1
Q

4 Functions

A

Planning
Organizing
Controlling
Leading

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Planning

A

Setting goals and deciding how to achieve them

Goals
Objectives
Strategies
Plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Organizing

A

Arranging tasks, people, and other resources to accomplish the work

Structure
Human resource management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Leading

A

Motivating, directing, and influencing people to work hard to achieve the organization’s goals

Motivation
Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Controlling

A

Monitoring performance, comparing it with goals, and taking corrective action as needed

Standards
Measurements
Comparison
Actions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Tools

A

Decision-making
Negotiation
Communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

The Art of M

A

Efficiency
Effectiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Efficiency

A

Getting it done, without using a lot of resources (fewest hours possible)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Effectiveness

A

Meeting the deadline

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Top managers

A

Make long-term decisions
Determine overall direction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Middle managers

A

Implement policies and plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

First-line managers

A

Direct daily tasks
Make short-term operating decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Non-managerial employees

A

Do not fully supervise or manage other people
Bulk of company’s workforce

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Interpersonal

A

Figurehead
Leader
Liaison

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Informational

A

Monitor
Disseminator
Spokesperson

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Decisional

A

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Technical skills

A

The ability to perform a specific job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Human skills

A

“Soft skills”
The ability to interact well with people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Conceptual skills

A

The ability to think analytically

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Gladwell’s application to management

A
  • Measure things
  • The one best (or perfect) answer is not always the winner
  • Employees may not all know what they want from work
  • Don’t look for the perfect management solution, look for the perfect management solutions
  • Embrace diversity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Triple bottom line

A
  • Represents people, planet, and profit (the 3 Ps)
  • Measures an organization’s social, environmental and financial performance
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Ethics

A

Standards of right and wrong that influence behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Values

A

Relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Ethical behavior

A

Behavior that is accepted as “right” as opposed to “wrong”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Ethical dilemma

A

Situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that i unethical or even illegal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Why do good people go bad?

A
  • Need
  • Ego
  • Opportunity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Social contract

A

Set of written and unwritten rules and assumptions about acceptable interrelationships among various elements of society (involves quid pro quo)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

MBTI

A
  • Topological
  • Decide between 2 choices
  • Widely used
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Big 5

A
  • Dimensional
  • Along a scale
  • Widely used
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Core self-evaluation (4 positive individual traits)

A
  1. Self-efficacy
  2. Self-esteem
  3. Locus of control
  4. Emotional stability
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Self-efficacy

A

Belied in one’s ability to do a task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Self-esteem

A

The extent to which people like or dislike themselves

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Locus of control

A

Indicated how much people believe they control their fate through their own efforts

34
Q

Internal locus of control

A

You believe YOU control your destiny

35
Q

External locus of control

A

You believe EXTERNAL FORCES control you

36
Q

Emotional stability

A

The extent to which people feel secure and unworried and to which they’re likely to experience negative emotions under pressure

37
Q

Emotional Intelligent

A
  • Self-awareness
  • Self-management
  • Social awareness
  • Relationship managementT
38
Q

3 Components of attitudes

A

Affective
Cognitive
Behavioral

39
Q

Affective

A

“I feel”

40
Q

Cognitive

A

“I believe”

41
Q

Behavioral

A

“I intend”

42
Q

Cognitive dissonance

A

Feeling uncomfortable when you have conflicting beliefs or do something that goes against your beliefs

43
Q

Cognitive reframing

A

Changing your perspective to think more positively or rationally about a situation

44
Q

Perceptions and individual behavior

A
  1. Selective attention
  2. Interpretation & evaluation
  3. Storing in memory
  4. Retrieving from memory to make judgments & decisions
45
Q

Communication process

A
  1. Sender encodes message, selects medium
  2. Message is transmitted through medium
  3. Receiver decodes the message, decides if feedback is needed
  4. Receiver expresses reaction or feedback through a medium
46
Q

Noise

A

Any disturbance that interferes with the transmission or understanding of the message

47
Q

Encoding

A

Translating a message into understandable symbols or language

48
Q

Decoding

A

Interpreting and trying to make sense of the message

49
Q

Advantages of social media

A
  • Connect in real time over distance
  • Collaborate within and outside organization
  • Expand boundaries
50
Q

Crowdsourcing

A

Using the Internet and social media to enlist a group outside the org. for help solving a problem

51
Q

Cyberloafing

A

Using the internet at work for personal use

52
Q

Phubbing

A

Form of microagression
Ignoring those present in order to pay attention to phone

53
Q

Direct plan

A
  • Good news
  • Routine news
  • Main idea first supported by details
54
Q

Indirect plan

A
  • Negative news
  • Persuasive argument
  • Details first leading to request
55
Q

Team leaders

A

Help teams achieve their goals

56
Q

Functional manager

A

Responsible for only one organizational activity

57
Q

Labor union

A

Mutual-benefit organization

58
Q

Elements of successful teams

A

Support
Direction
Structure

59
Q

General managers

A

Responsible for several organizational activities

60
Q

2 Decision-making roles of a manager

A

Negotiator
Entrepreneur

61
Q

Figurehead

A

Performing symbolic tasks that represent an organization

62
Q

Leadership

A

Taking responsibility for the actions of subordinates

63
Q

Liaison

A

Working w/ people outside a work unit or organization to develop alliance

64
Q

Meaningfulness is associated with ___ rather than ___

A

giving; taking

65
Q

Jargon

A

Terminology specific to a particular profession

66
Q

Vertical communication

A

Up and down the chain of command

67
Q

Horizontal communication

A

Within and between work unitsE

68
Q

External communication

A

Outside the organization

69
Q

Compassionate empathy

A

Moves someone to take action on behalf of someone else

70
Q

Cognitive empathy

A

You can identify how another person feels and consider what they may be thinking

71
Q

Emotional empathy

A

Ability to physically feel what another feels

72
Q

Conscientiousness

A

How dependable, responsible, and persistent someone is

73
Q

Agreeableness

A

How trusting, good-natured, cooperative someone is

74
Q

Recency effect

A

The most recent impressions are the ones that count

75
Q

Casual attributions

A

Activity of inferring causes for observed behavior

76
Q

Fundamental attribution bias

A

People attribute another person’s behavior to their personal characteristics rather than to situational factors

77
Q

Self serving bias

A

People tend to take more personal responsibility for success than failure

78
Q

Halo effect

A

One trait tells me all I need to know

79
Q

A company’s external environment consists of which two environments?

A

General
Task

80
Q
A

MGT 305 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions