Exam 1

Question 1

Behavioral Theorists

Answer 1

Focus on people to determine the best way to manage in all organizations.

Question 2

Classical Theorists

Answer 2

Focus on the job and management functions to determine the best way to manage in all organizations.

Question 3

Contingency Theorists

Answer 3

Focus on determining the best management approach for a given situation.

Question 4

Controlling

Answer 4

The process of monitoring and measuring progress and taking corrective action when needed to ensure that objectives are achieved.

Question 5

Decision-making Skills

Answer 5

The ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.

Question 6

Interpersonal Skills

Answer 6

The ability to understand, communicate with, and work well with individuals and groups through developing effective relationships.

Question 7

Knowledge Management

Answer 7

Involves everyone in an organization in sharing knowledge and applying it to continuously improve products and processes.

Question 8

Leading

Answer 8

The process of influencing employees to work toward achieving objectives.

Question 9

Levels of Management

Answer 9

Top managers, middle managers, and first-line managers.

Question 10

Management Functions

Answer 10

Planning, organizing, leading, and controlling.

Question 11

Management Role Categories

Answer 11

Interpersonal, informational, and decisional roles.

Question 12

Management Science Theorists

Answer 12

Focus on the use of mathematics to aid in problem solving and decision making.

Question 13

Management Skills

Answer 13

(1) technical
(2) interpersonal
(3) decision-making

Question 14

Manager

Answer 14

Responsible for achieving organizational objectives through efficient and effective utilization of resources. Efficient means doing things right so as to maximize the utilization of resources. Effective means doing the right thing in order to attain an objective.

Question 15

Manager’s Resources

Answer 15

Human, financial, physical, and informational

Question 16

Organizing

Answer 16

The process of delegating and coordinating tasks and allocating resources to achieve objectives

Question 17

Performance

Answer 17

Based on how effectively and efficiently managers utilize resources to achieve objectives.

Question 18

Planning

Answer 18

The process of setting objectives and determining in advance exactly how the objectives will be met.

Question 19

Sociotechnical Theorists

Answer 19

Focus on integrating people and technology.

Question 20

Systems Theorists

Answer 20

Focus on viewing the organization as a whole and as the interrelationship of its parts.

Question 21

Technical Skills

Answer 21

The ability to use methods and techniques to perform a task.

Question 22

Types of Managers

Answer 22

General managers, functional managers, and project managers.

Question 23

Analyzer Strategy

Answer 23

Organizations try to maintain current products and services with a limited amount of innovation.

Question 24

Culture Shock

Answer 24

A feeling of nervousness, doubt, and confusion arising from being in a foreign and unfamiliar environment.

Question 25

Defender Strategy

Answer 25

Organizations focus on stability and efficiency of their internal operations to protect their market from new competitors.

Question 26

Divisional Strategy

Answer 26

Focuses on how the different departments of the organization comply with the company’s vision.

Question 27

Expatriate

Answer 27

An employee who lives and works in a foreign country on a temporary basis.

Question 28

First Mover

Answer 28

An organization that wins competitive advantage by being the first to establish itself in a particular market.

Question 29

Functional Strategy

Answer 29

A set of rules determining how each department will implement the strategic plan.

Question 30

Globalization

Answer 30

The integration of economy, trade, and finance on an international scale.

Question 31

Grafting

Answer 31

A process of hiring experts who bring their knowledge to the firm.

Question 32

HIPOs

Answer 32

High-potential employees or HIPOs, employees who are flexible, committed, and motivated.

Question 33

Individualist-collectivist

Answer 33

One of Hofstede's dimensions which focuses on the degree to which citizens in a given culture believe they have the right to live their lives as they see fit, choose their own values, and act on their own judgment.

Question 34

Learning Organization

Answer 34

An organization that facilitates the acquisition, distribution, and retention of knowledge to enable it to react to change.

Question 35

Localization

Answer 35

The process of adapting certain functions to accommodate the language, culture, or governing laws of a different country.

Question 36

Long-term Orientation

Answer 36

One of Hofstede's dimensions which measure values such as perseverance, respect for tradition, and thrift.

Question 37

Mimicry

Answer 37

Learn everything there is to know about starting a successful business from the practices of others.

Question 38

Operational Planning

Answer 38

Aligns the strategic plan with the day-to-day tasks required in the running of the organization.

Question 39

Organizational Strategy

Answer 39

An overarching plan of action to guide top-level managers in creating, evaluating, and implementing decisions and objectives that lead to success.

Question 40

Power Distance

Answer 40

On of Hofstede's dimensions which expresses the extent to which people in different societies accept the way power is distributed.

Question 41

Prospector Strategy

Answer 41

Organizations focus on innovation, creativity, and flexibility and take high risks in order to accelerate growth and gain competitive advantage.

Question 42

Reactor Strategy

Answer 42

An organization simply responds to environmental threats and opportunities rather than following a defined plan.

Question 43

Scanning

Answer 43

Seeking solutions from consultants, competitors, and other successful firms.

Question 44

Short-term Orientation

Answer 44

One of Hofstede's dimensions which measures values such as meeting social obligations and avoiding embarrassment or shame.

Question 45

Standardization

Answer 45

The degree to which employees are expected to follow the same rules and policies everywhere.

Question 46

Strategic Planning

Answer 46

Process, which focuses on the company’s desired future and sets defined goals and objectives to translate the vision into reality.

Question 47

Tactical Planning

Answer 47

Lays out the short-term actions and plans to implement the strategy.

Question 48

Uncertainty Avoidance

Answer 48

One of Hofstede's dimensions which measures the degree to which people are able to deal with the unexpected and how they cope with uncertainty in unstructured environments.

Question 49

Vicarious Learning

Answer 49

Observing and retaining the lessons gained from the experiences of others.

Question 50

Change Hindrances

Answer 50

Cultural obstacles that impede progress and make it difficult for the organization to adapt to different situations.

Question 51

Ceremonies

Answer 51

Events that reinforce the relationship between employees and the organization.

Question 52

Competing values framework

Answer 52

A means to identify, measure, and change culture. This model highlights two main value dimensions: the first dimension differentiates flexibility and discretion from stability and control. The second dimension differentiates internal focus and integration from an external focus in the workplace.

Question 53

Counterculture

Answer 53

An extreme type of subculture whose values strongly differ from those of the larger organization.

Question 54

Diversity Hindrances

Answer 54

Cultural obstacles that limit the range of employee demographics in organizations.

Question 55

Dominant Culture

Answer 55

The set of core values shared by the bulk of organizational employees.

Question 56

External Adaptation

Answer 56

The way an organization reacts to outside influences.

Question 57

Groupthink

Answer 57

When employees become conditioned to think the same way as their peers and become reluctant to share different views.

Question 58

Internal Integration

Answer 58

The process of creating a shared identity among employees by adopting a common language, group boundaries, an accepted distribution of power and status, and norms of trust, rewards, and punishment.

Question 59

Mergers and acquisitions hindrances

Answer 59

Cultural obstacles that make it difficult for two organizations to join together.

Question 60

Observable Culture

Answer 60

The components of culture that we can see in an organization. For example, personal appearances and dress codes, processes and structures, behaviors and attitudes, and artifacts of the culture like awards, myths, and stories

Question 61

Organizational Culture

Answer 61

A pattern of shared norms, rules, values, and beliefs that guide the attitudes and behaviors of its employees.

Question 62

Organizational Language

Answer 62

Certain words or metaphors and expressions that the staff regularly uses to motivate each other.

Question 63

Person-organization fit

Answer 63

Managers working in organizations with a certain culture tend to select candidates whose personalities and attitudes best match that culture and values.

Question 64

Rituals

Answer 64

Formalized actions and planned routines.

Question 65

Socialization

Answer 65

New hires are integrated into the company’s corporate culture through socialization, the process through which an organization communicates its values to new employees.

Question 66

Stories

Answer 66

Narratives based on real organizational experiences that have become embellished over time and illustrate core cultural values.

Question 67

Subcultures

Answer 67

Groups in an organization that share different values from those held by the majority.

Question 68

Symbols

Answer 68

Objects that express meaning about a culture.

Question 69

Unobservable Culture

Answer 69

The components that lie beneath the surface of an organization, such as company values and assumptions.