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MGT 331 > EXAM #2 > Flashcards

EXAM #2 Flashcards

1
Q

Prevention of minorities and women to be promoted to higher positions in their company.

A

Glass ceiling

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2
Q

Managers understanding

A

They must understand their employees religious beliefs as there are many religious holidays

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3
Q

To focus your attention on someone who is conspicuously different from us

A

salience

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4
Q

What are the two forms of sexual harassment?

A

Quid Pro Quo and hostile work environment

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5
Q

Overt discrimination

A

Knowingly, racially, denying access to individuals to opportunities and advancement.

Unethical and illegal

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6
Q

Social Status Affect

A

To look at individuals of wealthier status differently than individuals at a lower level status

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7
Q

What is a Schema

A

Information stored about an event, individual, or situation.

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8
Q

What are mores?

A

They are norms that are to be considered to be of central importance to the functioning of society and social life.

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9
Q

What is globalization?

A

Set of forces that causes nations to become interdependent.

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10
Q

Economic Forces

A

Inflation rate, unemployment rate, interest rates

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11
Q

Disabilities in the office

A

Educate, promote a non-discriminatory environment, and provide reasonable accommodations for the disabled.

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12
Q

Other kinds of diversity

A

Whether individuals are attractive or unattractive, thin or overweight, in most cases has an affect on advancement rates and salaries

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13
Q

What is distributive justice?

A

fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over which they have no control.

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14
Q

What is procedural Justice?

A

A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.

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15
Q

Procedural Justice Examples:

A
  • carefully appraise a subordinate’s performance
  • take into account any environmental obstacles to high performance
  • ignore irrelevant personal characteristics
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16
Q

Gender Schema

A

Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences

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17
Q

Quid Pro Quo

A

Asking sexual favors for job opportunities

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18
Q

General Environment Entails:

A

Economic forces, technological forces, sociocultural forces, political and legal forces, and demographic forces.

Affect the task environment.

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19
Q

Task environment entails:

A

Customers, suppliers, distributors, and competitors.

Ability to obtain inputs and dispose of its outputs.

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20
Q

Rivalry with competitors

A

Is probably the most concerning threat that managers deal with.

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21
Q

Barriers to entry result from three main sources

A

Economies of scale, Brand loyalty, and government regulations.

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22
Q

Programmed Decision

A

Events and decisions have happened before so managers have established rules and guidelines for situations like these.

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23
Q

Un-programmed decision

A

Unexpected situations and uncertain measures are being used to make an executive decision

24
Q

Intuition

A

Feelings and beliefs that come readily to mind in on spot situations

25
Q

Reasoned judgement

A

decision that requires time and effort and results from careful information

26
Q

Six Steps in decision making

A
  1. Recognize
  2. Generate Alternatives
  3. Assess the alternatives
  4. Choose the alternative
  5. Implement the alternative
  6. Learn from feedback
27
Q

Questions about evaluating possibles courses of action.

A
  1. Legal?
  2. Ethical?
  3. Economical?
  4. Practical?
28
Q

Heuristics

A

Rules of thumb that simplify the process of making decisions.

29
Q

Systematic Errors

A

errors that people make over and over and that result in poor decision making

30
Q

Skunkworks

A

A group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products

31
Q

Product Champion

A

A manager who takes “ownership” of a project and provides the leadership and vision that take a product from the idea stage to the final customer.

32
Q

Characteristics of Entrepreneurs

A

Open to experience: they are original thinkers and take risks.
Internal locus of control: they take responsibility for their own actions.
High self-esteem: they feel competent and capable.

High need for achievement: they set high goals and enjoy working toward them.

33
Q

Founding entrepreneur

A

Lacks the skills to manage under difficult situations and complicated scenarios

34
Q

Factors affecting organizational structure

A
  • Human resources
  • Strategy
  • Technology
  • Organizational Environment
35
Q

Divisional Structure

A

An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.

  • Product
  • Market
  • Geographical
36
Q

Divisional Descriptions

A

-When managers organize divisions according to the type of good or service they provide, they
adopt a product structure.

-When managers organize divisions according to the area of the country
or world they operate in, they adopt a geographic structure.

-When managers organize divisions
according to the type of customer they focus on, they adopt a market structure.

37
Q

Tall Structure

A

Tall structures have many levels of authority and narrow spans of control.

38
Q

Flat Structure

A

Large span of control with less levels, also might lead to over working of managers. Quicker communication

39
Q

Adaptive Structure vs Inert Structure

A

Adaptive- values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective

Inert- Those that lead to values and norms that fail to motivate or inspire employees. Lead to stagnation and often failure over time

40
Q

Components Of resource management

A

Recruitment and Selection
Used to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.

Training and Development
Ensures that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future
Changes in technology and the environment
require that organizational members learn new techniques and ways of working

Performance Appraisal and Feedback
Provides managers with the information they need to make good human resources decisions about how to train, motivate, and reward organizational members
Feedback from performance appraisal serves a developmental purpose for members of an organization

Pay and Benefits
Rewarding high performing organizational members with raises, bonuses and recognition.
Increased pay provides additional incentive.
Benefits, such as health insurance, reward membership in firm.

Labor relations
Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees’ interests

41
Q

Reliability

A

the degree to which the tool or test measures the same thing each time it is used

Ex: scores should be similar for the same person taking the same test over time.

42
Q

Validity

A

the degree to which the test measures what it is supposed to measure

Ex:how well a physical ability test predicts the job performance of a firefighter.

43
Q

Reasoned Judgement

A

Refers to decisions that require time and effort and result from careful information gathering, generation of alternatives, and evaluation of alternatives.

44
Q

economic feasibility

A

When managers are assessing whether alternative solutions can be accomplished in line with an organization’s performance goals

45
Q

Programmed Decision making

A

Routine or Automatic

46
Q

Autonomy

A

is the degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out.

47
Q

Good Control system should have:

A

be flexible so managers can respond as needed.
provide accurate information about the organization.
provide information in a timely manner.

48
Q

What are the three types of control?

A

Feedforward control

Concurrent control

Feedback control

49
Q

Control process steps

A
  1. Establish the standards of performance, goals, and targets against which performance is to be evaluated.
  2. measure actual performance
  3. Compare actual performance with chosen performance.
  4. Evaluate the result and initiate corrective action (that is, make changes) if the
    standard is not being achieved.
50
Q

Return on investment

A

Most commonly used financial measure, as well as the net income before taxes divided by total assets.

51
Q

Liquidity Ratios

A

measure how well managers have protected organizational resources to be able to meet short-term obligations

52
Q

Leverage ratios

A

measure the degree to which managers use debt or equity to finance ongoing operations

53
Q

A manager in a liaison role manages diversity in an organization by?

A

enabling diverse individuals to coordinate their efforts and cooperate with one another.

54
Q

Which of the following helps ensure that diversity is managed effectively in an organization?

A

Increasing the accuracy of perceptions

55
Q

Which of the following is a result of effectively managing diversity?

A

Increase in retention of valued employees

MGT 331 (2 decks)

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