Exam Review Flashcards

Question

Name the 5 types of schemas

Answer 1

Person schemas: forms the ideal that a person strives to be Self-schemas Social schemas Role schemas Script schemas: The instructions to do anything and everything

Answer 2

Stereotyping: grouping objects into simplistic categories based on generalizations Self-fulfilling prophecy: a belief that comes true because people behave as if it is true Halo effect: ascribing positive characteristics to a person formed in one situation to other situations Devil effect: Ascribing negative characteristics to a person formed in one situation to that person in other situations Attribution errors: How people attribute cause to their own and other’s behaviours

Answer 3

Fundamental attribution error: Using internal attributions when explaining the cause of behaviours of others Self-serving bias: Success is due to internal causes / failures are due to external causes Cognitive dissonance: Discomfort caused by holding inconsistent and conflicting sets of cognition

Answer 4

A set of beliefs and goals that serve as guiding principles in one’s life Trans-situational values: Values that are consistent and stable across situations Value priorities: The order of values in terms of importance to one’s life

Answer 5

Achievement: Valuing of personal success by demonstrating one’s competence according to social standards Benevolence: Preservation and enhancement of the welfare of people with whom one is in frequent contact Conformity: Restraint of actions, inclinations, and impulses that are likely to upset or harm others and that might violate social expectations or norms Hedonism: Pleasure and sensuous gratification for oneself Power: One’s social status and prestige, control, or dominance over people and resources Security: Safety, harmony, and stability of society, of relationships, and of self Self-direction: Independent thought and action Stimulation: Excitement, novelty, and challenge in life Tradition: Respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provides Universalism: Understanding, appreciation, tolerance, and protection for the welfare of all people and for nature

Answer 6

Stable patterns of behaviour and internal states of mind that help explain a person’s behavioural tendencies

Answer 7

``` Trait theory (e.g. McCrae and Costa) - Big Five ``` Socio-cognitive theory (Bandura) - Reciprocal determinism - Locus of control Psychoanalytic theory (Freud) Humanist theory (Rogers)

Answer 8

``` Self-actualization Esteem needs Belongingness and love Safety Physiological needs ```

Answer 9

The study, research, and theorizing of the psychological bases for leading the best life possible through positive thinking, feelings, and behaviour Applied to management: positive psychology seeks to understand and to foster civic virtues, social responsibility, altruism, tolerance, happiness, and psychological well-being

Answer 10

Feelings in response or expectation to an object or event

Answer 11

The capacity to recognize our own emotions and the emotions of others The ability to manage our emotions in our relationships with others

Answer 12

Decisions made in the present based on feelings forecasted into the future Impact bias is overestimated intensity in affective forecasting

Answer 13

Two or more people interacting interdependently to achieve a common goal. Two or more people with a common relationship

Answer 14

Formal work groups: Groups that are established by organizations to facilitate the achievement of organizational goals Informal groups: groups that naturally emerge in response to the common interests of organizational members

Answer 15

Forming: the situation is ambiguous and members are aware of their dependency on each other Storming: Conflicts often emerge as roles and responsibilities are sorted out Norming: Members resolve the issues provoked by storming and develop social agreement Performing: The group devotes its energies towards task accomplishment Adjourning: Characterized by concern with wrapping up activities rather than task performance

Answer 16

Role: A set of expected behaviour patterns associated with someone occupying a given position in the unit. Role expectations: How others believe a person within a specific role should act in a given situation

Answer 17

Role Conflict: An individual is confronted by divergent role expectations Role Ambiguity: A person is unclear about his or her role Role Overload: Too much is expected of someone Role Underload: Too little is expected of someone and that person feels that he or she is not contributing to the group

Answer 18

Norms: Acceptable standards of behaviour within a group that are shared by the group’s members ``` Norms define: Performance Appearance Social arrangement: how team members interact Allocation of resources ```

Answer 19

What is a team? A group of people who have different talents and are often assigned different tasks, but who work together towards a common goal through meshing of functions and mutual support Teams differ from groups because a team is psychologically contracted together to achieve common goals, and share responsibility and accountability for outcomes

Answer 20

Problem-solving / Process-improvement Self-managed / Self-directed Cross-functional Virtual: uses computer technology to tie together physically dispersed members in order to achieve a common goal

Answer 21

Process managers: Leaders of the team Conceptual thinkers: source of new and original ideas Radicals: do not accept conventional thinking and solutions, bring an unusual perspective to problem-solving Technicians: specialists on the subject being considered Harmonizers: main aim is to ensure there is a sense of harmony between team members Planners or implementers: Drive for completion of team goals Facilitators: Provide support wherever needed Critical observers: Look for problems, advise caution Politicians or power-seekers: influence team members into their way of thinking, responsible for shaping the team’s views Salespeople or diplomats: Provide a link between the team and other teams

Answer 22

To improve manager’s overall efficiency by selectively distributing work for employees to do

Answer 23

Problems/issues requiring exploration Activities coming within the job scope of the employee Tasks promoting employee development and growth Activities that would save manager’s time

Answer 24

``` Planning Morale problems Coaching Performance reviews Manager’s own assignments from upper management Pet projects ```

Answer 25

Drifting: Individuals come together and define roles Gelling: Like-minded individuals form small groups, team identity is developed under an unofficial leader Unison: Whole team is behaving as a single, highly-organized body under a single leade

Answer 26

Conflict refers to one or more people, groups, or entities perceiving that their interests are or will be negatively affected by the interests of others Conflict may occur when people what the same thing, but access to that same-thing is limited Conflict may occur because parties may actually want different things Conflict can be functional or dysfunctional

Answer 27

Collaborative: Seek win/win solution Avoiding: Lose-lose position because nothing is resolved Forcing: win/lose outcome Accommodating: lose/win outcome Compromise: Both parties win a little or lose a little

Answer 28

Toxic Handling of Organizational Conflict ``` Intention to cause pain Incompetence Infidelity Insensitivity Intrusion Institutional forces Inevitability ```

Answer 29

The ability to produce new and useful results, usually though new developments or novel applications of known facts

Answer 30

1 - A primacy function of management 2 - Provides a method of identifying objects and designing a sequence of programs and activities to achieve these objectives. 3 - Amos and Sarchet: Planning is deciding in advance what to do, how to do it, when to do it, and who to do it. 4 - The work done to predetermine a course of action, in order to provide focus and direction for enhancing the efficiency and effectiveness of the company

Answer 31

Technology Environment Organization

Answer 32

Strategic planning: Defines future activities that are worth doing by the unit/company, to which the company applies its resources effectively to achieve short-term and long-term goals Operational Planning: Defines tasks / events to be accomplished with the least amount of resources, within the shortest time, to assure that the company applies its resources efficiently to achieve its short-term and long-term goals

Answer 33

Entry → Growth → Saturation → Decline | Sales increase from Entry to Saturation and decrease from Saturation to Decline

Answer 34

Mission: Why do we exist, whom are we serving, what do we do to serve them? Mission statement: what the company is now

Answer 35

Vision: Company aspiration Vision statement: what the company would like to be

Answer 36

``` SWOT analysis Sensitivity analysis External benchmarking Technology forecasting Product lifecycle analysis ```

Answer 37

For determining the current status and success of the business at this point

Answer 38

Strengths / Weaknesses / Opportunities / Threats

Answer 39

To analyze where you are now (from SWOT) against where you would like to be in the future

Answer 40

Project management Action planning Design, test, and analysis procedures Operational guidelines

Answer 41

``` Customer-related Process-related Financial Employee-related Competition-related ```

Answer 42

Forecasting Action Planning Issuing policies Establishing procedures

Answer 43

Forecasting: To estimate and predict future conditions and events Purpose of forecasting: Set bounds for possibilities to help focus on specifics Form basis for setting objectives Promote inter-group coordination Provide basis for resources allocation Induce innovation through forecasted needs

Answer 44

The process of establishing specific objectives, action steps, and a schedule and budget related to a predetermined program, task, or project ``` Action Planning Process: 1 - Analyze critical needs 2 - Set objectives 3 - Define KPIs 4 - Specify action steps 5 - Determine dates of task initiation and completion 6 - Develop a budget ```

Answer 45

How to analyze critical needs? Needs are to be defined with respect to position charter, duties, management expectations, and company goals ``` Types of Critical Needs: Development Maintenance Deficiency Strategic Long-term / short-term ```

Answer 46

Objectives are set to satisfy the critical needs | Objectives need to be specific and measurable

Answer 47

Metrics are what takes to measure the attainment of the objectives Metrics need to quantitative Must be defined with the doer’s participation and consent

Answer 48

List major action steps, identify work contents, define sequential relationship between steps, determine resource requirements for each, specify expected results, and assign people to each action step Evaluate risk for completing the steps planned, define contingencies to manage risk

Answer 49

Determine dates of initiation and completion of each task Allow scheduling flexibility (slag) Focus on management of critical path tasks

Answer 50

Determine the basic resource units to accomplish each step Define other resources Review action steps, to see if projected cost exceeds value expected

Answer 51

Policies are directives, promulgated to address repetitive questions and issues of general concern (ex: firing policy) Purpose of policies: Save management time Capture the distilled experience and past learning of the company Facilitate delegation Characteristics of Policies: Applied uniformly Relatively permanent Foster corporate objectives

Answer 52

Procedures are standardized methods of doing work ``` Importance of procedures: Preserve the best way to perform repetitive work Provide the basis for method-improvement Insure standardized action Simplify training Save corporate memory ```

Answer 53

``` Concentrate on critical eeds Chart the work Review the work Propose procedure Improve procedures Formulate / Communicate procedures ```

Answer 54

``` Assumptions People Benefit vs. Cost Small, but Sure Steps Change in Future Commitment ```

Answer 55

Concentrate your efforts Increase motivation and enthusiasm Set priorities

Answer 56

Urgent: Time-rushed, but not critical (you have to answer the phone right away, regardless of who is on the other line). Important: Meaning on what you want to achieve

Answer 57

Goals are unrealistic Circumstances change Being too consumed by a single goal

Answer 58

WHAT do I want to accomplish? WHY do I want to accomplish this? HOW am I going to do it?

Answer 59

Have to be driven by conscience Are goals you feel positive about Important, not necessarily urgent Reflect our four basic needs and capacities Are in our center of focus Are either determinations or concentrations

Answer 60

Physical dimension Spiritual dimension Social dimension Mental dimension

Answer 61

Within our center of influence and within our center of concern

Answer 62

Determinations: Things you are determined to do no matter what Concentrations: Things where you want to focus your time and energy

Answer 63

``` Specific Measurable Attainable Realistic Time-Bound ```

Answer 64

Organize → Act → Evaluate

Answer 65

Sharing your power with people over whom you have power. | Empowerment occurs when team members are given authority to make decisions that were previously reserved for managers

Answer 66

Ideas: Two heads are better than one philosophy. Empowerment solicits input from team members Synergism: One idea sparking a new idea in another member, etc… Ownership: Team members identify with the project and become committed to its success

Answer 67

Empowerment forces them to change their routine | Does not fully understand their new roles

Answer 68

Train team members in methods for generating ideas (brainstorming) Get underway slowly

Answer 69

A person who undertakes and operates a new venture, and assumes accountability for the inherent risks An individual who sees an opportunity that others do not and marshalls the resources to exploit it

Answer 70

To be independent To choose the nature of your occupation To earn more money To meet familial commitments

Answer 71

Richard Cantillon (1755): Arbitrage and the bearing of uncertainty Jean-Baptiste Say (1828): Co-ordination of factors of production Joesef Schumpter (1934 - 1939): Innovation Leibenstein (1968): Leadership and Motivation

Answer 72

``` Need for achievement Creativity Perseverance Optimism Independence ```

Answer 73

Currently, there are university programs that offer entrepreneurship classes Historically, it was a born-trait Only by doing can one become an entrepreneur Instructors in entrepreneurship can only assist you Failure / Success of Entrepreneurship depends on: Personal skills, experience, timing, and luck

Answer 74

Arrange and relate the work, so that it can be done efficiently by people.

Answer 75

``` Ensure that important work is done Provide continuity Form basis for salary administration Aid delegation Promote growth and diversification Encourage teamwork Stimulate creativity ```

Answer 76

Organizing involves defining activities that are necessary to achieve planned goals or objectives, obtaining resources, establishing informal- and reporting relationships among people, and allocating planning sub-goals to those people

Answer 77

Contingency: something that management cannot avoid Contingencies arise from routines, rather than emergencies, as facts of organizational life, and have to be acknowledged and dealt with. Different organizations face different contingencies; how they handle these contingencies is reflected in their organizational design

Answer 78

Contingency Theory: The dominant theory of organizational design Key Tenants of Contingency Theory: Suggests that there are several key contingencies that shape organizations, no matter where in the world they are The basic idea of contingency approaches is to stress that all organizations have to deal with a predictable number of contingencies Contingencies will shape the organization’s design as it adapts to them

Answer 79

Environment: The more certain and predictable the environments in which organizations operate, the more probable it is that they will have bureaucratic structures Technology: As organizations adopt more routinized technologies (that is, technologies with repetition and routines associated with them), they tend to become more bureaucratic Size: As organizations become bigger, they become more bureaucratic

Answer 80

To what degree are tasks subdivided into separated jobs? Work specialization On what basis will jobs be grouped together? Departmentalization To whom do individuals and groups report? Chain of command How many individuals can a manager efficiently and effectively handle? Span of control Where does the decision-making authority lie? Centralization and decentralization To what degree will there be rules and regulations to direct employees and managers? Formalization

Answer 81

The degree to which tasks in the organization are subdivided into separate jobs. Benefits: Efficiency - Less time changing tasks, putting equipment away - Easier to train employees Downsides: Boredom, stress, low productivity, high turnover, increased absenteeism

Answer 82

``` Departmentalization: The basis on which jobs are grouped together Types: Functional Discipline Product Geographic Customer ```

Answer 83

Functional Organization: Members are grouped into teams / departments by FUNCTION When to Use Functional Organizations - Organizations with high relative stability of workflow and limited product diversity (certain manufacturing operations, process industries) - Startup companies - Organizations with narrow product ranges, simple marketing pattern, and few production sites

Answer 84

Members are grouped into teams by discipline Favoured by universities, governmental laboratories and other R&D organizations Promote innovative pursuits in individual disciplines, allowing employees to drill down to deeper knowledge levels without requiring much coordination with others

Answer 85

``` Pros: Focuses on end products or geographical regions Facilitates coordination Encourages management development Provides for decentralization Promotes growth ``` ``` Cons: High cost due to layers, autonomy, or duplicated facilities Requires management talents Technical obsolescence of specialists Changes take time to take effect ```

Answer 86

Ex: Bombardier commercial aircraft vs. business aircraft | Able to focus more on the unique needs of customers, who may require very different services and/or products

Answer 87

The unbroken line of authority that extends from the top of the organization to the lowest level and clarifies the responsibilities and accountabilities

Answer 88

Responsibility: Duty to perform work efficiently and in a professional manner

Answer 89

Accountability: Upwards directed obligation for securing the desired results

Answer 90

Authority: Who has the right to give orders and expect them to be obeyed

Answer 91

Unity of command: Subordinates should have only one superior

Answer 92

Assignment of authority to another person to carry out specific duties, allowing the employee to make some of the decisions

Answer 93

Pyramid Organizational Structure: Many levels, small span of control Flat Organizational Structure: Few levels, large span of control

Answer 94

Number of subordinates that can be efficiently and effectively managed

Answer 95

Centralization: The degree to which decision-making is concentrated at a single point. Usually in centralization, decisions are concentrated at the top as the ‘single point’ Decentralization: Decentralization of processes practices, rules, etc…, in order to increase ability to adapt to constantly changing environments

Answer 96

How standardized are the jobs? High formalization means employees have little discretion Low formalization means employees have more freedom

Answer 97

Identified by Burns and Stalker in 1961

Answer 98

Formal and specialized, with precise role prescriptions for each task and responsibility (i.e. hierarchy of command and control) ``` Characteristics of Mechanistic Organizations: More frequently found in stable organizations High specialization Rigid departmentalization Clear chains of command Narrow span of control Centralization High formalization ```

Answer 99

Simpler in structural terms, in which individuals are allowed space in which they develop their creativity More frequently found in smaller firms, that operate in highly uncertain environments, and oriented to discovery and learning ``` Characteristics of Organistic Organizations: Cross-functional teams Cross-hierarchical teams Free flow of information Wide span of control Decentralization Low formalization ```

Answer 100

A structure characterized by a low degrees of departmentalization, wide spans of control, and authority centralized in a single person Strengths: Simplicity: fast, flexible, inexpensive Weaknesses: Works best in small organizations Can slow down decision-making Can be risky as it relies on one person to make all the decisions

Answer 101

Represent more than 70 percent of Canadian employment and more than 30 percent of the GDP Family businesses face both family/personal relations and business/management relations Family businesses must manage the conflicts found within families as well as the normal business issues that arise for any business

Answer 102

Breaks the “unity of command” principle. Employees have more than one boss. Example: a functional manager and a project manager Pros: Project managers focus on schedule and cost; functional managers on quality and experience Workload balance Increased exposure for employees ``` Cons: Dual reporting Severe conflicts among managers Delicate balance of power (people versus money/time) Communication problems ```

Answer 103

PMs have money under control, mandate to authorize work with top management support FMs have manpower, skills, knowledge, facilities, and owns funds to support people

Answer 104

Organizational designs for structures seeking to be non-bureaucratic Stressing flat structures Multi-skilled capabilities rather than a rigid division of labour Informality rather than a high degree of formality

Answer 105

Breaking the boundaries internally: Team Organizations Breaking the boundaries externally: Modular Organizations; Network Organizations Breaking the boundaries externally and internally: Boundaryless Organization

Answer 106

Team members “on loan” from functional organizations to eliminate organizational conflicts Team leader in full control Short term high-priority tasks/projects Ex: Product team, special task force Purpose: To create recommendations, to make or do things, and to run things

Answer 107

Modular Organization: A small core organization that outsources major business functions Advantages: Can devote technical and managerial talent to most critical activities Can respond more quickly to environmental changes Increased focus on customers and markets Disadvantages: Reduces management’s control over business Relies on outsiders to get the job done

Answer 108

Network Organization: A continually-evolving network of independent companies - suppliers, customers, even competitors - linked together to share skills, costs, and access to one another’s markets Advantages: Organizations can share costs and skills Provides access to global markets Increases market responsiveness Disadvantages: Companies give up operational and strategic control to work together Managers need to be more flexible, to acquire new skills

Answer 109

An organization that seeks to eliminate the chain of command, have limitless spans of control, and replaces departments with empowered teams

Answer 110

Sole Proprietorship The Partnership The Corporation The Cooperative

Answer 111

Sole Proprietorship: A business owned and operated by a single person ``` Advantages: Simple to organize and shut down Has few legal restrictions Owner is free to make all the decisions Profit is taxed only once ``` Disadvantages: Owner faces unlimited liability for business debts Owner’s personal assets may be seized to pay off debt May find it difficult to raise capital Duration of the business is limited to the life of the proprietor

Answer 112

The Partnership: An association of two or more partners to carry on as co-owners of a business for profit Still easy to organize Relatively few legal restrictions Synergy of several people, but divided decisions-making Normally partners have unlimited liability

Answer 113

The Corporation: Legal entities owned by shareholders, who in general have no liability beyond the loss of the value of their stock ``` Advantages: Corporations have perpetual life Easier to raise money Transfer of ownership Change of management ``` Disadvantages: More difficult and expensive to organize a corporation Corporate income is taxed twice Corporations are subject to many controls

Answer 114

It is a business organization owned and operated by a group of individuals for their mutual benefit A cooperative may also be defined as a business owned and controlled equally by the people who use its services or who work at it

Answer 115

Process of getting detailed information about jobs in order to allocate tasks into a job ``` Knowledge is needed for: Staffing Training Performance appraisal Other HR functions ```

Answer 116

Job Analysis Methods: Evaluation based on the job nature or based on the job relations with the other jobs, and its outputs Position Analysis Questionnaire: One of the broadest and most researched - Information input and mental processes - Work output - Relationships with other persons - Job context and other characteristics Task Analysis Inventory: Focuses on the tasks performed in a particular job - Several variations exist

Answer 117

Work Flow in Organizations: Process of organizing work into tasks required for a job Raw Inputs --> Activitiy --> Output Raw Inputs: What materials, data, and information are needed? Equipment: What special equipment, facilities, and systems are needed? Human Resources: What competencies are needed by those performing the tasK? Activity: What tasks are required in the production of the output Output: What products, info, or service is provided? How is the output measured?

Answer 118

Job: A set of related duties/responsibilities for one or more employees Position: Collection of tasks/responsibilities performed by one person

Answer 119

Job Design: The process of defining the way work will be performed and the tasks that a given job requires. Job Redesign: Changing an existing job design

Answer 120

1. Specialized and Industrial Engineering Considerations Work simplification ``` 2. Behavioural Considerations: Job enlargement Job rotation Job enrichment Team-based job designs ``` 3. Human Engineering Considerations: Ergonomics

Answer 121

1. Design for Mental Capacity Filtering information Clear displays and instructions Memory aids 2. Design for Safety and Health Ergonomics ``` 3. Design for Motivation: Job enlargement Job enrichment Teamwork Flexibility ``` 4. Design for Efficiency: Industrial Engineering

Answer 122

Identification information: Job title, location, and source of job analysis information 2. Job Summary: Short statement summarizing the responsibilities of the position in the organizational structure 3. Job Duties and Responsibilities: The top 3-5 responsibilities, in detail 4. Job Specifications: Knowledge and skills required to carry out the job duties and responsibilities 5. Minimum Qualifications: Basic standards to be met in order to be successful in the position, such as education, certification, and years of experience

Answer 123

Step 1: Identify what information will be used for Step 2: Review relevant background information Step 3: Select representative positions/jobs to be analyzed Step 4: Analyze the job Step 5: Review analysis with incumbent/supervisor Step 6: Develop job description/job specification

Answer 124

Step 1: Contact the HR Department Step 2: Look for candidates within your own organization Step 3: Recruitment Step 4: Evaluating Applications and Resumes Step 5: Preparing for an Interview Step 6: Interviewing Step 7: Making the Hiring Decision

Answer 125

``` Education Work experience Skills Personal info References ```

Answer 126

``` Questions that should be asked: Education Previous Experience Accomplishments Skills Personal characteristics - Weaknesses - Motivations - Originality - Working with Others ``` ``` Questions that should not be asked (illegal from the Equal Employment Opportunity Act by Pres. Lyndon B. Johnson): Age Religion Origin of nationality Marital status Number of children ```

Answer 127

1. Overemphasizing appearance: Hiring people who are physically attractive 2. Succumbing to the halo effect (when the candidate has one outstanding characteristic and you apply it to their entire character) vs. the pitchfork effect (applying one bad trait to their entire character)

Answer 128

``` Letter of recommendation Application Forms Ability tests Personality tests Interviews Assessment centers Drug tests Honesty tests Reference checks Handwriting analysis ```

Answer 129

Intelligence tests Aptitude tests Performance tests Personality tests

Answer 130

``` Title of job Starting date Salary Benefits Working hours Location of job Deadline to accept the offer ```

Answer 131

The art or process of influencing people so that they will strive willingly towards the achievement of group goals To cause people to take effective action for attaining organizational goals, willingly

Answer 132

Trait approach Situational approach Fiedler’s contingency approach (combines trait and situational)

Answer 133

1. Personal Attributes: Energy, appearance, height, etc… 2. Personality Attributes: Adaptability, aggressiveness, enthusiasm, self-confidence 3. Task-Related Characteristics: Achievement, drive, persistence, initiative 4. Social Characteristics: Cooperativeness, interpersonal skills, administrative ability 5. Physical Qualities: Health, vitality, etc… 6. Character Attributes: Integrity, humanism, etc… 7. Intellectual Qualities: Mental capacity, ability to teach others, etc…

Answer 134

ituational Leadership: A graph of Supportive Relationship Behaviour vs. Task Behaviour Directive Low Relationship and Low Task: Delegating High Relationship and Low Task: Participating High Relationship and High Task: Selling Low Relationship and High Task: Telling

Answer 135

EI is the best predictor of who will emerge as a leader IQ and technical skills are “threshold capabilities” → necessary, but not sufficient requirements for leadership Leaders need to be self-aware, self-managed, self-motivated, emphatic, and have extensive social skills → all components of EI

Answer 136

Autocratic: demands power Maintains authority from his position One who tells Diplomatic: sells his power His authority is achieved through personality and he generally works through obtaining power One who sells Consultative: accepts power Receives authority by his reputation and simply accepts power One who consults Participative: rejects power Gains authority through is competence and usually rejects power One who joins

Answer 137

Telling: tells them exactly what needs to be done Persuading: Persuades team to accept the solution Consulting: Discuss with team and chooses most promising option Joining: Involved in group conversations Giving: Give them hints regarding the solution

Answer 138

Managerial Grid: Used to identify and measure leadership behaviours Concern for people vs. concern for production

Answer 139

Corrective action Integrity Keep informed Group participation

Answer 140

Coaching: The process of developing and enhancing employees’ job competencies and capabilities through constructive suggestions and encouragement Mentoring: The process of passing on the job expertise, skills, and knowledge in order to develop a protege

Answer 141

``` Trust building Empathy Active listening Influence tactics Set goals Monitor performance Feedback Encourage positive actions Discourage negative actions ```

Answer 142

Manager: - Engages in quotidian activities - Exhibits supervisory behaviour - Administers subsystems within the organization - Asks how and when to engages standard practice - Acts within the established culture of the organization - Status quo supported and stabilizer Leader: - Formulates long term objectives for reforming the system - Asks what and why to change about standard behaviour - Status quo challengers and change-creator

Answer 143

ransactional Leadership: The leader will provide certain resources in exchange for the employee’s pay raise Fairly routine style of leadership Ensures employees do exactly what is expected of them Has been linked with higher employee performance Characteristics of Transactional Leadership: Contingent reward Management by exception Laissez-faire

Answer 144

Transformational Leadership: Motivate and inspire employees to perform beyond expectations Helps them develop a strong emotional attachment to the leader, the work unit, and the organization as a whole ``` Characteristics of Transformational Leaders: Charisma Inspiration Intellectual stimulation Individualized consideration ```

Answer 145

Manage themselves well Committed to a purpose outside themselves Build their competence and focus their efforts for maximum impact Courageous, honest, and credible

Answer 146

Reflecting on and recommending concepts of right and wrong behaviour.

Answer 147

Meeting or exceeding legal and normative mandated standards, by considering the greater good of the widest possible community within which organizations exist Regard to the environment, social, economic, legal, ethical, and philanthropic impact of the organizations way of conducting business and the activities they undertake The continuing commitment by businesses to behave ethically and contribute to the economic development while improving the quality of life of the workforce and their families as well as that of the local community and of society at large

Answer 148

A rhetorical device employed by corporations to legitimize the corporate form and accomodate the social conscience of its customer

Answer 149

Individuals or groups with a vested interest or “stake” in a given decision or project

Answer 150

A sustained use of resources would leave the world short of nothing that was depleted in any process Ensuring nothing deleterious to the world’s natural systems resulted from whatever processes that were being undertaken The integrational philosophy meeting the needs of today’s generation without compromising future generations’ ability to meet their needs

Answer 151

Business Ethics: How businesses ought to act in an ethical way Some ideas that a business can never be judged ethical or unethical; organizations must do what they can to fulfill their functions within the market mechanism Should an organization ensure it meets all socially-desirable needs and wants relevant to its practices?

Answer 152

Normative Ethics: Seeks to establish means of judging whether a practice is right or wrong Descriptive Approach: Does not seek normative guidelines, but rather is applied to monitor and describe the outcomes

Answer 153

Philanthropy: Love of humanity Private initiatives for public good focusing on quality of life Charity: Similar to philanthropy, but exists to relieve the pains of social problems, whereas philanthropy attempts to solve these problems at their root causes

Answer 154

The practice of companies by which they target their respective charitable and philanthropic activities around a specific issues or cause that will in turn support their business objective.

Answer 155

Ethics as Individual Responsibility: - Ethics is the responsibility of the individual, not the business - Unethical organizational behaviour is due to “bad apples” within the organization - Ethics is a managerial moral task - Ethics resides solely within the free will of the individual - Organizations are ethically questionable and it is up to the manager to make sense of and practice ethics Ethics as Bureaucratic Responsibility: - The shape of the organization must be ethical - Can a business ever be ethical if profitability is its foremost goal? - Maximizing one’s own interest will always be done at the expense of the other Ethics as Practice: - Ethics is what we do in social contexts - Enacted through specific discourses - Expressed in and through the categories used in everyday language - Practices at work: challenges in designing ethical behavioural changes

Answer 156

Risk society: One in which the life-threatening disasters that society might be subject to cannot be controlled within a specific territory Corporate greening: A process that involves trying to adopt green principles and practices in as many facets of the business as it is possible to do so Learning to be green: - Lifelong learning - Developing critical thinking - Building citizenship: don’t think just as employees, but as citizens - Foster environmental literacy - Nurturing ecological wisdom

Answer 157

Occurs when persons or groups transmit information, ideas, and concepts between them

Answer 158

1. Know your subject 2. Know your audience 3. Say it well No mumbling, don’t speak too fast or too slowly, and avoid mispronunciations Avoid “word whiskers” = uhms, ehs, you know’s, etc… ``` 4. Use images, diagrams, visual aids: A picture is worth a thousand words Flip charts and chalkboards Overhead projectors Slide presentations Videos or films ``` ``` 5. Listen to what others communicate to you Eliminate distractions Get rid of excessive paper Don’t get too comfortable Be an active listener Be an empathetic listener Take notes ``` 6. Learn to read body language Gestures Facial expressions Movements 7. Minimize the use of channels 8. Improve your written communication: Formal language tends to be expected Be concise

Answer 159

Assumptions made by the communicator about the listener Preconceptions: People hear what they expect to hear Prejudices: Your biases against a person influence the way the message is received

Answer 160

Clear Complete Concise

Answer 161

Headline your main point Break the story into separate sections for each subsidiary point Use an asterix or bullet to highlight key points Where appropriate, use visual aids

Answer 162

Briefly state the purpose of the report Present a summary and some recommendations Provide a detailed backup

Answer 163

The sum of values and beliefs of a specific group of people or population

Answer 164

1. National cultures | 2. Organizational cultures

Answer 165

Consists of learned patterns of behaviour which is common to a given society The unique lifestyle of a particular group of people Is learned, not innate The various aspects of culture are interrelated Culture is shared, with immersive and invasive characteristics Defines the invisible boundaries of different groups Could be extensive training program

Answer 166

Hofstede's cultural theory applies to National Cultures 1. Power-Distance Index 2. Individualism 3. Masculinity 4. Uncertainty Avoidance Index 5. Long-Term Orientation

Answer 167

The extent to which a society accepts the fact that power in institutions and organizations is distributed unequally In an organizational setting, this dimension aims at assessing the extent to which less powerful members of organizations accept the unequal distribution of power

Answer 168

The extent to which people in a society feel threatened by ambiguous situations and the extent to which they try to avoid these situations by providing greater career stability, establishing formal rules, and accepting the possibility of absolute truths and attainment of expertise

Answer 169

Masculinity: The extent to which the dominant values in society emphasize assertiveness and the acquisition of money and things, while not particularly concerned for people Femininity: The extent to which the dominant values in society emphasize relationships among people, concern for others, and the overall quality of life

Answer 170

Individualism: Characterized by definitions of an individual independent entities. It implies loosely-knit social frameworks in which people are supposed to take care of only themselves and their immediate families Collectivism: Characterized by tight social frameworks in which people distinguish between their own group and other groups

Answer 171

Each country has just one dominant culture

Answer 172

``` Process-oriented vs. Results-oriented Job-oriented vs. Employee-oriented Professional vs. Parochial Open systems vs. Closed systems Tightly controlled vs. Loosely controlled Pragmatic vs. Normative ```

Answer 173

National Cultures: Anthropology issues Given facts for management Organizational Cultures: Sociology issues Somewhat manageable

Answer 174

Globalization of economy People of diverse cultures usually work together to achieve common goals Miscommunication may lead to misunderstandings, and even project failures

Answer 175

The other person sees the situation the same way you do The other person is making the same assumptions that you are The communication situation has no relationship to past events The other person’s understanding is based on your logic, not their own feelings The other person is the one who has a problem Other cultures want to become more like yours, and therefore, the other person is becoming more like you

Answer 176

``` Setting communication objectives Choosing a communication style Enhancing credibility Overcoming language difficulties Using appropriate non verbal behaviours ```

Answer 177

Mass marketing vs. Customized marketing International marketing and national marketing Tradition-Based vs. Modern-Based

Answer 178

Culture defines acceptable purchasing- and product-used behaviours for both consumers and businesses Each element of culture influences each components of the marketing mix Marketing also influences culture, especially by contributing to cultural borrowing and change

Answer 179

Deal-focused vs. relationship-focused models Formal vs. informal modes Rigid-time vs. fluid-time cultures Expressive vs. reserved cultures

Answer 180

Cultural impacts of marketing: International vs. domestic marketing The standardization versus adaptation in cross-cultural marketing Cross-cultural dimensions of marketing research Cross-cultural aspects of marketing mix

Answer 181

Be sensitive to taboos Respect another’s cultural differences Be culturally neutral Never assume transferability of a concept from one culture to another Get cultural informants involved into the decision-making

Answer 182

Selection on the basis of both technical- and personality-based factors Training on cultural sensitivity Spousal preparation for the assignment, especially for dual-career couples Organizational support before and during the assignment Host country workforce preparations for the expatriate; cultural-sensitivity training

Answer 183

``` Unfair treatment of employees Excessive emphasis on status Non-recognition of achievement Petty regulations Poor communication ```

Answer 184

Motive: A consideration or motion that excites action Drive: To urge a long, to hurry on, to furnish motive power to

Answer 185

Motivation: A motivating force, an incentive A stage or condition that activates and gives direction to thoughts, feelings, and actions A force which excites and drives a person to action Characteristics: Motivation results in drive Motivations are subjective and qualitative Motivation cannot be measured Varies with time and with a person’s individual characteristics A psychological entity It causes action which is done subconsciously and emotionally with reasons behind it not always clearly definable

Answer 186

``` Primary: Instinct Hunger Thirst Pain avoidance Etc ``` Secondary: These are learned Behaviours that give pleasure

Answer 187

Abraham Maslow: Needs Theory Most common Frederick Herzberg: Job Attitudes Theory Vroom: Expectancy Theory Douglas McGregor: Assumptions Theory David McClelland: Needs Theory

Answer 188

``` Higher Levels: Transcendance Self-actualization Aesthetic Needs Esteem Needs Belongingness and Love Needs ``` Lower Levels: Safety Needs Physiological Needs

Answer 189

Survival: A universal need for the necessities of life (food, water, etc…)

Answer 190

Security: What allows us to keep the necessities for survival (weapons, a hearth, etc…)

Answer 191

Belonging: A social need; acceptance of the individual by the group. Only important after security is obtained

Answer 192

Ego: The need for recognition of accomplishments and status, as denoted by respect from others or by symbols of rank

Answer 193

Self-Fulfilment: Being challenged, having responsibility and variety, and possessing a sense of accomplishment

Answer 194

A higher level need only arises when the ones below it are satisfied A satisfied need no longer dominates and individual’s behaviour; the next higher need takes over An unsatisfied need acts as a motivator. Note that higher-level needs can never be completely satisfied

Answer 195

David McClelland’s Trio of Needs: Postulated that each person is motivated by one of these three needs: 1. Need for Power: A person is motivated by influencing others. Exercising power is more important than achieving goals. Power is desired for power’s sake, not as a means for achieving an aim 2. Need for affiliation: A person is motivated by the need for social intercourse and the need to belong to a group 3. Need for achievement: The person is motivated by the need to meet goals. No motivation occurs on receipt of money, praise, or what-have-you, except when taken as sign of the completion of a goal.

Answer 196

McGregor put forward two extremes of management style: Theory X and Theory Y Actual behaviour lies somewhere in between, although most people have a bias to one side or the other Theory X and Y make assumptions about the workers

Answer 197

Management must change a worker’s attitudes, direct their efforts, control their actions Must be present to control works or else they would run the organization into the ground Can be characterized as “carrot and stick” motivation → this works in some instances, but only for a short time

Answer 198

Workers have learnt their bad behaviour through past bad experiences Using motivation and calling on their innate capacity to improve, management should set the stage for workers to improve upon these behaviours Management should integrate their workers into a system. All workers’ goal should be to become a factor in achieving the organization’s goal.

Answer 199

Herzberg’s Two Factor Theory: Two factors can affect job attitudes. Human needs can be grouped into two levels: Higher and Lower Lower level needs / Extrinsic Factors / Hygiene Factors / Dissatisfiers: Pay and working conditions If absent, create dissatisfaction. If present, do not create satisfaction High Level Needs / Intrinsic Factors / Motivators / Satisfiers: Doing a challenging job, having responsibility for the task being done, getting recognition for work well done, and belonging to a group If absent, inhibits satisfaction, but does not create dissatisfaction Both are needed to minimize dissatisfaction and maximize satisfaction.

Answer 200

Vroom’s Expectancy Theory: A person’s motivation to achieve a goal is dependent on the value that the person places on achieving the goal and the expectancy of attaining it. There are three important aspects: 1. Effort-to-performance expectancy: The probability that effort will lead to high performance 2. Performance-to-outcome expectancy: The probability that performance will lead to a reward 3. Valence: Measure of strength in these beliefs

Answer 201

Maximum motivation is obtained when people want to attain the goals and feel that they control the means for achieving these

Answer 202

Inspiring them Challenging them Stimulating them

Answer 203

``` Interest in work matter Usefulness of work Desire to achieve Self-confidence Self-esteem ```

Answer 204

The approval of others By overcoming challenges By individual needs / desires / wants

Answer 205

Manager’s Expectations on Employee Motivation: Hold high, but realistic expectations. A manager’s expectation of the employee has a high effect on the employee’s performance Employee Expectation on Employee Motivation: Set achievable goals for themselves

Answer 206

1. Financial - Piece-rate pay: Payment for each item produced - Commision: Payment on value of sales achieved - Profit-related pay: Gives employee a share in the profits earned by the business - Performance-related pay - Share ownership: Employees have shares in the company they work for Non-financial - Job enlargement - Job rotation - Job enrichment - Team working and empowerment

Answer 207

Controlling: Work done by managers to assess and regulate work in progress and to evaluate results obtained. For the purpose of: Securing and maintaining maximum productivity Reducing and preventing unacceptable performance

Answer 208

``` Primarily administrative and operational Critical to implementation of any plan Important to delegation Important to company renewal Balance between operational efficiency and staff creativity and innovation = Four Levels of Control ```

Answer 209

Output-Based | Process-Based

Answer 210

Falsifying data, inventing excuses, sabotage, etc…

Answer 211

``` Accuracy Timeliness Flexibility Cost-effectiveness Understandability Realistic Control at all levels Balance between objectivity and subjectivity ```

Answer 212

Pareto Principle: Principle of the Critical Few: 20% of factors affective 80% of the results. Therefore, control the few

Answer 213

Setting Standards Measuring Performance Evaluating Performance Controlling Performance

Answer 214

Standards: Define the results that are expected from a person performing a job, state what behaviours or results are expected for performance to be considered satisfactory Standards should be: Specific Measureable Realistic

Answer 215

Technical Standards: Product unit cost, Mean time between failures, ROI, etc… Historical Standards: Own metrics in the past, internal benchmarking Planning Standards: Cost leadership target, expected profit, expected sales revenue Market Standard: Order processing cost, market share, time to market, external benchmarking Other Standards: Health standards, environmental quality, self-imposed performance metrics

Answer 216

Subjectivity: Setting unrealistically high standards Fear of not meeting standards Lack of consideration: For human factors and such

Answer 217

Benchmarking: A method of defining performance standards in relation to a set of references Internal benchmarking: How I compare with myself over the years External: How I compare with peers in industry

Answer 218

Financial Non-financial: Customer metrics Product-related: aspects of production

Answer 219

No forecast of the future, only applies to current practices | Some data may not be available

Answer 220

Step 1: Collect and analyze work being done and results obtained Step 2: Compare performance against established standards Step 3: Document results of measurement

Answer 221

Step 1: Appraise work in progress or completed work and provide feedback Step 2: Focus on deviation tends to encourage self-appraisal and foster initiative

Answer 222

The provide a framework for discussing a worker’s overall work record Become more objective and enable team leaders to compare all members of the team against the same criteria Provide helpful data for determining what type of additional training team members need Can help determine salary increases and bonuses Their formality causes employees to be taken more seriously Can be used as a vehicle for goal-setting and goal-planning

Answer 223

Stressful Uncomfortable team leaders and unhappy associates Poorly designed, can create more problems than solutions

Answer 224

Trait-Based Approach | Results-Oriented Approach

Answer 225

``` Trait-Based Appraisal System: Evaluation system in which a series of traits are listed. Excellent, very good, average, needs improvement, unsatisfactory Quality of work Quantity of work Job knowledge Dependability Ability to take instruction Initiative Creativity Cooperation ```

Answer 226

The Halo Effect: One trait is so greatly appreciated by managers, they rate all others very highly. The Pitchfork Effect: Same as Halo, but for a bad trait Personal biases Latest behaviour

Answer 227

Clarify standards Establish criteria for rating Try to overcome personal biases Have specific examples of unsatisfactory behaviour

Answer 228

A Key Results Area is an aspect of a job on which employees must concentrate time and attention to ensure that they achieve the goals of the job For every job, the team leader and the people doing the job agree on the KRAs for the job The team leader and team members establish results that are expected from the team members in each of the KRAs During a formal review, the results an employee gained in each of the KRAs is measured against what was expected A numerical scale is used in some organizations to rate employees on how closely they come to reaching their goals OR a narrative report is compiled to sumarie what has been accomplished and to comment on its significance

Answer 229

Setting unrealistic expectations: when the team leader and team members agree on the KRAs and results Not all goals are equally important: Consider the value of the expectation in comparison to the overall goals of the team and the company Intangible goals are more difficult to measure

Answer 230

Focus on location where action takes place Induce self-imposed control Avoid widespread control Manage expectation Strive for flexible and coordinated control

Answer 231

``` Managerial time Personnel Business Relationship Project Quality Knowledge ```

Answer 232

Absence of clear roles and responsibilities Poor self-discipline Lack of effective delegation Poor communication

Answer 233

The amount of supervision required is inverse to the level of skill the employee has

Answer 234

Diagnostic System: Management demands standardized behaviour and exercises control Belief System: Communicate core value, mission, and vision, to encourage employees to add value Boundary System: Specify what is off-limits Interactive Control Systems: Senior management monitors and interacts with low-level decision makers to stay abreast

Answer 235

Use Belief System and Interactive Control to set performance and business conduct guidelines Apply performance guidelines and Diagnostic System to improve operational efficiency Implement business conduct guidelines and Boundary System to improve creativity

Answer 236

Who one knows and how well is an important competitive advantage

Answer 237

``` Understand objectives and constraints Use tools to plan and manage the project Monitor costs, due dates, critical path activities Control plan deviations Induce collaboration among team members Resolve problems and conflicts timely Communicate constantly ```

Answer 238

Knowledge refers to corporate intellectual property Managers are responsible for developing, preserving, and applying corporate knowledge Set knowledge reporting and management policy Major difficulties: Knowledge is disperse and not shared

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