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MGMT 301 > Exam1 > Flashcards

Exam1 Flashcards

1
Q

Method of intuition

A

seems obvious or self evident

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2
Q

Method of experience

A

holding firm to a belief because it seems consistant with your experiances

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3
Q

Method of authority

A

someone respectable told you

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4
Q

method of science

A

because of scientific studies

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5
Q

Scientific method

A

Theory then hypothesis then collect data then vericfication

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6
Q

correlation

A

(r) describes the relationship between two variables

0 being no relationship and 1 being a perfect relationship

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7
Q

Decision tree for ethical decisions

A

is it legal?
does it maximise share holder value
Is it ethical
would it be ethical to not do it?

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8
Q

Carrol’s Global CSR pyramid

A 
(Top)Philanthropic Responsibility (Be a good global Citizen)
Ethical Responsibility(Be ethical)
Legal Responsibility (Be Legal)
(Bottom) Economic Responsibility
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9
Q

Novo Nordisk Triple Bottom Line

A

Social Responsibility
Environmental Responsibility
Economic Viability

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10
Q

Thomas Dunfee on CSR

A

managers have discretion to act with moral and social motivations beyond mere compliance with the law, within a certain range, at a cost of approximately 1-2% of profits” can be up to 5% in special circumstances
CSR should be linked with a companies core competencies

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11
Q

Social Initiatives

A

voluntarily conducted without profit-making motive:

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12
Q

7 General Moral Principles for managers

A 
Dignity of human life
autonomy (act in a way that demonstrates each persons worth)
Honesty
Loyalty
Fairness
Humaneness
The common good
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13
Q

Self Esteem

A 
Belief about ones own self worth
More educated have higher self esteem
gets higher untill 60 then declines 
can be improved
Established by life experiences and how others treat us
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14
Q

Self Efficacy

A

a persons belief about their chances of successfully completing a task
High self efficacy is associated with success
managers need to nurture self efficacy
Review Page 127

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15
Q

Self Monitoring

A

the extent to which a person observes his or her own self-expressive behavior and adapts it to the situation
Self monitoring is good but too much can make you seem fake

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16
Q

The Big 5 Personality Traits

A 
Conscientiousness
Agreeableness
Nuroticism
Openness to experience
Extraversion
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17
Q

Conscientiousness

A

Dependable, responsible, achievement, oriented, persistent

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18
Q

Agreeableness

A

Trusting, good natured, cooperative, soft hearted

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19
Q

Neuroticism

A

Nervous, moody, emotional, insecure

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20
Q

Openness to experience

A

Intellectual, imaginative, curious, broad minded

Stable Linked to genetics likely to stay the same

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21
Q

Extraversion

A

Outgoing, talkative, social, assertive

Stable Linked to genetics likely to stay the same

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22
Q

Proactive Personality

A

Action-oriented person who shows initiative and perseveres to change things
Common trait found in entrepreneurs

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23
Q

External Locus of conrol

A

lifes outcomes determined by external factors such as luck or fate

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24
Q

internal locus of control

A

one is in charge of their own destiny

high performance
high job satisfaction
less anxiety

possibly less humility because they think that they are solely responsible for all good thing that happen to them

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25
Q

Emotional Intelligence

A

ability to manage oneself and interact with others in a constructive way

the ability to monitor and control your emotions in a constructive way

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26
Q

Tuckmans 5 Stages

A 
Forming
Storming
norming
Performing
adjourning
27
Q

Forming

A

Little agreement
Unclear purpose
Rely on leaders for guidance and direction

28
Q

Storming

A

Conflict increased
Power Struggles
Leaders need to clarify roles and coach

29
Q

Norming

A

agreement and concensous
clear roles and responsibilities
Leaders at this point are facilitators

30
Q

Performing

A

Clear Vision and Purpose
Focus on goal achievment
Team leader is delegation

31
Q

adjourning

A

task complete
hopefully a good feeling about acomplishments
Leader gives recognition

32
Q

Task Roles

A 
Focus on acomplishing goals
Initiator 
Coordinator
Energizer
Recorder
33
Q

Maintenance Roles

A

Foster collaboration and constructive relationships
Encourager (praise)
Harmonizer (mediator)
Compromiser (may suggest a middle ground)
Gatekeeper (tries to engage all members)

34
Q

Groupthink

A

feeling of pressure by members of a group to conform and agree and a tendency to be unwilling to realistically view alternatives

35
Q

Social Loafing

A

a decrease in individual effort as group size increases
Annonimity increases this
lack of accountability

36
Q

Functional Organization

A

Grouped departments based on function ex sales and marketing, production, finance and accounting

37
Q

Divisional Organization

A

grouped based on divisions divisional structures often have a functional structure below them

Type of product/ type of customer
Focus divisison/ excursion division/ gt40 division
or location china division/ america

38
Q

Matrix

A

formed along two dimensions
example divisions along product and along section the ford example

in this sturcture people end up having two boss’s to report to

39
Q

Ways to access Organizational effectiveness

A

Resource Acquisition
Goal Acomplishment
Internal Process
Strategic Constituency satisfaction

Not all of these methods will work with all companies it is best to determine what will work best

40
Q

Resource Acquisition

A

Does the organization acquire the necessary resources to pursue it’s objectives? This increasingly involves successfully attracting and retaining human capital.

41
Q

Goal Acomplishment

A

is the most widely used effectiveness criterion and is simply measured by the extent that the organization achieved its publicly stated goals and objectives.

42
Q

Internal Process

A

Is it functioning with a minimum of internal strain? Is it healthy in that information flows freely and employees are loyal, committed, satisfied and trusted.

43
Q

Strategic Constituency satisfaction

A

Are the demands and expectations of key interest groups and stakeholders at least minimally satisfied

44
Q

Early Warning signs of decline

A

Tolerance of incompetence
Scarcity of Clear Goals and Decision Benchmarks
Outdated Organizational Structure
Decreased Innovation

45
Q

Innovation

A

Requires creativity invention and Integration

It is not enought to just come up with a good idea you have to implement it

46
Q

Seeds of Innovation

A

Some seeds of innovation include:
Hard work in a specific direction – most innovations come from dedicated people working hard to solve a well-defined problem
Hard work with direction change – innovations often occur when people change their approach to solving a problem
Curiosity – curiosity spawns experimentation and inventiveness
Wealth and money – innovations frequently occur because economic viability depends on it
Necessity – required to achieve a larger goal
Combination of seeds – often innovation is a result of multiple factors

47
Q

Cultural Intelegence

A

The ability to interpret ambiguous cross-cultural situations accurately

48
Q

Power Distance (Hofstede)

A

Power distribution in an organization
High power distance is greater inequality in power
Low power distance power is distrubuted more equally
What does a culture expect is something to think about?

49
Q

Masculinity/ Feminityq

A

This is the extent that the culture values stereotypically masculine or feminine traits

Masculine being competitive driven and feminine being nuture driven\

France, Sweden, Denmark, The Netherlands, and Russia are high femininity cultures whereas the US, Japan, and Germany are high masculinity cultures.

50
Q

Uncertanty Avoidance

A

This is the extent that the culture desires highly structured situations and relies on formal rules

The US, Indonesia, and the Netherlands are countries with low uncertainty avoidance whereas Japan, Korea, Russia, France, and Pakistan are high on uncertainty avoidance.

51
Q

Individualism vs Collectivism

A

I and Me Vs We and Us
A good look into this is how the culture would write resumes

Egypt, Nepal, Mexico, India, Japan High collectivist

52
Q

Monochronic vs Poly chronic

A

Polychronic- Time is flexible and multidimensional
punctuality is less important

MonoChonic- time is very important

53
Q

Basic assumptions

A

Values deep to the company so deep that not following them would be unthinkable

Often not visable to the public

Dupont and safety

54
Q

Espoused Values

A

companies stated values

55
Q

Observable Artifacts

A

include dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, and visible behavior exhibited by people and groups.

56
Q

enacted values

A

the values observed by other employees and the manager behavior

57
Q

Competing Values Framework (Clan)

A

Colaboration
Cohesion participation empowerment
Morale people Development Commitment

58
Q

Competing Values Framework (Adhocracy)

A

Create
Adaptability Creativity Agility
Innovation Growth and Cutting edge output

59
Q

Competing Values Framework (Hierarchy)

A

Control
Capable Process Process controll Consistancy Measurement
Efficiency

60
Q

Competing Values Framework (Market)

A

Compete
Customer Focus Productivity Enhancing competitiveness
Market Share Profitability and goal achievment

61
Q

Attraction

A

That is people are attracted to organizations whose attributes are congruent with or similar to their own personal characteristics

62
Q

Selection

A

Organization’s choose applicants with attributes it desires. This is often heavily influenced by the founders of the organization. Organizations do this by screening people on different critical thinking skills or personality measures

63
Q

Attrition

A

People will leave organization if they don’t fit. That is if they feel that the job or culture is not aligned with their abilities or values, they will opt to leave.

64
Q

Socialization into a company

A

anticipatory socialization, encounter, and change and acquisition.

MGMT 301 (2 decks)

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