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MGMT 310 > Final > Flashcards

Final Flashcards

1
Q

3 acquired needs

A

need for:

affiliation, achievement, power

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2
Q

need for affiliation

A

desire to excel, solve problems and surpass others

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3
Q

need for achievement

A

desire to maintain social relationships, to be liked and to join groups

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4
Q

need for power

A

desire to influence, coach, teach or encourage

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5
Q

5 bases of power

A

legitimate, reward, coercive, expert, referent

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6
Q

legitimate power

A

formal authority to make decision

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7
Q

reward power

A

obtain compliance by promising or granting rewards

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8
Q

coercive power

A

make threats of punishment and deliver actual punishments

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9
Q

expert power

A

valued knowledge of information

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10
Q

referent power

A

when one’s personal characteristics and social relationships become the reason for compliance

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11
Q

5 styles for conflict handling

A

integrating, obliging, dominating, avoiding, compromising

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12
Q

4 decision making styles

A

directive, analytical, conceptual, behavioral

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13
Q

directive style

A

action oriented decision makers who focus on facts

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14
Q

analytical style

A

careful and slow decision makers who like lots of information

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15
Q

conceptual style

A

intuitive decision makers who involve others in long-term thinking

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16
Q

behavioral style

A

highly people oriented decision makers

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17
Q

3 organizational cultures

A

adhocracy, clan, hierarchy

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18
Q

adhocracy culture

A

has external focus and value flexibility

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19
Q

clan culture

A

has internal focus and value flexibility (rather than stability and control)

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20
Q

hierarchy culture

A

has internal focus which produces a more formalized and structured work environment and values stability and control over flexibility

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21
Q

facilitation

A

a manager informally urges disputing parties to deal directly with each other in a positive and constructive manner

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22
Q

mediation

A

a mediator which is a trained third-party neutral person guides disputing parties in exploring solutions to the conflict

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23
Q

arbitration

A

disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a court like setting

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24
Q

3 decision making biases

A

framing, representativeness, hindsight

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25
framing
relates to the manner in which a question is posed or framed
26
representativeness
estimate the probability of an event occurring
27
hindsight
knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier
28
organizational behavior
an interdisciplinary field dedicated to understanding and managing people at work
29
motivating factors
achievement, recognition, advancement
30
hygiene factors
poor working conditions, low salary, poor company policies
31
mechanistic organizations
rigid bureaucracies with strict rules, narrowly defined tasks, and top down communication
32
organic organizations
flexible networks of multi-talented individuals who perform a variety of tasks
33
avoiding
least effective for resolving conflict
34
4 types of organizational structures
functional, divisional, matrix, horizontal
35
functional structure
groups people according to the business functions they perform
36
divisional structure
segregates employees into org. groups based on similar products or services, customers, or clients or geographic regions
37
matrix structure
combines a vertical structure with a equally strong horizontal overlay. combines functional and divisional chains of command.
38
causes of unethical behavior at work
motivated blindness, slippery slope, ill conceived goals
39
motivated blindness
overlooking the unethical behavior if it is in their best interest to remain ignorant
40
slippery slope
when unethical behavior develops gradually
41
ill conceived goals
when goals are set to promote a desired behavior but they encourage a negative one
42
emotional intelligence
the ability to monitor and control your own feelings and emotions, as well as monitor those of others
43
characteristics of teams
self-managed, cross functional, virtual
44
self-managed
act as their own supervisor, given administrative oversight for their tasks
45
cross functional
specialists from different areas are put on the same team
46
virtual
work together but in different areas via electronic media
47
importance diversity
to achieve diversity of thought utilizing the differences in others
48
organizational climate
employees beliefs about what they see going on at work and beliefs about what is happening to them
49
5 core job characteristics
skill variety, task identity, task significance, autonomy, feedback
50
skill variety
job requires the individual to perform a variety of tasks
51
task identity
when a person works on a project from beginning to end, and sees a tangible result
52
task significance
the extent to which a job affects the lives of other people
53
autonomy
the extent to which the job enables an individual to experience freedom and independence
54
feedback
when an individual receives direct and clear information about his or her performance
55
3 levels of org culture
artifacts, espoused values, enacted values
56
artifacts
the physical manifestation of an organization's culture
57
espoused values
represent the explicitly stated values and norms that are preferred by an organization
58
enacted values
the values and norms that actually are exhibited into employee behavior
59
evidence-based decision-making
process of consciously using the best data and evidence when making managerial decisions
60
3 styles of listening
active, passive, detached
61
active listening
fully invested
62
passive listening
it's not my responsibility to listen
63
detached
uninterested
64
contingency approach
using concepts and tools that are situationally appropriate instead of always relying on one best way
65
effective performance management
process for defining, monitoring, measuring, evaluating and providing feedback regarding performance expectations at work
66
assumptions underlying non-rational models of decision making
the models typically build on assumptions that decision making is uncertain, the decision managers do not possess complete information and managers struggle to make optimal decisions
67
difference between employee engagement and organizational citizenship
org. citizenship spreads goodwill in the larger community
68
change models
unfreezing, changing, refreezing
69
unfreezing
providing the motivation to change
70
changing
the stage when the change actually occurs and you need to provide new information, new behavioral models and new procedures to get the job done
71
refreezing
recognizing and rewarding people who have integrated the change into their daily routine
72
transformational leader
someone who motivates employees to pursue organizational goals above their own self interests
73
extrinsic rewards
come from the environment or others
74
intrinsic
self granted rewards that involve personal satisfaction
75
soft skills
interactions with others, interpersonal skills, and personal attributes
76
5 stages a group goes through as they develop and what happens in each stage
1. forming 2. storming (time of testing) 3. norming (group cohesiveness and team spirit) 4. performing 5. adjourning

MGMT 310 (1 decks)

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