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MGMT 201 Final > Final Review > Flashcards

Final Review Flashcards

1
Q

characteristics of individuals employed in our firms

A

Diversity

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2
Q

group of people who hold most of the decision-making, power, control of resources and information, and access to rewards

A

Majority group

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3
Q

group of people who are assigned to work in positions that do not involve power, resources, acceptance, or social status

A

Minority group

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4
Q

What two groups from the social system of an organization?

A

Majority and minority groups

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5
Q

advantages of a diverse workforce

A
  • ability to gain and keep market share
  • cost savings
  • increased productivity
  • better quality managers
  • more resilient workforce
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6
Q

statistical data relating to the population and particular groups within it.

A

Demographics

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7
Q

demographic trends in the US

A
  • population is growing more slowly
  • workforce is getting older
  • more women in the workforce
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8
Q

belief one’s group, culture, country, and customs are far superior to those of other groups

A

Ethnocentrism

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9
Q

a preconceived negative judgment, opinion, or assumption about an issue, behavior, or group of people

A

Prejudice

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10
Q

positive or negative assessment of members of a group or their perceived attribute

A

Stereotype

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11
Q

act of treating an issue, person, or behavior unjustly or inequitably on the basis of prejudice or stereotype

A

Discrimination

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12
Q

being one of few members of your group in the organization

A

Tokenism

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13
Q

discrimination against the majority group to help the underrepresented in the organization

A

Reverse discrimination

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14
Q

eliminate barriers and increase opportunities for disadvantaged individuals

A

Affirmative action

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15
Q

differences are acknowledged, accepted, and seen as a significant contributor to the entirety

A

Pluralism

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16
Q

training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce

A

Diversity training

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17
Q

the obligation you have to perform the tasks assigned to you

A

Responsibility

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18
Q

A summary of the objectives of the job, the type of work, the responsibilities and duties, working conditions and relationship to other jobs

A

Job description

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19
Q

right to perform or command

A

Authority

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20
Q

employee’s liability to perform

A

Accountability

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21
Q

delegation (3 steps)

A
  1. assign specific duties to the individual
  2. grant authority to the individual
  3. create obligation
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22
Q

maximum amount of authority delegated to subordinates

A

Decentralization

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23
Q

4 steps of human resources management

A
  1. recruitment
  2. selection
  3. training
  4. performance appraisal
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24
Q

attracting and screening the supply of prospective human resources available to fill a position

A

Recruitment

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25
Q

choosing an individual to hire from all who have been recruited

A

Selection progress

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26
Q

developing qualities in human resources to enable them to be more productive

A

Training

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27
Q

review employee past productive activities to evaluate contributions they have made toward attaining objectives

A

Performance Appraisal

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28
Q

the process of determining who will follow whom in various organizational positions

A

Succession planning

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29
Q

what laws does the EEOC enforce

A

all the anti-discrimination statutes

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30
Q

eliminates barriers and increases opportunities to increase utilization of disadvantaged individuals

A

Affirmative action

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31
Q

process involves modifying an existing organization to increase organizational effectiveness

A

fundamentals of changing an organization

32
Q

what is the relationship between stability and adaptation?

A

high stability and medium adaptation leads to high survival probability

33
Q

what is the most important factor when changing an organization?

A

Change agent

34
Q

change classifications (3)

A
  1. people
  2. structural
  3. technological
35
Q

effort that focuses on improving an organizations capability

A

Organizational Development

36
Q

ways to reduce resistance to change

A
  • avoid surprises
  • promote understanding
  • set the stage for change
  • make the change tentative
37
Q

the general desire or willingness of someone to do something

A

Motivation

38
Q

why is it important that managers are able to motivate their teams?

A

it influences the behaviors of organization members and is the key in reaching organizational objectives

39
Q

focuses on steps occurring when an individual is motivated

A

Process theory

40
Q

Focus on understanding what needs individuals have and how to satisfy them

A

Content theory

41
Q

vroom expectancy theory of motivation

A
  • an individual’s desire to perform a behavior (motivation strength)
  • expectancy, valance, and instrumentality
42
Q

effort will result in performance

A

Expectancy

43
Q

performance will result in reward

A

Instrumentality

44
Q

reward is valued

A

Valence

45
Q

when individuals believe they have been treated unfairly in comparison to other coworkers they react in a way to try to fight the inequity

A

equity theory of motivation

46
Q

states that three needs - achievement, affiliation, and power - are major motives determining people’s behavior in the workplace

A

McClelland’s acquired needs theory

47
Q

guiding the activities of organization members in appropriate directions

A

Influencing

48
Q

largest contributor to an effective oral communication

A

Facial expressions

49
Q

set of values organization members share regarding functioning and existence of organization

A

organizational culture

50
Q

what makes up a culture?

A

Values and norms

51
Q

shared values and goals - cohesion

A

Clan culture

52
Q

flexibility and discretion with an external focus

A

Adhocracy culture

53
Q

formal and structured - internal focus

A

Hierarchy culture

54
Q

Market culture

A

stability and control - emphasizes relationships

55
Q

the process of directing behavior of others toward the accomplishment of an objective

A

Leadership

56
Q

assumed leaders are born and not made and described leader based on a set of characteristics

A

Trait theory of leadership

57
Q

leadership is learned through structure and consideration factors

A

Behavior theory of leadership

58
Q

each instance of leadership is different and requires a unique combination of leaders, followers, and leadership situations

A

Situational approach to leadership

59
Q

manager’s leadership style is only effective if its is appropriate for the maturity level of the followers

A

Life cycle theory of leadership

60
Q

managers can facilitate job performance by showing employees how their performance affects receiving desired results

A

path-goal theory of leadership

61
Q

focuses on increased service to others rather than to oneself

A

Servant leadership

62
Q

blends personal humility with an intense will to build long-range organizational success

A

Level 5 leadership

63
Q

ensuring an event occurs as it was planned to occur

A

Controlling

64
Q

steps in the controlling process

A
  • measuring process
  • comparing measured performance with standard
  • taking corrective action
65
Q

extent to which an individual is able to influence others

A

Power

66
Q

derived from a given position in the organization

A

positional power

67
Q

derived from the manager’s relationship with others

A

Personal power

68
Q

details about project/set of conclusions derived from data analysis

A

Information

69
Q

ensure that specific task are carried out effectively and efficiently

A

Operational control decisions

70
Q

relate to obtaining and using resources to reach objectives

A

Management control decisions

71
Q

relate to determining organizational objectives and actions to achieve those objectives

A

Strategic planning decisions

72
Q

transformation of resources into products

A

Production

73
Q

relationship between the number of units produced and the number of human and other production inputs necessary to produce them

A

Productivity

74
Q

how well a product does what it is intended to do

A

Quality

75
Q

planning system for reducing inventory by having frequent deliveries planned just in time for the delivered products to be assembled into the final product

A

just-in-time (JIT) inventory control

MGMT 201 Final (1 decks)

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