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Management > Management Exam #2 > Flashcards

Management Exam #2 Flashcards

1
Q

Work Attitudes

A

Our opinions, beliefs, and feelings about different aspects of our environment

2 TYPES: JOB SATISFACTION
ORGANIZATIONAL COMMITMENT

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2
Q

Job Satisfaction

A

Feelings people have toward their job

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3
Q

Organizational
Commitment

A

Emotional attachment people have toward the company they work for

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4
Q

How does job satisfaction correlate with
different facets of work?

A

Pay- Moderate correlation
Promotion- Moderate correlation
Supervision- Strong correlation
Coworker- Strong Correlation
Work itself- Strong correlation

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5
Q

What contributes to positive work attitudes?

A

a. Personality
b. Person-environment fit
c. Job characteristics
d. Psychological contract
e. Org justice
f. Work relationships
g. Stress
h. Work-life balance

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6
Q

Personality

A

-People who generally experience positive moods, tend to be more satisfied with their jobs and more committed

-People with high generalized self-efficacy, high self-esteem, internal locus of control, and low levels of neuroticism→ high positive job attitudes

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7
Q

Person-environment fit

A

When an individual’s
abilities match the job
demands and company
values, the individual tends
to be more satisfied and
more committed
10

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8
Q

Job characteristics

A

Certain job characteristics can make employees more satisfied and committed:
* Using a variety of skills
* Having empowerment at work
* Receiving feedback on the job
* Performing a significant task

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9
Q

Psychological contract

A
  • A psychological contract is an
    unwritten understanding
    between the employee and the
    company
  • Psychological contract breach
    occurs when an employee
    doesn’t get what they expected
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10
Q

Rjp

A

Realistic Job Performance
-lead to lower turnover

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11
Q

Organizational Justice

A

A strong influence on job satisfaction is how fairly we are treated
* Fairness of company policies and procedures
* Treatment from supervisors
* Pay and other rewards they receive

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12
Q

Relationships at Work

A

Relationships with coworkers and
managers can impact job satisfaction
and commitment
* Degree of compassion
* Level of social acceptance in the
workgroup
* Feeling respected
Perceived org support influences job
attitudes

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13
Q

Stress

A

Job stressors can make people
dissatisfied:
-Role ambiguity
-Role conflict
-Organizational politics
-Job security

Job stressors that can be
positive:
-Working under time pressure and
-having a high degree of
responsibility
16

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14
Q

Work-Life Balance

A
  • Employees expect to lead
    balanced lives, pursue hobbies,
    and spend more time with their
    children while succeeding at
    work
  • Work-life interferences with
    family life cause stress and lower
    job satisfaction
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15
Q

How do we measure job attitudes?

A

-Surveys
-Exit Interviews

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16
Q

Attitude surveys

A

give employees a chance to voice
their concerns

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17
Q

Exit interviews

A

involve meetings with departing
employees which can identify
areas of improvement

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18
Q

Job Performance

A

Degree to which an employee successfully fulfills the factors included in the job description

Two types of performance:
-Task Performance
-Contextual Performance

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19
Q

Task Performance

A

A set of explicit tasks that employees fulfill for pay

  • How do organizations identify task performance behaviors?
  • Occupational Information Network (or, O*NET)

Breaks down into 3 separate types
* Routine
* Adaptive
* Creative
23

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20
Q

Routine Task Performance

A

Involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way

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21
Q

Adaptive Task Performance

A

“adaptability,” involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable

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22
Q

Creative Task Performance

A

Developing ideas that are both novel and useful; solving unique problems

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23
Q

Major Predictors of Job Performance

A

-The g factor (General Mental Ability/Cognitive Ability)
-How we are treated at work
-Stress
-Personality
-Positive work attitudes

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24
Q

Contextual Performance

A

Organizational Citizenship Behaviors (OCBs)

Voluntary behaviors employees perform to help others and benefit the organization
* Helping a new coworker understand how things work
* Volunteering to organize company picnics

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25
Q

Major Predictors of OCBs?

A

-How we are treated at work
-Age of employee
-Personality
-Positive work attitudes

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26
Q

Counterproductive Work Behaviors

A

Different intentional ways employees harm their organization

ABUSING OTHERS- Gossiping, spreading rumors, harassment, insulting, and embarrassing others

PRODUCTION DEVIANCE- Intentionally performing at a low level, such as by ignoring instructions or by slowing down and reducing performance.

THEFT Stealing money or things.

SABOTAGE Intentionally damaging equipment and the physical environment.

WITHDRAWAL BEHAVIORS
Taking long breaks, being tardy, or skipping work altogether indicate that the person is physically and mentally somewhere else during work hours.

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27
Q

Absenteeism

A

Unscheduled absences from work

Causes of absenteeism:
Health reasons
Work-life balance
Poor work attitudes
Age

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28
Q

Turnover

A

Employee leaving an organization
-Voluntary turnover refers to departure initiated by the employee
-involuntary turnover is initiated by the organization

Reasons for turnover:
Employee’s performance level
Work attitudes
Stress levels
Personality
Age and how long the employee’s been at the organization

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29
Q

What is conflict?

A

Relationship and Task

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30
Q

Relationship Conflict

A

Conflict emerging from personality clashes, or emotional interactions with others

-Relationship conflict has a negative effect on team performance.

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31
Q

Negative Effects of Relationship Conflict

A
  • Increases one’s anxiety
  • Decreases interpersonal trust and collaboration
  • Ultimately hinders creativity and performance
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32
Q

Intrapersonal Conflict

A

Conflict within a person. It arises
when a person is uncertain about what is expected or has a sense of being inadequate to the task

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33
Q

Interpersonal Conflict

A

Conflict between two people

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34
Q

Intragroup Conflict

A

Conflict that takes place among members of a group.

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35
Q

Intergroup Conflict

A

Conflict that takes place among different groups, between a union and management, or between companies, such as companies that supply the same
customer.

36
Q

Task Conflict

A

Conflict over policies, distribution of resources, or ways of completing a task

-Some have argued that task conflict can be beneficial for team performance.

37
Q

Benefits of Task Conflict

A
  • Relates to better decisions and decision quality
  • Associated with idea generation, effective use of resources, and task completion
38
Q

The Devil’s Advocate

A

In a lab study, groups exposed to a devil’s advocate made higher quality decisions on a case study than groups exposed to an expert opinion or a second opinion.

39
Q

Increase Psychological Safety

A

team members are not working under the threat that one’s comments will be considered personal affronts, team members will feel it is a safer environment to express new ideas

40
Q

Practical Implications

A

Train team members to be more
accepting of task conflict and
focus criticisms on aspects of
the work, not on people.

41
Q

Avoidance (Lose-Lose)

A
  • Sidestepping or ignoring
    conflicts
  • Can work for minor
    conflicts or when need a
    cooling-off period
  • Can harm relationships
    long-term
42
Q

Competition (Win-Lose)

A

High concern for self, low concern for
others
-Individual asserts his/her own position
without accommodating or considering
others
Appropriate for quick, decisive action
* When safety or ethics are at risk

43
Q

Collaboration (Win-Win)

A

Focused on working together to find a
mutually beneficial solution

44
Q

Compromise (Win some- Lose some)

A

Both parties must be willing to give up some of their interests

45
Q

Accommodate (Lose-Win)

A

-Focus on sacrificing one’s own needs to accommodate the interests of others
-Yielding style
-Good for preserving harmony at times

46
Q

Joint decision

A

process in which two or more parties, whose interests conflict, attempt to reach an agreement

47
Q

Distributive negotiation
(win/lose)

A

Distributive negotiation
Win/Lose: a fixed amount of assets is divided between parties

48
Q

Integrative Negotiation
(win/win)

A

Win/Win: mutual
problem solving can
enlarge the assets to be
divided between parties
* Find complementary
interests to increase
total benefits
* Collaborative in nature

49
Q

Five Phases of Negotiation

A
  1. Investigation/Preparation
  2. Determine your BATNA
  3. Presentation
  4. Bargaining
  5. Closure
50
Q

Investigation/Preparation

A

Gathering information
Setting objectives/interests
Thinking through your
interests & priorities
Goal: To be well-informed and
well-prepared before entering
the negotiation

51
Q

Presentation

A
  • Assemble the information
    gathered
  • Present your position in a
    way that supports it
  • Discuss facts and evidence
52
Q

Bargaining

A
  • Actual give-and-take takes
    place during this phase
  • Both parties make
    concessions and seek
    compromises to move closer
    to an agreement
  • Common to have multiple
    rounds of offers during this
    phase
53
Q

Closure

A
  • Parties solidify an agreement
    and reach consensus on terms
    and conditions
  • If agreement wasn’t reached,
    consider making a follow-up
    call.
54
Q

Mediation

A

-Outside third party intervenes
-Takes control of process
-Facilitates, recommends, discusses
-Doesn’t represent either party
-Does not resolve the issue or impose a decision

55
Q

Arbitration

A

Parties submit the dispute to a third-party
arbitrator – takes control of outcome
Arbitrator makes the final decision
(called an award)
Awards are put in writing and are
binding

56
Q

Group Cohesion

A

-The social glue that binds
group members together
-Extent to which members
are attached to each
other and act as one unit

57
Q

Group Cohesiveness

A
  • Is not always good!
  • Why?
  • Little time is spent on doing the actual work
  • Members may maintain harmony by striving toward
    consensus on issues without really considering alternative
    viewpoints
  • What does that sound like?
  • Can blind a group to outside influences
58
Q

Groupthink

A

-Unanimous acceptance
of decisions
-Drive toward conformity
and harmony
-Most common in highly
cohesive groups!

59
Q

Social Loafing

A
  • Tendency to put in less effort
    when working in a group
  • This effect grows as the group size increases
60
Q

Task force

A

addresses a specific problem

61
Q

Product development team

A

produces a one-time product/service/design

62
Q

Virtual Teams

A

Members function outside of one
physical space

63
Q

Top management teams

A
  • Appointed by the CEO; usually
    includes representatives from all
    functional areas
  • Example at Fresno State
64
Q

Level of Task Interdependence

A

-Pooled interdependence
-Sequential interdependence
-Reciprocal interdependence

65
Q

Outcome interdependence

A
  • Team members share what the team earns
66
Q

Team Norms

A

Norms are shared expectations
about how things operate within a
group

67
Q

Team Contracts

A

A team contract establishes the
rules team members must follow
Outlines things like:
Values
Goals
Communication
Roles and leadership

68
Q

Pooled interdependence

A

members work independently and then work is simply “piled up”; least amount of coordination

69
Q

Team Diversity

A
  • Teams whose members have complementary skills are often
    more successful
  • Diversity can help teams produce more creative and effective
    solutions
  • The more diverse a team is in terms of expertise, gender, age,
    and background, the more ability the group has to avoid
    groupthink
70
Q

Sequential interdependence

A

occurs if one person’s output becomes another person’s input

71
Q

Reciprocal interdependence

A

occurs when members work together on each stage of a task

72
Q

Types of Groups

A

-Informal
-Formal

73
Q

Informal:

A

A group that emerges naturally in
response to the common interests of
members

74
Q

Formal

A

Established by organizations to facilitate the achievement of organizational goals

75
Q

Forming

A
  • Members come
    together for the first
    time
  • Cautious excitement
  • Goals:
  • Get to know each
    other
  • Figure out how the
    task will be done &
    who will be
    responsible for each
    task
76
Q

Storming

A
  • Members become testy, heated, impatient
  • There is competition,
    jealousy, defensiveness
  • Arguments about what actions the group should take
    are common
77
Q

Norming

A

-Groups begin to establish ground rules, roles, and status
-Members reduce emotional conflict
-More friendliness and harmony
-Constructive criticism and group cohesion develops

78
Q

Performing

A

-Members get the work done
-Members can prevent group conflict
-Members know each
other’s strengths and
weaknesses

79
Q

Adjourning

A

-Groups separate
-Should set aside time to debrief (after-action
review)
-Celebrate!

80
Q

Groups vs.Teams

A
  • Groups primarily share information, responsible for their own area
  • Teams are responsible for a collective product
  • Working together to achieve a goal (e.g., presentation, project, medal)
  • A small number of people who are committed to a common purpose, performance goals, and approach for which they are mutually accountable
81
Q

How Do Groups Develop?

A

Forming, Storming, Norming, Performing, Adjourning

82
Q

Individuals

A
  • Speed
  • Clear Accountability
  • Efficient use of time
  • Less conflict
83
Q

Groups

A
  • Knowledge & Diversity
  • Pooling of resources
  • Need to reconcile
    various positions into
    one
  • More conflict
84
Q

What are groups?

A

Two or more people who interact with each other &
one person’s actions have an impact on the others.
A collection of individuals.

85
Q

Common causes of conflict

A

-Organizational structure
-limited resources
-task interdependence
-incompatible goals
-personality differences

86
Q

Alternatives

A

(BATNAs)
-best next alternative to a negotiated agreement
-At what point are you willing to walk away?
-Bottom line
-what are your alternatives if you walk away from negotiation?

Management (4 decks)

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