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Management 301 > Management: Exam 2 > Flashcards

Management: Exam 2 Flashcards

1
Q

One in which interviewers ask a standard set of questions of all candidates about qualifications and capabilities related to job performance

A

Structured Interviews

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2
Q

The determination of the relative position of something or someone

A

Orientation

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3
Q

Exceptions to discrimination laws may be okay if they are job related (Example: Hooters, Chinese restaurants)

A

Bona Fide Occupational Qualification (BFOQ)

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4
Q

Knowledge, skills, and abilities (KSAs) that people need to perform their jobs successfully; the building block of HR

A

Job Analysis

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5
Q

To establish performance objectives, measure employee performance against standards, and give employees feedback measurement or evaluation

A

Performance Appraisal

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6
Q

Most popular performance appraisal

A

Graphic Rating Scales

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7
Q

360 degree feedback, critical incidents

A

Behaviorally Anchored Rating Scales (BARS)

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8
Q

Difference in cultures

A

Diverisity

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9
Q

An invisible barrier that prevents women from promotion to the highest executive ranks

A

Glass Ceiling

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10
Q

Harassment in the workplace that involving the making of unwanted and sexual advances or obscene remarks

A

Sexual Harassment

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11
Q

Involves request or implies suggestions that sexual relations are required in exchange for continued employment or benefits, such as promotion

A

Quid Pro Quo

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12
Q

Created through jokes, touching, comments, pictures, and other means of communicating unwanted sexual innuendos

A

Hostile Environment

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13
Q

Freedom from discrimination on the basis of sex, color, religion, national origin, disability and age

A

EEO

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14
Q

Forbids discrimination based on race, color, religion, sex, or national origin

A

Title VII or Civil Rights Act of 1964

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15
Q

Requires that men and women performing equal jobs receive equal pay

A

Equal Pay Act

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16
Q

Prohibits discrimination in employment against individuals aged 40 or over

A

ADEA

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17
Q

Prohibits discrimination against individuals with disabilities

A

ADA

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18
Q

Requires employers to provide 12 weeks of unpaid leave for family and medical emergencies

A

FMLA

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19
Q

Equal employment opportunity commission

A

EEOC

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20
Q

Influences that assists an organization to meet its goals and perform successfully

A

Effective Leadership

21
Q

The capacity or ability to influence

A

Power

22
Q

Based on managerial rank in an organization

A

Position Power

23
Q

Based on person’s individual characteristics

A

Personal Power

24
Q

Position Power: how much authority does the organization give to your position?

A

Legitimate Power

25
Q

Position Power: are you able to give others the rewards they want?

A

Reward Power

26
Q

Position Power: are you able to punish others or withhold rewards

A

Coercive Power

27
Q

Personal Power: do you have knowledge that others need?

A

Expert Power

28
Q

Personal Power: do others respect you and want to be like you?

A

Referent Power

29
Q

Strong form of referent power; rare, very few people are considered truly “charismatic”; based on individuals inspirational qualities rather than formal power

A

Charisma

30
Q

Leader, situation, and followers

A

3 Leadership Variables

31
Q

Where the 3 variables intersect

A

Focus of Leadership

32
Q

(The best type of leadership) Empowers and coaches followers; motivates followers to work for the larger good of the organization, achieve significant accomplishments, and makes major changes

A

Transformational Leaders

33
Q

More Passive, emphasizes exchange of rewards or benefits, and appeals to followers’ self-interests to motivate their performance

A

Transactional Leaders

34
Q

The agent uses logical arguments and factual evidence to show a proposal or request is feasible and relevant for attaining important task objectives

A

Rational Persuasion Influence Tactic

35
Q

The agent explains how carrying out a request or supporting a proposal will benefit the target personally or help advance the target person’s career

A

Apprising Influence Tactic

36
Q

The agent offers to provide relevant resources and assistance if the target will carry out a request or approve a proposed change (mutual benefit)

A

Collaboration Influence Tactic

37
Q

The agent uses demands, threats, frequent checking, or persistent reminders to influence the target person

A

Pressure Influence Tactic

38
Q

A set of forces that energize, direct, and sustain behavior

A

Motivation

39
Q

Needs, attitudes, and goals

A

Internal “Push” Forces

40
Q

Feedback, work load, tasks, discretion

A

External “Pull” Forces

41
Q
  1. ) Physiological
  2. ) Safety
  3. ) Belongingness
  4. ) Esteem
  5. ) Self-actualization
A

Maslow’s Need Hierarchy Theory (Internal Factors)

42
Q

Power, affiliation, and achievement

A

McClelland’s Acquired Needs Theory (Internal Factors)

43
Q

Motivators and hygiene factors

A

Hertzberg’s Two Factor Theory (External Factors)

44
Q

Focuses on individual’s comparisons of their own circumstances to those of others

A

Equity Theory

45
Q

Focuses on though processes people use when faced with choosing among alternatives

A

Expectancy Theory

46
Q

The events that happen to people following their behavior (the CONSEQUENCE of their performance) can reinforce their tendencies to continue or discontinue their behavior

A

Reinforcement and Consequences Theory

47
Q

Desirable consequences that increase the likelihood of behavior being repeated in the future

A

Positive Reinforcement

48
Q

Removal of undesirable consequences that increase the likelihood of behavior being repeated in the future

A

Negative Reinforcement

49
Q

The absence of positive consequences for behavior, lessening the likelihood of that behavior in the future

A

Extinction

Management 301 (1 decks)

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