Management Test 2 Flashcards
Leading Pillar
Inspiring and motivating workers to work hard to achieve organizational goals
Three Types of Communication
Verbal- Words said by sender
Nonverbal- Body language cues
Paraverbal- Tone and volume of language
Perception
Process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs
Destructive feedback
Disapproves without any intention of being helpful and causes a negative or
defensive reaction in the recipient
Constructive feedback
Intended to be helpful, corrective, and/or encouraging
Personality
Openness, conscientiousness, extraversion, agreeableness, neuroticism
Essential Elements of Attitudes
Cognitive, behavioral, affective
Cognitive
what we think/what we know
Affective
How we feel/like or dislike
Behavioral
How we act intended actions
Types of commitment
Affective commitment, normative commitment, Continuance commitment
Affective commitment
strong positive attitudes toward organization
Normative commitment
feelings of obligation
continuance commitment
lack of better opportunites
Needs
Physical or psychological requirements that must be met to ensure survival and well-being
Types of Needs
Lower-order needs - Concerned with safety and physiological and existence requirements
Higher-order needs - Concerned with relationships, challenges and accomplishments, and influence
Maslow’s Need Hierarchy
Physiological Needs, Safety Needs, Social and Belongingness Needs, Esteem Needs, Self-Actualization
Alderfer’s ERG Theory
Growth needs, relatedness needs, and existence needs
Achievement, Affiliation, and Power
McClelland
Extrinsic reward
Tangible reward that is visible to others and is given to employees contingent on the performance of specific tasks or behaviors
Intrinsic reward
Natural reward associated with performing a task or activity for its own sake
Motivating with the Basics
- Enquiring about people’s needs
- Satisfying lower-order needs first
- Expecting people’s needs to change
Equity Theory
Adams
Equity Theory is
Motivation is based on the assessment of one’s ratio of outcomes for inputs compared to others
Distributive justice
Perceived degree to which outcomes and rewards are fairly distributed
Procedural justice
Perceived fairness of the procedures used to make reward allocation decisions
Expectancy Theory
- People will be motivated to the extent to which
they believe that: - Their efforts will lead to good performance
- Good performance will be rewarded
- They will be offered attractive rewards
Reinforcement
Process of changing behavior by changing the consequences that follow behavior
Positive reinforcement
Strengthens behavior by following behaviors with desirable consequences
Negative reinforcement
Strengthens behavior by withholding an unpleasant consequence when a specific behavior is performed
Punishment
Weakens behavior by following behaviors with undesirable consequences
Extinction
Weakens behavior by not allowing positive consequences to follow a previously reinforced behavior
Goal-Setting Theory
People will be motivated to the extent to which
they:
* Accept specific, challenging goals
* Receive feedback that indicates their progress toward goal achievement
Transactional Leader
o Do it and earn a prize
o You do this for me then I will do this for you
Servant Leader
put followers head of you
Situational Leadership
o Looks at followers and the situation and asks leader to adapt as needed
o Depends on situation
Visionary Leader
o Has a vision and idea that is the reason we the leader(strong ethics)
Authentic Leader
o Lead by telling people what to do
o Doesn’t ask feedback or insight form team (demoting)
Charismatic Leader
o Follow these leaders because of their larger than life personalities
o You like the person with no reasons (ethics)
Transformational Leader
o Have 3 required components
Charisma
Visionary
Individual ideation-the ability to change message to align to each person
Toxic leadership
o Toxic leader traits
Autocratic, narcissistic, manipulative, intimidating, etc
o Susceptible followers
Conformers, colluders
o Conductive environment
Instability
Precepted threat
Controlling Pillar
Monitoring progress toward goal achievement and taking corrective action when needed
Control loss
Occurs when behavior and work procedures do not conform to standards
Regulation costs
Associated with implementing
or maintaining control
Cybernetic feasibility
Extent to which it is possible to implement each step in the control process
Raw data
Facts and figures
Information
Useful data that can influence
people’s choices and behavior
Characteristics
of Useful information
Acquisition cost, processing cost, storage cost, retrieval cost, communication cost
Methods of Capturing Info
Manual capture - slowly, costly, by hand
Electronic Capture - electronic storage/electronically
Data warehouse
Stores huge amounts of data prepared for data mining analysis by being cleaned of errors and redundancy
Data mining
discovering unknown patterns and relationships in large amounts of data
Protecting information by
firewalls, data encryption, virtual private networks
Security Threats to Data and Data Networks
Denial of service
Web server attacks and corporate network attacks, Password cracking software and unauthorized access to PCs
Viruses, worms, Trojan horses
Email snooping
Keystroke monitoring
Spam
Basic Control Methods
Feedback control: Gathering information about performance deficiencies after they occur
Concurrent control: Gathering information about performance deficiencies as they occur
Feedforward control: Monitoring performance inputs to minimize performance deficiencies before they occur
Bureaucratic Control Model
Use of hierarchical authority to influence employee
behavior
Objective Control Model
Use of observable measures of worker behavior or outputs to assess performance and influence behavior
Behavior control
Regulation of behaviors and actions that
workers perform on the job
Output control
Regulation of workers’ results via rewards and
incentives
Normative Control Model
Regulation of workers’ behavior and decisions through widely shared organizational values and beliefs
Balanced Scorecard
Measurement of organizational
performance in four areas:
* Finances
* Customers
* Internal operations
* Innovation and learning
Customer defections
Performance assessment in which companies
Characteristics of a quality product
Reliability, Serviceability, Durability
Characteristics of a quality service
Reliability, Tangibles, Responsiveness, Assurance, Empathy
ISO 9000
Series of five international
standards
ISO 14000
Series of international standards
Principles of TQM
Customer focus and satisfaction: Goal to meet customer’s needs at all levels of the organization
such that products and services provided exceed customer expectations
Continuous improvement: Ongoing commitment to constantly assess and improve the
processes and procedures used to create products and services
Teamwork: Collaboration between managers and non-managers, across
business functions, and between companies, customers, and suppliers
Fair Labor Standards Act (FLSA) of 1938
Establishes the federal minimum wage and rules related to overtime pay (eligibility and rates), recordkeeping, and child labor.
Equal Pay Act of 1963
Prohibits unequal pay for males and females doing substantially similar work.
Title VII of the Civil Rights Act of 1964
Prohibits employment discrimination on the basis of race, color, religion, gender, or national origin.
Age Discrimination in Employment Act of 1967
Prohibits discrimination in employment decisions against persons age 40 and older.
Pregnancy Discrimination Act of 1978
Prohibits discrimination in employment against pregnant women
Americans with Disabilities Act of 1990
Prohibits discrimination on the basis of physical or mental disabilities.
Civil Rights Act of 1991
Strengthened the provisions of the Civil Rights Act of 1964 by providing for jury trials and punitive damages.
Family and Medical Leave Act of 1993
Permits workers to take up to twelve weeks of unpaid leave for pregnancy and/or birth of a new child, adoption, or foster care of a new child; illness of an immediate family member; or personal medical leave.
Uniformed Services Employment and Reemployment Rights Act of 1994
Prohibits discrimination against those serving in the armed forces reserve, the National Guard, and other uniformed services; guarantees that civilian employers will hold and then restore civilian jobs.
Genetic Information Nondiscrimination Act of 2008
Prohibits discrimination on the basis of genetic information.
Quid pro quo
Employment outcomes or keeping
one’s job depends on whether an individual
submits to sexual harassment
Hostile work environment
Unwelcome and
demeaning sexually related behavior creates an
intimidating and offensive work environment
Ways to Improve Performance Appraisal
Measures
Objective performance measures: Involve easily and directly counted or quantified measures
Subjective performance measures: Require someone to judge or assess a worker’s performance
Rater training: Provides training on how to avoid rating errors and increase rating accuracy
Early retirement incentive programs
Programs that offer financial benefits to employees to encourage them to retire early
Phased retirement
Employees transition to retirement by working reduced hours over a period of time before completely retiring
Employee turnover
Loss of employees who voluntarily choose to leave the company
Functional turnover
Loss of poor-performing employees
Dysfunctional turnover
Loss of high-performing employees
