Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Management Test 2 > Management Test 2 > Flashcards

Management Test 2 Flashcards

1
Q

Leading Pillar

A

Inspiring and motivating workers to work hard to achieve organizational goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Three Types of Communication

A

Verbal- Words said by sender
Nonverbal- Body language cues
Paraverbal- Tone and volume of language

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Perception

A

Process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Destructive feedback

A

Disapproves without any intention of being helpful and causes a negative or
defensive reaction in the recipient

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Constructive feedback

A

Intended to be helpful, corrective, and/or encouraging

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Personality

A

Openness, conscientiousness, extraversion, agreeableness, neuroticism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Essential Elements of Attitudes

A

Cognitive, behavioral, affective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Cognitive

A

what we think/what we know

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Affective

A

How we feel/like or dislike

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Behavioral

A

How we act intended actions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Types of commitment

A

Affective commitment, normative commitment, Continuance commitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Affective commitment

A

strong positive attitudes toward organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Normative commitment

A

feelings of obligation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

continuance commitment

A

lack of better opportunites

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Needs

A

Physical or psychological requirements that must be met to ensure survival and well-being

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Types of Needs

A

Lower-order needs - Concerned with safety and physiological and existence requirements

Higher-order needs - Concerned with relationships, challenges and accomplishments, and influence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Maslow’s Need Hierarchy

A

Physiological Needs, Safety Needs, Social and Belongingness Needs, Esteem Needs, Self-Actualization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Alderfer’s ERG Theory

A

Growth needs, relatedness needs, and existence needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Achievement, Affiliation, and Power

A

McClelland

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Extrinsic reward

A

Tangible reward that is visible to others and is given to employees contingent on the performance of specific tasks or behaviors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Intrinsic reward

A

Natural reward associated with performing a task or activity for its own sake

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Motivating with the Basics

A
  • Enquiring about people’s needs
  • Satisfying lower-order needs first
  • Expecting people’s needs to change
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Equity Theory

A

Adams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Equity Theory is

A

Motivation is based on the assessment of one’s ratio of outcomes for inputs compared to others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Distributive justice

A

Perceived degree to which outcomes and rewards are fairly distributed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Procedural justice

A

Perceived fairness of the procedures used to make reward allocation decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Expectancy Theory

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Reinforcement

A

Process of changing behavior by changing the consequences that follow behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Positive reinforcement

A

Strengthens behavior by following behaviors with desirable consequences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Negative reinforcement

A

Strengthens behavior by withholding an unpleasant consequence when a specific behavior is performed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Punishment

A

Weakens behavior by following behaviors with undesirable consequences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Extinction

A

Weakens behavior by not allowing positive consequences to follow a previously reinforced behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Goal-Setting Theory

A

People will be motivated to the extent to which
they:
* Accept specific, challenging goals
* Receive feedback that indicates their progress toward goal achievement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Transactional Leader

A

o Do it and earn a prize
o You do this for me then I will do this for you

35
Q

Servant Leader

A

put followers head of you

36
Q

Situational Leadership

A

o Looks at followers and the situation and asks leader to adapt as needed
o Depends on situation

37
Q

Visionary Leader

A

o Has a vision and idea that is the reason we the leader(strong ethics)

38
Q

Authentic Leader

A

o Lead by telling people what to do
o Doesn’t ask feedback or insight form team (demoting)

39
Q

Charismatic Leader

A

o Follow these leaders because of their larger than life personalities
o You like the person with no reasons (ethics)

40
Q

Transformational Leader

A

o Have 3 required components
 Charisma
 Visionary
 Individual ideation-the ability to change message to align to each person

41
Q

Toxic leadership

A

o Toxic leader traits
 Autocratic, narcissistic, manipulative, intimidating, etc
o Susceptible followers
 Conformers, colluders
o Conductive environment
 Instability
 Precepted threat

42
Q

Controlling Pillar

A

Monitoring progress toward goal achievement and taking corrective action when needed

43
Q

Control loss

A

Occurs when behavior and work procedures do not conform to standards

44
Q

Regulation costs

A

Associated with implementing
or maintaining control

45
Q

Cybernetic feasibility

A

Extent to which it is possible to implement each step in the control process

46
Q

Raw data

A

Facts and figures

47
Q

Information

A

Useful data that can influence
people’s choices and behavior

48
Q

Characteristics
of Useful information

A

Acquisition cost, processing cost, storage cost, retrieval cost, communication cost

49
Q

Methods of Capturing Info

A

Manual capture - slowly, costly, by hand

Electronic Capture - electronic storage/electronically

50
Q

Data warehouse

A

Stores huge amounts of data prepared for data mining analysis by being cleaned of errors and redundancy

51
Q

Data mining

A

discovering unknown patterns and relationships in large amounts of data

52
Q

Protecting information by

A

firewalls, data encryption, virtual private networks

53
Q

Security Threats to Data and Data Networks

A

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

54
Q

Basic Control Methods

A

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

55
Q

Bureaucratic Control Model

A

Use of hierarchical authority to influence employee
behavior

56
Q

Objective Control Model

A

Use of observable measures of worker behavior or outputs to assess performance and influence behavior

57
Q

Behavior control

A

Regulation of behaviors and actions that
workers perform on the job

58
Q

Output control

A

Regulation of workers’ results via rewards and
incentives

59
Q

Normative Control Model

A

Regulation of workers’ behavior and decisions through widely shared organizational values and beliefs

60
Q

Balanced Scorecard

A

Measurement of organizational
performance in four areas:
* Finances
* Customers
* Internal operations
* Innovation and learning

61
Q

Customer defections

A

Performance assessment in which companies

62
Q

Characteristics of a quality product

A

Reliability, Serviceability, Durability

63
Q

Characteristics of a quality service

A

Reliability, Tangibles, Responsiveness, Assurance, Empathy

64
Q

ISO 9000

A

Series of five international
standards

65
Q

ISO 14000

A

Series of international standards

66
Q

Principles of TQM

A

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

67
Q

Fair Labor Standards Act (FLSA) of 1938

A

Establishes the federal minimum wage and rules related to overtime pay (eligibility and rates), recordkeeping, and child labor.

68
Q

Equal Pay Act of 1963

A

Prohibits unequal pay for males and females doing substantially similar work.

69
Q

Title VII of the Civil Rights Act of 1964

A

Prohibits employment discrimination on the basis of race, color, religion, gender, or national origin.

70
Q

Age Discrimination in Employment Act of 1967

A

Prohibits discrimination in employment decisions against persons age 40 and older.

71
Q

Pregnancy Discrimination Act of 1978

A

Prohibits discrimination in employment against pregnant women

72
Q

Americans with Disabilities Act of 1990

A

Prohibits discrimination on the basis of physical or mental disabilities.

73
Q

Civil Rights Act of 1991

A

Strengthened the provisions of the Civil Rights Act of 1964 by providing for jury trials and punitive damages.

74
Q

Family and Medical Leave Act of 1993

A

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.

75
Q

Uniformed Services Employment and Reemployment Rights Act of 1994

A

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.

76
Q

Genetic Information Nondiscrimination Act of 2008

A

Prohibits discrimination on the basis of genetic information.

77
Q

Quid pro quo

A

Employment outcomes or keeping
one’s job depends on whether an individual
submits to sexual harassment

78
Q

Hostile work environment

A

Unwelcome and
demeaning sexually related behavior creates an
intimidating and offensive work environment

79
Q

Ways to Improve Performance Appraisal
Measures

A

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

80
Q

Early retirement incentive programs

A

Programs that offer financial benefits to employees to encourage them to retire early

81
Q

Phased retirement

A

Employees transition to retirement by working reduced hours over a period of time before completely retiring

82
Q

Employee turnover

A

Loss of employees who voluntarily choose to leave the company

83
Q

Functional turnover

A

Loss of poor-performing employees

84
Q

Dysfunctional turnover

A

Loss of high-performing employees

Management Test 2 (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions