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Principles of Management > management test 2 > Flashcards

management test 2 Flashcards

1
Q

Who were the 3 management pioneers?

A

Fayol, Fredrick Taylor, Frank and Dr. Lillian Gilbreth

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2
Q

What was were the five principals of management Fayol sugged there were?

A

Unity of command, line of authority, stability of tenure (turnover), initiative, and esprit de corps

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3
Q

what is stability of tenure?

A

the length of time employee serves in important

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4
Q

What is the percentage of employees that leave a company within one year?

A

Turnover

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5
Q

What is the point of Fayol’s iniatiave principal?

A

It is important that managers give employees the ability to supply new ideas and creativity

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6
Q

What is it called when a team of people are cohesive and work well together and have a common sense of purpose?

A

Esprit de Corps

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7
Q

What was Fredrick Taylor’s management practice called?

A

One Best Way

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8
Q

What did Fredrick Taylor do that was important to management?

A

Took a task and broke it down into components to figure out how to make work more efficient

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9
Q

What did Taylor use to determine efficiency of employees?

A

Timestudies, Adapting tools and workers, and Taylorite Efficiency

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10
Q

What was Taylor most known for?

A

He thought he was the expert and anyone being negative he would fire

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11
Q

Who is considered the “Mother of Management”?

A

Lillian Gilbreth

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12
Q

What did Frank Gilbreth do different than other workers?

A

He designed a scafold to be more efficient

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13
Q

What were the 5 things the Gilbreths interested in?

A

Time and motion studies, eliminating unnecessary motions (Decrease fatigue, used film to study works, ergonomics, and improve employee attitude

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14
Q

What is the science of equipment design?

A

Ergonomics

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15
Q

What is a stable pattern of characteristics or traits?

A

Personality

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16
Q

What are the Big 5 Personality Traits?

A

Conscientiousness, Agreeableness, Neuroticism, Openness to Experience, and Extroversion

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17
Q

What is it called when an employee is organized, dependable, achievment oriented, and self-disciplined?

A

Conscientiousness

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18
Q

What are characteristics of Agreeableness?

A

Trusting, caring, gentle, cooperative

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19
Q

What is the best predictor of task performance and turnover?

A

Conscientiousness

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20
Q

What is conscientiousness positively related to?

A

Safety and training performance

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21
Q

What is agreeableness positively and negatively related to?

A

Postive: job performance with interaction; negative: turnover

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22
Q

What is it called when employees have POOR emotional stability and are hostile?

A

Neuroticism

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23
Q

What is neuroticism positively and negatively related to?

A

Postive: turnover; negative: performance

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24
Q

What does it mean to be high in openess to experience?

A

employee is creative, imaginative, curious, do well in training tasks, and better entrepreneurs

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25
Q

What is the management definition of extroversion?

A

People who are high seek stimulation outside themselves

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26
Q

What are some characteristics of extroversion?

A

Positively related to sales type of job performance, get energy from other people

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27
Q

What is the difference between a strong and weak situation?

A

Strong: expectations are clear (wedding), weak: expectations not clear (party)

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28
Q

What are the other 5 personality dimensions?

A

Self concept (self-esteem, self-monitoring, and self-efficacy) and proactive personality

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29
Q

What is self-concept?

A

Aware of ones self and perception of themselves

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30
Q

What is the evaluation of ones self and the degree to which employee has positive feelings?

A

Self-esteem

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31
Q

What is the difference between high and low self-esteem?

A

high: confident; low: self-doubt

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32
Q

What is self-monitoring?

A

Awareness of and the ability to read social cues and to adjust behavior accordingly

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33
Q

What is the difference between high and low self-monitoring?

A

high: able to adjust; low: unable to adjust

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34
Q

What is the belief in ones ability to perform a particular task successfully and is depedent on task employee is doing?

A

Self-efficacy

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35
Q

What are the 3 ways Self-efficacy can be trained?

A

Vicarious modeling (role modeling), enactive mastery (training), and verbal encouragement

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36
Q

What is proactive personality?

A

extent to which individuals act to influence their environment

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37
Q

What are some characteristics of proactive personality?

A

Related to sales performance; high= likely to persist in solving problems

38
Q

What are 3 personality tests?

A

Inteligence, personality, ability

39
Q

What is the employment practice that appears neutral, but has dicriminatory affects on a protected group?

A

Adverse impact

40
Q

What are three important values talked about?

A

Achievement, benevolence, and security

41
Q

What is the willingness to do something for someone else without expecting anything in return?

A

benevolence

42
Q

What is the process for work attitude?

A

Antecedent, work attitude, and work outcome

43
Q

What are some examples of antecedents?

A

Personality, values, trust, fit, stress, work relationships, and psychological contract

44
Q

What are some examples of work attitudes?

A

Job satisfaction and organizational commitment

45
Q

What are some examples of work outcomes?

A

Job performance, turnover, absenteeism, and organizational citizenship behaviors

46
Q

What is the persistent tendency to feel and behave toward some aspect of the environment?

A

Work attitude

47
Q

What is job satisfaction?

A

employees feelings toward their job (pay, learn, something important)

48
Q

What is the emotional attachment to an organization?

A

Organizational commitment; high=strong desire to stay with company

49
Q

What is a psychological contract?

A

Expectation about reciprocity between an employee and his or her organization (informal and unspoken)

50
Q

What is the degree to which employee’s skills and personality match job and organization?

A

Fit

51
Q

What are the two kinds of fit?

A

Person-job fit and person-organization fit

52
Q

What are voluntary behaviors that employees perform to help their co-workers and to benefit the organization called?

A

Organizational citizenship behaviors (OCBs) ; going above and beyong call of dity

53
Q

What are the 5 need based theories?

A

McGregor’s X and Y, Aldefer’s ERG Theory, Maslows Hierachy of Needs, Herzbergs 2-factor theory, and McClelland Learned Needs Theory

54
Q

What is motivation?

A

Set of forces that initiate behavior and detmine the forms, direction, intensity, and duration

55
Q

What were the two kinds of Theorys McGregor discusses?

A

Theory X and Theory Y

56
Q

What is the difference between Theory X and Theory Y?

A

Theory X the manager believes workers are lazy and need direction (coerce workers); theory y workers are self-motivated (manager is a coach)

57
Q

What are the 5 needs discussed by Maslow from lower to higher levels of needs?

A

Phsiological, safety, love/social, esteem, and self-actualization

58
Q

What is the difference between self-actualization and esteem?

A

Self-actualization: desire for fulfillment and need to realize full potential; Esteem: desire for recognition/respect from others

59
Q

What is the problem with Maslow’s Hierarchy of needs

A

Higher level needs (self-actualization) cannot be met until lower level (phsiological) ones are met

60
Q

What are the 3 levels in Aldefer’s ERG theory?

A

Existence, relatedness, and growth

61
Q

What is the key to Aldefer’s ERG theory?

A

Frustration-Regression Hypothesis

62
Q

What is the definition of frustration-regression hypothesis?

A

An individual may move up to higher level needs but can also regress down

63
Q

What are the two factors of Herzberg’s Theory?

A

Motivators and hygiene factors

64
Q

What are some examples of motivators?

A

Recognition, responsibility, achievement, advancements, work itself

65
Q

What are some examples of hygiene factors and which one is criticized the most?

A

Pay, company policies, supervision type, and working conditions; pay should be a motivator

66
Q

Which theory receives the greatest amount of support?

A

McClellands Learned Needs Theory

67
Q

What are the 3 needs that people acquire through life experience as discussed by McClelland?

A

Need for achievement, need for affiliation, and need for power

68
Q

What are the 5 conditions you need to have a high level of achievement?

A

Success through own effort, tasks should be medium difficulty, need very clear feedback, need to be creative and innovative, need to be able to look into future

69
Q

What is the desire to work with others?

A

Need for affiliation

70
Q

What are types types of power found under McClellands Need for power?

A

Personalized power and socialized power

71
Q

What is the difference between personalized and socialized power?

A

Personalized: need to control (hitler); socialized: mix of personalized with altruism (high want to use power to help)

72
Q

What kind of testing did McClelland use?

A

TAT: Thermatic Apperception Test (Ask people question about picture and determine need from answers/stories

73
Q

What technique is McClelland using with TAT?

A

Projective technique

74
Q

What are the two processed Theories of Motivation?

A

Adam’s Equity Theory and Expectancy Theory (Vroom)

75
Q

What does Adam’s Equity Theory say?

A

People look at what other people get and reference (referent) it back to self

76
Q

What happens when an employee sees self as less than referent? More than?

A

Less than: work harder and sabotage referent; more than: motivate others and slack

77
Q

What is focused on perceptions of fair treatment at work?

A

Organizatioanl Justice

78
Q

What are 3 types of organizational justice?

A

Distributive justice, procedural justic, and interactional justice

79
Q

What is the difference between distributive and procedural justice?

A

Distributive: perception rewards are fair; procedural: perception that procedures are fair

80
Q

What is interactional justice?

A

Employee’s perception that they are treated with respect and dignity

81
Q

What does expectancy theory say?

A

Valence drives Efforts and lead to performance that leads to rewards

82
Q

What is an employees assessment that his or her effort will lead to performance?

A

Expectancy

83
Q

What is it called when employees performance will be rewarded?

A

Instrumentality

84
Q

What is the difference between positive and negative valence?

A

Positive valence for reward means they value it (watch over a knife)

85
Q

What are the two environmental theories of motivation?

A

Reinforcement theory (skinner) and goal setting theory (cork and latham)

86
Q

What does Skinner say about reinforcement theory?

A

Behavior is a function of its contingent consequences

87
Q

What is the outcome of postive and negative behaviors?

A

positive reinforcement (variable schedule is more effective); negative: punishment

88
Q

What is the problem with the reinforcement theory?

A

People evaluate and change and just because a consequence is given doesn’t mean people will care

89
Q

What does the goal setting theory say is most effective?

A

SMART goals

90
Q

What does SMART stand for?

A

Specific, measurable, achievable, realistic, timely

91
Q

Why are SMART goals effective?

A

1) they direct employees effort and attention, 2) motivate prolonged effort over short time (persistancy), 3) motives them to develop strategies

Principles of Management (5 decks)

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