MGMT 310 Exam 2 Flashcards
Perception
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
Attribution Theory
When individuals observe behavior, they attempt to determine whether it is internally or externally caused.
Fundamental Attribution Error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.
Self-Serving Bias
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors
Stereotyping
Judging someone on the basis of one’s perception of the group to which that person belongs.
Utilitarianism
Seeking the greatest good for greatest number.
Ethical Relativism
Someone who recognizes ethics are different in different countries.
Managerial Planning (how it’s done)
Set the standards to facilitate control
Minimize waste and redundancy
Reduce the impact of change
Provide Direction
Benchmarking
the search for the best practices among competitors or non-competitors that lead to their superior performance
SWOT Analysis (define)
Strengths
Weaknesses
Opportunities
Threats
SWOT Analysis (concept)
Current picture of your business and its environment with regard to achieving your goals
Strategic Planning Process (steps)
Corporate
Business
Functional
Corporate Strategy
Growth
- Concentration: increase products or services
- Vertical Integration: become one’s own supplier
- Horizontal Integration: acquisitions and mergers
- Diversification: add new products/services
Retrenchment strategies
- Turnaround: major changes in business processes
- Divestiture: sell off units or businesses
Business Strategy
Mission Statement SMART Goals Set SWOT Complete SWOT Make and Take Action Plans Evaluate Success.
Competitive Strategies
Porter’s Five Forces
- New Entrants-threat of new competitors
- Suppliers-bargaining power of suppliers
- Customers-bargaining power of buyers
- Substitute Products-threat of substitute products
- -> Industry Competition-rivalry among competing firms
Competitive Intelligence
setting an organization apart; creating its distinctive edge.
Extrinsic Motivation
Alternative work arrangements
Variable pay and benefits program
Intrinsic Motivation
Goal setting
job design or redesign
involvement programs
SMART Goals
Specific Measurable Attainable Relevant Time-Trackable
Job Enlargement
The horizontal expansion of jobs.
Job Rotation
The periodic shifting of a worker from one task to another.
Job Enrichment
The vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution, and evaluation of the work
Flextime
The vertical expansion of jobs.
Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core.
Job Sharing
2 people split a full time job.
Alternative Work Arrangements
Flextime
Job-sharing
Telecommuting
Variable Pay Programs
A portion of an employee’s pay is based on some individual and/or organizational measure of performance.
Flexible Benefits
Allowing employees to tailor their benefit program to meet their personal needs by picking and choosing from a menu of benefit options
Benefits/Results for Flexible Work Arrangements
Motivates employees
important for a diverse workforce.
Benefits/Results for Job Enrichment
combining tasks forming natural work units client relationships vertical expansion feedback channels.
Goal-Setting Theory
SMART goals.
Management by Objective (MBO) goals (define/who)
Overall organizational objectives
Divisional Objectives
Departmental Objectives
Individual Objectives
Compensation Schemes
- Piece-rate plan
- Job-based pay
- Skill-based pay
- Merit-based pay
- Gainsharing vs. Profit Sharing
Piece-Rate plan
workers are paid a fixed sum for each unit of production completed.
Job-Based Pay
based on the requirements to acquire the job.
Skill-Based Pay
sets pay levels on the basis of how many skills employees have or how many jobs they can do.
Gainsharing vs. Profit Sharing
Gainsharing: formula based group incentive plan
Profit Sharing: organizational-wide program that distributes compensation based on a formula designed around a company’s profitability
4 common group types
Command
Task
Interest
Friendship.
Punctuated Equilibrium Model
When a group waits until the deadline to get a task done.
Group Roles
Linker: coordinates and integrates Creator: initiates creative ideas Promoter: promotes initiated ideas Assessor: Insight and analysis of options Organizer: provides structure Producer: direction and follow-through Controller: examines details and enforces rules Maintainer: fights external battles Adviser: encourages search for more info
Cohesiveness
degree to which group members are attracted to each other and are motivated to stay in the group
Groupthink
Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.
Conformity
is the act of matching attitudes, beliefs, and behaviors to group norms.
Social Loafing
The tendency for individuals to expand less effort when working collectively than when working individually.
Groupshift
a change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.
What elements are found in Teams, but not in Groups? (in book)
Teams have common characteristics.
- Abilities
- Personality
- Allocation of Roles
- Diversity of Members
- Size of Teams
- Member Preferences
5 Stages of Group Development
Forming Storming Norming Performing Adjourning
Forming
first stage
getting to know each other.
Storming
2nd stage
group conflicts.
Norming
3rd stage
close relationships and cohesiveness.
Performing
4th stage
group is fully functional.
Adjourning
5th stage
concern with wrapping up activities.
What are the results of cohesiveness and performance norms?
High PN + High C = High productivity
High PN + Low C = Moderate Productivity
Low PN + High C = Low Productivity
Low PN + Low C = Moderate to Low productivity
What are the best practices for teams to succeed? (formation, # of members, leader style)
preferences, abilities, personalities, and skills
5-9 members.
Work Teams
a group whose individual efforts result in a performance that is greater than the sum of the individual outputs
How do work teams form?
.
Work Teams cons
Goal- Collective performance
Synergy- Positive
Accountability- Individual and mutual
Skills- Complementary
Types of Work Teams
Problem Solving Teams
Self-Managed Teams
Cross-Functional Teams
Virtual Teams.
Who manages work teams?
Problem-Solving Teams: Supervisor
Self-Managed Work Teams: 10-15 people who take on responsibilities of their former supervisors.
Cross-Functional: same hierarchical level
Virtual:
How are Work Teams managed?
.
Work Groups
group of employees who work individually, but share ideas.
How do work groups form?
.
Work Groups
Goal: Share information
Synergy: Neutral (sometimes negative)
Accountability: Individual
Skills: Random and Varied
Types of Work Groups
.
Who manages Work Groups?
.
Group Pros/Cons
Strengths
-More complete info
Weaknesses
- Takes longer
- Groupthink
- Groupshift
What are the tools for shaping team players?
Selective
Training
Rewards
Quality Circles
Brainstorm problems in the organization Select a problem Do some research Brainstorm solutions Choose a solution Present problem and solution to management
Shaping Team players
Selective
Training
Rewards
Distinctiveness
shows different behaviors in different situations
Consensus
response is the same as others to the same situation
Consistency:
responds in the same way over time
Halo Effect
Drawing a general impression about an individual on the basis of a single characteristic
Contrast Effects
Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
Projection
Attributing one’s own characteristics to other people
Rational Decision-Making Model
Describes how individuals should behave in order to maximize some outcome
Overconfidence Bias
Believing too much in our own ability to make good decisions
Anchoring Bias
Using early, first received information as the basis for making subsequent judgments
Confirmation Bias
Using only the facts that support our decision.
Escalation of Commitment
In spite of new negative information, commitment actually increases.
Randomness Error
Creating meaning out of random events
Hindsight Bias
Looking back, once the outcome has occurred, and believing that you accurately predicted the outcome of an event
Mission Statement Includes:
Stakeholders
Markets
Philosophy and Values
Major Products and/or Services
Needs Theory
Maslow’s Hierarchy of Needs
ERG Theory
Managers can motivate employees by better meeting their needs
Reinforcement Theory
Reinforcers increase behavior
Punishments decrease behavior
Managers can motivate employees through reinforcement
Command Group
A group composed of the individuals who report directly to a given manager.
Task Group
Those working together to complete a job or task
Interest Group
Those working together to attain a specific objective with which each is concerned
Friendship Group
Those brought together because they share one or more common characteristics.
Team Pros
- Teams typically outperform individuals
- Teams use employee talents better
- Teams are more flexible and responsive to changes in the environment
- Teams facilitate employee involvement
- Teams are an effective way to democratize an organization and increase motivation
Team Cons
- work may not be complex enough
- does the work create a common purpose or set group goals that are larger than goals for individuals
- Are members of groups involved in interdependent tasks
Problem-solving Teams
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment
Self-Managed Work Teams
Groups of 10 to 15 people who take on the responsibilities of their former supervisors
Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task
- task forces
- committees
Merit-Based Pay
based on performance appraisal ratings
