Brainscape's Knowledge GenomeTM

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


See full index

MGMT 310 > MGMT 310 Exam 2 > Flashcards

MGMT 310 Exam 2 Flashcards

1
Q

Perception

A

A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

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

Attribution Theory

A

When individuals observe behavior, they attempt to determine whether it is internally or externally caused.

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

Fundamental Attribution Error

A

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

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

Self-Serving Bias

A

The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors

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

Stereotyping

A

Judging someone on the basis of one’s perception of the group to which that person belongs.

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

Utilitarianism

A

Seeking the greatest good for greatest number.

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

Ethical Relativism

A

Someone who recognizes ethics are different in different countries.

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

Managerial Planning (how it’s done)

A

Set the standards to facilitate control
Minimize waste and redundancy
Reduce the impact of change
Provide Direction

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

Benchmarking

A

the search for the best practices among competitors or non-competitors that lead to their superior performance

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

SWOT Analysis (define)

A

Strengths
Weaknesses
Opportunities
Threats

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

SWOT Analysis (concept)

A

Current picture of your business and its environment with regard to achieving your goals

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

Strategic Planning Process (steps)

A

Corporate
Business
Functional

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

Corporate Strategy

A

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

Business Strategy

A 
Mission Statement
SMART Goals
Set SWOT
Complete SWOT
Make and Take Action Plans
Evaluate Success.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Competitive Strategies

A

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

Competitive Intelligence

A

setting an organization apart; creating its distinctive edge.

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

Extrinsic Motivation

A

Alternative work arrangements

Variable pay and benefits program

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

Intrinsic Motivation

A

Goal setting
job design or redesign
involvement programs

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

SMART Goals

A 
Specific
Measurable
Attainable
Relevant
Time-Trackable
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Job Enlargement

A

The horizontal expansion of jobs.

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

Job Rotation

A

The periodic shifting of a worker from one task to another.

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

Job Enrichment

A

The vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution, and evaluation of the work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Flextime

A

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.

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

Job Sharing

A

2 people split a full time job.

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

Alternative Work Arrangements

A

Flextime
Job-sharing
Telecommuting

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

Variable Pay Programs

A

A portion of an employee’s pay is based on some individual and/or organizational measure of performance.

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

Flexible Benefits

A

Allowing employees to tailor their benefit program to meet their personal needs by picking and choosing from a menu of benefit options

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

Benefits/Results for Flexible Work Arrangements

A

Motivates employees

important for a diverse workforce.

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

Benefits/Results for Job Enrichment

A 
combining tasks
forming natural work units
client relationships
vertical expansion
feedback channels.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Goal-Setting Theory

A

SMART goals.

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

Management by Objective (MBO) goals (define/who)

A

Overall organizational objectives
Divisional Objectives
Departmental Objectives
Individual Objectives

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

Compensation Schemes

A
  • Piece-rate plan
  • Job-based pay
  • Skill-based pay
  • Merit-based pay
  • Gainsharing vs. Profit Sharing
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Piece-Rate plan

A

workers are paid a fixed sum for each unit of production completed.

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

Job-Based Pay

A

based on the requirements to acquire the job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Skill-Based Pay

A

sets pay levels on the basis of how many skills employees have or how many jobs they can do.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Gainsharing vs. Profit Sharing

A

Gainsharing: formula based group incentive plan

Profit Sharing: organizational-wide program that distributes compensation based on a formula designed around a company’s profitability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

4 common group types

A

Command
Task
Interest
Friendship.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Punctuated Equilibrium Model

A

When a group waits until the deadline to get a task done.

39
Q

Group Roles

A 
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
40
Q

Cohesiveness

A

degree to which group members are attracted to each other and are motivated to stay in the group

41
Q

Groupthink

A

Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.

42
Q

Conformity

A

is the act of matching attitudes, beliefs, and behaviors to group norms.

43
Q

Social Loafing

A

The tendency for individuals to expand less effort when working collectively than when working individually.

44
Q

Groupshift

A

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.

45
Q

What elements are found in Teams, but not in Groups? (in book)

A

Teams have common characteristics.

  • Abilities
  • Personality
  • Allocation of Roles
  • Diversity of Members
  • Size of Teams
  • Member Preferences
46
Q

5 Stages of Group Development

A 
Forming
Storming
Norming
Performing
Adjourning
47
Q

Forming

A

first stage

getting to know each other.

48
Q

Storming

A

2nd stage

group conflicts.

49
Q

Norming

A

3rd stage

close relationships and cohesiveness.

50
Q

Performing

A

4th stage

group is fully functional.

51
Q

Adjourning

A

5th stage

concern with wrapping up activities.

52
Q

What are the results of cohesiveness and performance norms?

A

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

53
Q

What are the best practices for teams to succeed? (formation, # of members, leader style)

A

preferences, abilities, personalities, and skills

5-9 members.

54
Q

Work Teams

A

a group whose individual efforts result in a performance that is greater than the sum of the individual outputs

55
Q

How do work teams form?

A

.

56
Q

Work Teams cons

A

Goal- Collective performance
Synergy- Positive
Accountability- Individual and mutual
Skills- Complementary

57
Q

Types of Work Teams

A

Problem Solving Teams
Self-Managed Teams
Cross-Functional Teams
Virtual Teams.

58
Q

Who manages work teams?

A

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:

59
Q

How are Work Teams managed?

A

.

60
Q

Work Groups

A

group of employees who work individually, but share ideas.

61
Q

How do work groups form?

A

.

62
Q

Work Groups

A

Goal: Share information
Synergy: Neutral (sometimes negative)
Accountability: Individual
Skills: Random and Varied

63
Q

Types of Work Groups

A

.

64
Q

Who manages Work Groups?

A

.

65
Q

Group Pros/Cons

A

Strengths
-More complete info

Weaknesses

  • Takes longer
  • Groupthink
  • Groupshift
66
Q

What are the tools for shaping team players?

A

Selective
Training
Rewards

67
Q

Quality Circles

A 
Brainstorm problems in the organization
Select a problem
Do some research
Brainstorm solutions
Choose a solution
Present problem and solution to management
68
Q

Shaping Team players

A

Selective
Training
Rewards

69
Q

Distinctiveness

A

shows different behaviors in different situations

70
Q

Consensus

A

response is the same as others to the same situation

71
Q

Consistency:

A

responds in the same way over time

72
Q

Halo Effect

A

Drawing a general impression about an individual on the basis of a single characteristic

73
Q

Contrast Effects

A

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

74
Q

Projection

A

Attributing one’s own characteristics to other people

75
Q

Rational Decision-Making Model

A

Describes how individuals should behave in order to maximize some outcome

76
Q

Overconfidence Bias

A

Believing too much in our own ability to make good decisions

77
Q

Anchoring Bias

A

Using early, first received information as the basis for making subsequent judgments

78
Q

Confirmation Bias

A

Using only the facts that support our decision.

79
Q

Escalation of Commitment

A

In spite of new negative information, commitment actually increases.

80
Q

Randomness Error

A

Creating meaning out of random events

81
Q

Hindsight Bias

A

Looking back, once the outcome has occurred, and believing that you accurately predicted the outcome of an event

82
Q

Mission Statement Includes:

A

Stakeholders
Markets
Philosophy and Values
Major Products and/or Services

83
Q

Needs Theory

A

Maslow’s Hierarchy of Needs
ERG Theory
Managers can motivate employees by better meeting their needs

84
Q

Reinforcement Theory

A

Reinforcers increase behavior
Punishments decrease behavior
Managers can motivate employees through reinforcement

85
Q

Command Group

A

A group composed of the individuals who report directly to a given manager.

86
Q

Task Group

A

Those working together to complete a job or task

87
Q

Interest Group

A

Those working together to attain a specific objective with which each is concerned

88
Q

Friendship Group

A

Those brought together because they share one or more common characteristics.

89
Q

Team Pros

A
  • 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
90
Q

Team Cons

A
  • 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
91
Q

Problem-solving Teams

A

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

92
Q

Self-Managed Work Teams

A

Groups of 10 to 15 people who take on the responsibilities of their former supervisors

93
Q

Cross-Functional Teams

A

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

  • task forces
  • committees
94
Q

Merit-Based Pay

A

based on performance appraisal ratings

MGMT 310 (11 decks)

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