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MGMT 310 > MGMT 310 Test 1 > Flashcards

MGMT 310 Test 1 Flashcards

0
Q

What are management skills?

A

Technical

Human

Conceptual

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1
Q

What are management functions?

A

Planning- goals, strategies, plans to coordinate activities

Organizing- tasks to be done, who is to do them, how tasks are grouped, who reports to whom, where decisions are made.

Leading- motivating, directing, selecting effective comm channels, and resolving conflicts

Controlling- monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations

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2
Q

Technical skills

A

-the ability to apply specialized knowledge or expertise.

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3
Q

Human skills

A

the ability to work with, understand, and motivate other people, both individually and in groups

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4
Q

Conceptual skills

A

mental ability to analyze and diagnose complex situations

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5
Q

What are management roles?

A

Interpersonal Roles

  • figurehead
  • leadership
  • liaison

Informational Roles

  • monitor
  • disseminator
  • spokesperson

Decisional Roles

  • entrepreneur
  • negotiator
  • resource allocator
  • disturbance handler
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6
Q

Primary levels of Analysis

A

Traditional management- decisions, planning, controlling

Communication- exchanging routine info and processing paperwork

Human resource management- motivating, disciplining, conflict, staffing, training

Networking- socializing, interacting with outsiders

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7
Q

Independent vs. dependent variables.

A

Independent- doesn’t depend on any other factors

Dependent- depends on other factors.

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8
Q

Effective vs. Efficient Productivity

A

Effective- when it successfully meets the needs of its clients

Efficient- when it can do so at a low cost

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9
Q

Random Assignment

A

Assigning employees to different jobs

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10
Q

Turnover

A

More satisfied employees are less likely to quit.

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11
Q

Absenteeism

A

Negative relationship between satisfaction and absenteeism

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12
Q

Productivity

A

An organization is productive if it achieves its goals by transforming inputs into outputs at the lowest cost.

Requires effectiveness and efficiency

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13
Q

Manager

A

An organizational member who achieves goals through other people

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14
Q

Organization

A

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals

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15
Q

Organizational citizenship behavior

A

Discretionary behavior that is not part of an employee’s formal job requirements, and that contributes to the psychological and social environment of the workplace.

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16
Q

Forces for change in organizations today

A

Technical Innovation

Globalization

Changing demographics and diversity

Employee Empowerment

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17
Q

Organizational commitment

A

Employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

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18
Q

Empowerment

A

Increasing economic strength

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19
Q

Capacity

A

The ability or power to do, experience, or understand something.

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20
Q

Ability

A

An individual’s capacity to perform the various tasks in a job

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21
Q

Kinds of ability

A 
Intellectual Ability (intelligence) 
-the capacity to do mental activities

Physical Abilities
-Strength, stamina, speed, flexibility

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22
Q

Job-ability fit

A

Employee’s abilities

Meeting

Job’s ability requirements

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23
Q

Levels of diversity

A

Surface-level
-not thoughts and feelings, can perceive one another through stereotypes and assumptions.

Deep-level
Sharing personality and values.

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24
Q

Disadvantages

A 
Ambiguity
Complexity
Confusion
Miscommunication 
Difficulty in reaching agreement
25
Q

Advantages of Diversity

A 
Multiple perspectives
Greater openness to new ideas
New markets
Increased creativity
Increased flexibility 
Increased problem-solving skills
26
Q

Effective diversity management

A
  • Initiate conversations about differences
  • Ask people about needs and preferences
  • offer options
  • personalize your style
  • build on strengths
  • pursue different perspectives
27
Q

Predicting human behavior

A

Systematic Study- looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence

28
Q

Terminal Values

A

Desirable end states of goals

Type of life or feelings.

29
Q

Instrumental Values

A

The ways/means for achieving one’s terminal goals

Adjectives describing a person

30
Q

Power distance

A

Degree to which people in a country accept that power in institutions and organizations is distributed equally.

High power- low equality (Mexico)
Low power- high equality (US)

31
Q

Individualism vs. collectivism

A

Individualism- degree to which people prefer to act as individuals rather than as members of groups

Collectivism- tight social framework in which people expect others in groups of which they are a part to look after them and protect them

32
Q

Masculinity vs. Femininity

A

Masculinity- culture favors traditional masculine work roles of achievement, power, and control. Values are characterized by assertiveness and materialism

Femininity- little differentiation between male and female roles; a high rating indicates that woman are treated as the equals of men in all respects of the society.

33
Q

Uncertainty Avoidance

A

Society feels threatened by uncertain and ambiguous situations and tries to avoid them.

34
Q

Time orientation

A

Long-term: culture attribute that emphasized the future, thrift, and persistence.

Short: culture emphasized the past and present, respect for tradition, and fulfillment of social obligations

35
Q

Affect

A

Emotions- intense feelings that are directed at someone or something

Moods- feelings that tend to be less intense than emotions and that lack a contextual stimulus

36
Q

3 Attitude Types

A

Cognitive- opinion or belief

Affective- emotional or feeling

Behavioral- intention to behave in a certain way toward someone or something.

37
Q

3 things that impact job satisfaction

A

Pay, but only up to about $40,000 per year

Self-efficacy: competence and confidence

Overall resilience and optimism

38
Q

Attitudes and their components

A

.

39
Q

Job satisfaction and its effects

A

Describes a positive feeling about a job, resulting from an evaluation of its characteristics

40
Q

Cognitive dissonance

A

Any incompatibility between two or more attitudes or between behavior and attitudes.

41
Q

Impact of satisfied and dissatisfied employees

A

Exit
Voice
Loyalty
Neglect

42
Q

Exit

A

Directs a behavior toward leaving the organization, including looking for a new position as well as resigning

43
Q

Voice

A

Actively and constructively trying to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity

44
Q

Loyalty

A

Passively, but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the org and its agreement to “do the right thing”

45
Q

Neglect

A

Passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort and increased error rate

46
Q

Surface Acting vs. Deep Acting

A

Surface acting- hiding inner feelings and forgoing emotional expressions to appear happy.

Deep acting- trying to modify inner feelings.

47
Q

Displayed emotions v. FELT emotions

A

Displayed- facial expressions. Changing outside appearance.

Felt- emotions that we feel.

48
Q

Affective Events Theory

A

Employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction

49
Q

5 dimensions of Emotional intelligence

A

1) self-awareness- know how you feel
2) self-management- manage your emotions and impulses
3) self-motivation: can motivate yourself and persist
4) empathy: sense and understand what others feel
5) social skills: can handle the emotions of others

50
Q

10 keys to happiness

A 
Learn that wealth doesn't create happiness. 
Take control of your time
Act happy
Seek tasks that engage your skills and cultivate flow
Exercise 
Get enough sleep
Give priority to close relationships
Focus beyond yourself
Focus on gratitude
Nurture your spiritual or connected self
51
Q

Dimensions of intellectual ability

A

1) perceive emotions in self and others
2) understand the meaning of these emotions
3) regulate one’s emotions accordingly in a cascading model

52
Q

Personality

A

The sum total of ways an individual reacts and interacts with others; measurable traits a person exhibits

53
Q

Values

A

Specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence

54
Q

Myers-Briggs type indicator

A

Extroverted v. Introverted
Sensing v. Intuitive
Thinking v. Feeling
Judging v. Perceiving

Should not be used as a selection tool

55
Q

Big Five Model

A

Extroversion- sociable, assertive

Agreeableness- trusting, cooperative

Conscientiousness- responsible, persistent, organized

Emotional stability- calm, self-confident, secure under stress

Openness to Experience- curious, artistic, sensitive

56
Q

Hofstede’s dimensions of cultural differences

A 
Power Distance
Individualism v. Collectivism 
Masculinity v. Femininity
Uncertainty avoidance
Long-term and short-term
Orientation
57
Q

What creates personality

A

Heredity
Environment
Situation

58
Q

How does understanding personality and values improve our ability to manage, inspired and communicate with others in the workplace?

A

Provide understanding of the attitudes, motivation, and behaviors of individual cultures

Influence our perception of the world around us

Represent interpretations of “right” and “wrong”

Impact our judgements and decisions and how we interact with others.

59
Q

Internal locus of control, conscientiousness

A

Use this factor to help decide on hiring

60
Q

Affect vs. Emotions vs. Moods

A

Affect-broad range of feelings people experience, including emotions and moods.

Emotions- intense feelings directed at someone or something

Moods- less intense than emotions and often (not always) arise without specific events acting as a stimulus

MGMT 310 (11 decks)

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