Brainscape's Knowledge GenomeTM

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


See full index

Megan > MGT 258 Final Exam > Flashcards

MGT 258 Final Exam Flashcards

1
Q

Person-job fit; extent to which a worker’s competencies and needs fit a job

A

PJ fit

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

Might become overly subjective and interviewers’ biases are likely to influence their perceptions of candidates’ responses; Vulnerable to legal action from candidates because questions can easily veer into non-job related territory such as disability, family status, or diversity; Should be avoided in favor of other types of interviews

A

Unstructured interviews

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

Asks candidates questions that focus on hypothetical situations; attempts to figure out how applicants would respond if they were to encounter a given situation on the job

A

situational interview style

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

attempts to learn how employees have dealt with workplace situations in the past; asks candidates questions that focus on things they have done in previous jobs

A

behavior description interview style

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

improves firms profitability, employee performance, productivity, motivation, attitudes

A

performance management

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

1) define performance 2) monitor + evaluate performance 3) review performance 4) provide consequences

A

4 steps of performance management

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

assess employees’ performance + provide them with feedback; frequent and future-oriented

A

performance appraisals/reviews

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

this type of appraisal measures desired results and is harder to challenge legally

A

objective appraisals

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

this type of appraisal measures traits and behaviors

A

subjective appraisal

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

you move upward in the company with a:

A

promotion

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

you’re threatened with being moved downward in the company with a:

A

discipline + demotion

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

you move sideways in the company with a:

A

transfer

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

you move out of the organization with a:

A

dismissal

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

(labor union type) Raelyn’s builders may only hire workers for a job who are already in the union

A

closed shop

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

(labor union type) At Spokes Utility, workers aren’t required to be union members when hired but they must join the union within a specified time

A

union shop

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

(labor union type) Workers at University College must pay the equivalent of union dues, but they aren’t required to join the union

A

agency shop

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

(labor union type) Workers at Louisiana Concrete may choose to join or not join a union

A

open shop

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

complaint by an employee that management has violated the terms of the labor-MGT agreement

A

grievance procedures

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

neutral 3rd party (mediator) listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution

A

mediation

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

arbitrator listens to both parties in a dispute and makes a binding decision

A

arbitration

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

labor relations, health and safety, compensation and benefits, equal employment opportunity

A

legal HR management requirements

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

demographic characteristics, technological advancements, shareholder, customer & broader stakeholder concerns, social & political pressures

A

outside forces for change for an organization

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

human resource concern, managers’ behavior

A

inside forces for change in an organization

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

the four target elements that managers may use to diagnose problems and effect solutions are:

A

1) People (ability, knowledge, behavior)
2) Organizational arrangements (policies, procedures, roles)
3) Methods (processes, job design, technology)
4) Social factors (organizational culture, group processes, interpersonal interactions, communication, leadership)

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

(change) responding to unanticipated problems + opportunities

A

reactive change

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

(change) managing anticipated problems + opportunities

A

proactive change

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

(change) least threatening type of change; “We’ve seen stuff like this before”

A

adaptive change

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

(change) somewhat threatening; “This is something new for this company”

A

innovative change

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

(change) very threatening; “This is a brand new thing in our industry”

A

radically innovative change

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

a set of techniques for implementing planned change to make people + organizations more effective, focuses specifically on people in the change process

A

organizational development

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q
  1. diagnosis 2. intervention 3. evaluation 4. feedback
A

the OD (organizational development) process

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

Openness, conscientiousness, extraversion, agreeableness, neuroticism

A

the big 5 personality traits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q
  1. selective attention 2. interpretation evaluation 3. storing in memory 4. retrieving from memory to make judgments & decisions
A

the four steps in the perceptual process

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

(perception) Hyma sees that her boss has been working behind a closed door all week. This is atypical because his door is usually open. Hyma wonders if her boss is avoiding the employees on purpose because he has something negative to tell them.

A

interpretation and evaluation

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

(perception) One of Janelle’s employees filed a complaint against her with senior leadership regarding a particular exchange between the employee and Janelle. The exec. team asks Janelle to attend an informal disposition where they ask her to provide her recollection of what happened in the exchange between her and the employee on the day in question.

A

retrieving from memory to make judgments and decisions

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

(perception) Sebastian was never aware of any racial discrimination happening in his workplace. However, a few months ago Sebastian felt strongly that he was the victim of racial discrimination at work, and now he notices it happening to other in the office as well.

A

selective attention

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

(perception) Connor doesn’t normally remember the details of each meeting in his department, but he won’t likely forget last week’s meeting because of a very heated exchange he had with a coworker.

A

storing in memory

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

people tend to take more personal responsibility for success than for failure

A

self-serving bias

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

the phenomenon in which people’s expectations of themselves or others lead them to behave in way that make those expectations come true

A

pygmalion effect

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

perceptions are formed based on one single trait

A

halo effect

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

people attribute another person’s behavior to their personal characteristics, rather than to situational factors

A

fundamental attribution bias

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

attitudes/beliefs that affect our understanding, actions, and decisions in an unconscious manner

A

implicit bias

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

the tendency to attribute to an individual the characteristics on believes are typical of the group to which that individual belongs

A

stereotyping

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Enables you to read your own emotions and gauge your moods

A

self-awareness

45
Q

reflected in self-control, adaptability, and honesty

A

self-management

46
Q

allows you to show others that you care and to understand others’ emotions

A

social awareness

47
Q

the ability to communicate clearly, disarm conflicts, and build personal bonds with others

A

relationship management

48
Q

4 layers of diversity

A
  1. organizational dimensions
    3 .external dimensions
  2. internal dimensions
  3. personality (center)
49
Q

_____ 3 needs: need for achievement, need for affiliation, need for power

A

McClelland’s

50
Q

3 innate needs in ____ + ____ self determination theory: competence, autonomy, relatedness

A

Deci + Ryan’s

51
Q

Herzberg’s 2 factor theory: satisfaction vs dissatisfaction
what are the 2 factors?

A

motivating factors & hygiene factors

52
Q

a collection of people performing as individuals

A

group

53
Q

a collection of people with common commitment

A

team

54
Q

(team) usually permanent, complete commitment

A

work teams

55
Q

(team) like a team project group for class; given a specific task

A

project teams

56
Q

(team) staffed with specialists pursuing a common objective

A

cross-functional teams

57
Q

(team) given administrative oversight for their task domains

A

self-managed teams

58
Q

(team) work together over time + distance via electronic media to combine effort + achieve common goals

A

virtual teams

59
Q

establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives resulting in the establishment + maintenance of new norms of functioning, returning to equilibrium

A

punctuated equilibrium

60
Q
  1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
A

Tuckman’s 5 stage model of group and team development

61
Q

general guidelines/rules of behavior that most group/team members follow
enforced to help the group survive, clarify role expectations, help people avoid embarrassing situations, emphasize the group’s values + identity

A

norms

62
Q

outlines how a team will manage teamwork activities -written

A

team charter

63
Q

a collective process by which members reflect on the team’s objectives, strategies, methods, processes + adapt accordingly

A

team reflexivity

64
Q

the extent to which team members feel free to express opinions, concerns, proposals, thoughts about work-related issues

A

team voice

65
Q

(conflict) results in better work performance, redefine goals, better communication

A

functional conflict

66
Q

(conflict) results in absenteeism, turnover, lazy work done

A

dysfunctional conflict

67
Q

(conflict) clashes because of personal dislikes/disagreements

A

personality conflict

68
Q

(conflict) clashes because of what others have

A

envy-based conflict

69
Q

(conflict) clashes among work groups, teams, + departments

A

intergroup conflicts

70
Q

(conflict) clashes between cultures

A

cross-cultural conflict

71
Q

(power) influencing behavior because of one’s formal position

A

legitimate power

72
Q

(power) influencing behavior by promising/giving rewards

A

reward power

73
Q

(power) influencing behavior by threatening/punishment

A

coercive power

74
Q

(power) influencing behavior because of one’s expertise

A

expert power

75
Q

(power) influencing behavior because of one’s personal attraction

A

referent power

76
Q

(power) power deriving from one’s access to information

A

informational power

77
Q

(leadership theories) TRAIT APPROACHES

A

a. positive traits
b. negative traits

78
Q

(leadership theories) BEHAVIORAL APPROACHES

A

a. task-oriented
b. relationship-oriented

79
Q

(leadership theories) SITUATIONAL APPROACHES

A

a. Fiedler’s contingency leadership model
b. House’s path-goal leadership model

80
Q

(leadership theories) FULL RANGE MODEL

A

a. Laissez faire leadership
b. transactional leadership
c. transformational leadership

81
Q

(leadership theories) CONTEMPORARY PERSPECTIVES

A

a. Abusive supervision
B. Servant leadership
C. leader-member exchange model
D. Empowering leadership
E. Ethical leadership
F. power of humility
g. followers

82
Q

trying to convince someone with reason/logic/facts

A

rational persuasion

83
Q

trying to build enthusiasm by appealing to others’ emotions/ideals/values

A

inspirational appeals

84
Q

getting others to participate in planning, decision making, and changes

A

consultation

85
Q

getting someone in a good mood prior to making a request

A

ingratiation

86
Q

referring to friendship & loyalty when making a request/asking friend to do a favor

A

personal appeals

87
Q

making explicit/implied promise + trading favors

A

exchange tactic

88
Q

getting others to support your efforts to persuade someone

A

coalition tactics

89
Q

demanding compliance or using intimidation/threats

A

pressure tactic

90
Q

basing a request on authority/right/organizational rules/policies or explicit/implied support from superiors

A

legitimating tactics

91
Q

the core influence activities

A

rational persuasion, consultation, collaboration, inspirational appeals

92
Q

(House’s path goal theory) Your boss gives regular guidance and feedback to employees during quarterly reviews

A

path-goal clarifying behaviors

93
Q

(House’s path goal theory) Your supervisor just gave you a tremendous work opportunity that you aren’t sure you are ready for: She reminds you that although she understands this position will be challenging, she’s confident that you will rise to the occasion.

A

achievement-oriented behaviors

94
Q

(House’s path goal theory) You are the unofficial coordinator and mentor at work. You schedule, organize, coach, and provide guidance to employees.

A

work-facilitation behaviors

95
Q

(House’s path goal theory) Your new boss has an open-door policy and is very approachable and willing to help his employees whenever they need assistance.

A

supportive behaviors

96
Q

(House’s path goal theory) Your boss has a unique ability to involve everyone in team discussions and reconcile personal differences among the members.

A

interaction facilitation behaviors

97
Q

(House’s path goal theory) Your new boss is using data she collected from you and your coworkers to help her set goals collectively with all of you on the team.

A

group-oriented behaviors

98
Q

(House’s path goal theory) You’ve volunteered to represent you organization at an upcoming career fair at the local university.

A

representation and networking behaviors

99
Q

(House’s path goal theory) Part of your supervisor’s success as a leader is due to his ability to create a compelling vision and communicate it in a way that inspires the employees

A

value-based behaviors

100
Q

“Let me share a vision that transcends us all.” Charisma, vision

A

inspirational motivation

101
Q

“We are here to do the right thing.” Integrity, role models, sacrifices

A

idealized influence

102
Q

“You have the opportunity here to grow + excel.” Empowering

A

individualized consideration

103
Q

“Let me describe the great challenges we can conquer together.” Challenges as opportunities

A

intellectual stimulation

104
Q

form of communication that’s either aggressive, attacking, angry, passive, or withdrawing

A

defensive communication

105
Q

communication that’s assertive, direct, and powerful

A

non defensive communication

106
Q

steps in the control process

A
  1. establish standards
  2. measure performance
  3. compare performance to standards
  4. take corrective action, if necessary
107
Q

____ control focuses on preventing future problems

A

feedforward

108
Q

____ control entails collecting performance information in real-time

A

concurrent control

109
Q

____ control collects performance information after a task/project is done

A

feedback

Megan (8 decks)

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