MGT 311 UOP ENTIRE COURSE,MGT 311 UOP ENTIRE CLASS,MGT 311 UOP TUTORIAL,MGT 311 UOP ASSIGNMENT

Question 1

MGT 311 Complete Class
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Answer 1

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Question 2

MGT 311 Final Exam Guide
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1) In her work in the publishing industry, Vera seeks out new authors whom she considers promising. In the past 2 years she has found a number of new writers whose work she thought was exceptional, and immersed herself in the task of helping them shape their manuscripts for submission to her managers for publishing. Although she was extremely proud of the results, none of the authors she worked with were chosen for publication. Vera believes that the decision not to publish these authors was based on personal rivalries within management, rather than the quality of her writers’ work. She is extremely frustrated, dreads coming into work each morning, and is seriously thinking of resigning. How can Vera’s job attitude best be described?
A. Low job satisfaction and low job involvement
B. High job satisfaction and low job involvement
C. Low job satisfaction and high job involvement
D. High job satisfaction and high job involvement

2) Julia works as a receptionist at a real-estate company. Her boss just came in the door and yelled at her, telling her that the front office was a mess and that she needed to get up and clean it immediately. After her boss left the room, Julia grabbed three magazines and violently slammed them into the trash can. Which of the following best describes Julia’s action?
A. An affect
B. A thought
C. A mood
D. An emotion

3) Erin works on a software help desk. After being yelled at by a customer about the state of her company’s software, she becomes angry, and has to take a short break to calm down. What makes her anger an emotion, rather than a mood?
A. It is a simple, unambiguous feeling.
B. It interferes with her capacity to work effectively.
C. It has contextual stimulus.
D. It can be controlled given some time.

4) Any incompatibility between two or more attitudes or between behavior and attitudes results in what?
A. Organizational dissonance
B. Cognitive dissonance
C. Attitudinal clarification
D. Values clarification

5) What is the degree to which a person identifies with his or her job, actively participates in it, and considers his or her performance as being important to self-worth?
A. Job satisfaction
B. Job involvement
C. Job stability
D. Organizational commitment

6) What term is used for those emotions that an organization requires workers to show and considers appropriate for a given job?
A. Felt emotions
B. Required emotions
C. Conditional emotions
D. Displayed emotions

7) Janet needs to assign a very important advertising account to one of her writers. First she reviewed each writers work load, then she studied the sales data of the products for the last three campaigns of each writer, then she reviewed each writer’s annual review to familiarize herself with their goals. Finally, she gave the account to Paula, a very creative, efficient writer who has had high sales results with her last three clients’ products. What is Janet’s management style is based on?
A. Organizational behavior studies
B. Substantive evidence approach
C. Preconceived notions
D. Systematic study

8) Basing managerial methods on the best available scientific evidence is called what?
A. Systematic study
B. Organizational behavior
C. Evidence-based management
D. Conceptual management

9) The manager at a construction site observes that he is spending a great deal of time interviewing prospective employees. This is due to the large amount of absenteeism and turnover among his skilled workers. While questioning exiting employees, he discovers that many of them quit because they feel the work place is too dangerous. In particular, several foremen have stated that the need to get the job done quickly is more important than a few rules, and have gone as far as to mock the courage of workers who question this attitude. What is the best way for the manager to control the deviant behavior of the foremen?
A. Ordering the foremen to conform with the required safety standards
B. Finding out why the foremen place a greater importance on finishing the job than on safety
C. Firing the foremen and promoting new foremen from the current pool of workers
D. Taking over the work of the foreman himself

10) Phil loves sales. He has been a stellar sales person since he was 12. Recently he was awarded a full paid trip for two to Puerto Rico for breaking a company sales record. Phil is so motivated to work, he has set a new goal to break his old record in the coming year. Taking into account self-determination theory, why did the company recognition and award, an extrinsic reward, motivate Phil?
A. The reward was seen as a coercive method of increasing sales and motivated Phil to prove himself intrinsically.
B. The reward was imposed to work toward a standard that Phil could not believe in, and his intrinsic motivation suffered.
C. The reward increased Phil’s sense of competence by providing feedback that improved his intrinsic motivation.
D. The reward increased Phil’s sense of competence by providing feedback that diminished his intrinsic motivation.

11) Tony loves programming. He was on the ground level of the computer revolution. This year his boss has set personal goals for each of the programmers, one of which includes a presentation from each programmer about a project. Tony is very annoyed because he has a tremendous amount of work to do and he will have to spend the weekend, his personal time, preparing the presentation. Taking into account self-determination theory, why did his manager’s goals and the presentation reduce Tony’s motivation?
A. The internally imposed goal feels coercive, causing Tony’s intrinsic motivation to suffer.
B. The self-imposed goal increases his sense of competence, causing the intrinsic motivation to suffer.
C. The externally imposed goal is an external reward, causing Tony’s intrinsic motivation to increase.
D. The externally imposed goal feels coercive, causing Tony’s intrinsic motivation to suffer.

12) Glendon has a degree in business and worked for 2 years at an international firm in Spain. When the firm suffered cutbacks and Glendon returned home, he took a job at a nonprofit agency mentoring at-risk Spanish-speaking children. Glendon earns a third of what he earned in the business world, but has decided that his new goal is to acquire a larger case load and continue to use his Spanish to help people. Which theory explains why Glendon is happy with a much smaller external reward for his work?
    A.    Self-imposition of goals
    B.    nAch
    C.    Self-concordance
    D.    Extrinsic motivation

13) Today Marci’s boss entered her cubicle and told her that her work has been fantastic, and that because of her last project the client is going to give the company all of their business. Marci’s boss continued to talk about what a great job she’s doing. When her boss left, Marci felt very confident and satisfied with herself and her job. Marci’s boss uses communication in which of the following functions?
A. Motivation (this is wrong)
B. Control
C. Emotional expression (this is wrong)
D. Information

14) What can managers do to make sure that important information is not withheld from them through silence?
A. Listen to and support diverse opinions.
B. Deal with information overload.
C. Interpret what they see and call it reality.
D. Tell employees what they want to hear.

15) When Neal Patterson, CEO of Cerner Corporation, sent his seething e-mail to 400 managers, he erred by selecting the wrong
    A.    channel for his message
    B.    message
    C.    distribution
    D.    emotional charge

16) Araceli is a team member in a large corporation. She never speaks in the team meetings because she has seen members talk behind each others' backs outside of the meetings. Members are constantly monitoring the other member's work, looking for a mistake to point out in a meeting. According to the information provided, which contextual factor is most likely hindering the success of Araceli's team?
    A.    Adequate resources
    B.    Climate of trust
    C.    Team structure
    D.    Performance evaluations

17) Ayesha is leading a group to develop a prototype for a new product. She has chosen three people to work with her. Ben and Tom are good friends and socialize on the weekend. They are both very creative. Julian is older than Ben and Tom, but they have worked together before and been quite productive. Julian is organized. Ayesha has never worked with any of the men, but knows the product well. She brings the highest level of expertise. Which of the following statements best describes Ayesha’s group?
A. High norms, low cohesiveness, high productivity
B. Low norms, low cohesiveness, low productivity
C. High norms, high cohesiveness, high productivity
D. Low norms, high cohesiveness, low productivity

18) Irma does not like a few of the standard operating procedures adapted for the new project. However, she discussed the items with the team and told them that she realized she was in the minority and that she would adapt the new procedures to maintain smooth operations within the team. What is this type of intention called?
    A.    Sacrificing
    B.    Accommodating
    C.    Collaborating
    D.    Compromising

19) Angelina feels that her cubicle neighbor talks too loudly on the phone, but in other ways she is a great neighbor. Angelina gets annoyed every time her neighbor's phone rings, but she has decided it is simply not worth the trouble to talk to her neighbor. What is Angelina's conflict intention called?
    A.    Avoiding
    B.    Accommodating
    C.    Compromising.
    D.    Collaborating

20) For process conflict to be productive, it must be
    A.    Kept high
    B.    Kept low
    C.    Kept at low to moderate levels
    D.    Kept at moderate levels

21) The right inherent in a managerial position to give orders and expect orders to be obeyed is termed
A. chain of command
B. authority
C. power
D. unity of command

22) ________ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees.
A. Wider spans of control
B. Narrower spans of control
C. Matrix structures
D. Simple structures

23) What is the process through which employees are adapted to an organization’s culture?
A. Personalization
B. Mentoring
C. Socialization
D. Institutionalization

24) If there is a basic conflict between the individual’s expectations and the reality of working in an organization, the employee is most likely to be disillusioned and quit during which stage of socialization?
A. Prearrival
B. Ritual
C. Metamorphosis
D. Encounter

25) When your superior offers you a raise if you will perform additional work beyond the requirements of your job, he or she is exercising ________ power.
A. Legitimate
B. Coercive
C. Reward
D. Personal

26) Political behaviors usually
A. lie outside of an individual’s specified job performance
B. are counter productive to individual goals
C. are seen only in large organizations
D. are frowned upon by organizational leaders

27) Regardless of the composition of a group, managers can leverage diversity to achieve superior performance by which of the following approaches?
A. Emphasize the higher-level similarities among members.
B. Ensure that everyone knows the importance of diversity in groups.
C. Explain the legal and ethical implications involved of not having a diverse group.
D. Focus on the benefits of having a diverse group.

28) Effective workforce programs that encourage diversity have three distinct components. First, they inform managers about the legal framework for equal employment opportunities and encourage fair treatment. Second, they teach managers how a diverse workforce will be better able to serve a diverse market of customers and clients. Third, they
A. ensure top-level management represents the diversity of its workforce and client base
B. ensure that certain groups have not been underutilized
C. generally involve one-shot training sessions that don’t take up an undue amount of time
D. foster personal development practices that bring out the skills and abilities of all workers

29) If individuals resisting change are included in making change decisions in an attempt to gain their support, what is this approach called?
A. Cooptation
B. Exploitation
C. Manipulation
D. Coercion

30) Which tactic to overcome resistance to change is a relatively easy way to gain the support of adversaries, but may backfire if the targets become aware of the tactic?
A. Conciliation
B. Manipulation
C. Coercion
D. Cooperation

Answer 2

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Question 3

MGT 311 Week 1 DQ 1
Which of the following employee characteristics have the greatest impact on employee behavior: general attitudes, job satisfaction, emotions and moods, personality, values, or perception? Provide a rationale for your choice. Which have the greatest impact on organizational performance? Provide a rationale for your choice.
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Answer 3

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Question 4

MGT 311 Week 1 DQ 2
What type of assessments and evaluations might you use to determine the characteristics of your employees? Does the type of tool used make a difference? Why?
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Answer 4

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Question 5

MGT 311 Week 1 DQ 3
How might an individual employee’s personality affect the performance of an organization? If the effect is negative, how might you change this? If the affect is positive, how can you capitalize on this?

As a manager, how can you use your knowledge of employee characteristics to improve organizational performance? Provide specific examples to support your response.
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Answer 5

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Question 6

MGT 311 Week 1 DQ 4
Review the section in Ch. 5 of your text titled, “An Ethical Choice: What If I Have the ‘Wrong Personality?’” As a manager, what do you if you have someone who scores low in desirable personality traits, but their behavior does not reflect this? How would this affect your management of that employee? How might this affect the organization?
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Answer 6

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Question 7

MGT 311 Week 2 DQ 1
There are a variety of theories of motivation, many of which are complementary. Of the main motivational theories described in the text, which theory or theories do you think would apply most fully to the people you had take the self-assessments? Why?
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Answer 7

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Question 8

MGT 311 Week 2 DQ 2
In Week One, you learned about individual personality characteristics. How do these traits affect the type of motivational strategy you use? Provide an example of how this would apply.
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Answer 8

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Question 9

MGT 311 Week 2 DQ 3
Evidence indicates high-performing managers tend to be more media sensitive than low-performing managers—they are better able to match appropriate media richness with the message to be delivered. As a manager, how would you determine which communication channel should be used for a particular message? What barriers might distort the message?
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Answer 9

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Question 10

MGT 311 Week 2 DQ 4
As a manager, what factors do you consider when determining the most effective way to communicate a message to you employees? Does this change if you are preparing to communicate the same message to your superiors? Why?
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Answer 10

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Question 11

MGT 311 Week 2 Individual Employee Portfolio Management Plan
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You are a manager of three employees at Riordan Manufacturing. You recently had these employees take a series of self-assessments to aid you in managing them. Now that you have these assessments, you are now tasked with creating an Employee Portfolio for each of the employees to help guide you in developing ways to best manage them.

Resources: Results of Self-Assessments - Employee Portfolio Management Plan
Complete the Employee Portfolio: Management Plan found on your student website for each of the three employees.
Write a 350- to 700-word summary. Include the following in your summary:
• How might these three employees’ characteristics affect the performance of the organization?
• Recommendations for additional assessments.

Submit the Self-Assessment Results with the Employee Portfolio and Summary.

Answer 11

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Question 12

MGT 311 Week 2 Learning Team Reflection
Discuss the objectives for Week One and Two. Your discussion should include the topics you feel comfortable with, any topics you struggled with, and how the weekly topics relate to application in your field.
Write a 350- to 700-word summary of the team’s discussion.
Include your team’s list summarizing what the team considers to be the most important components of effective organizational communication.
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Answer 12

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Question 13

MGT 311 Week 3 DQ 1
How can understanding stages of group development and group properties help employees in a work group function more effectively? As a manager, how would you help employees come to that understanding?
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Answer 13

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Question 14

MGT 311 Week 3 DQ 2
Although the optimal level of conflict can be functional, no conflict or too much conflict can be dysfunctional. What steps would you as a manager take to stimulate some degree of conflict when appropriate and reduce conflict when it is excessive?
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Answer 14

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Question 15

MGT 311 Week 3 DQ 3
What is the difference between a group and a team? Would your strategy be different for putting together a group than creating a team? Explain your answer.
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Answer 15

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Question 16

MGT 311 Week 3 DQ 4
In the article, “Conflict Management”, the author discusses several strategies for resolving group or team conflict. Which type of strategies seems to fit you best? What criteria should you consider when determining the best conflict resolution strategy?
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Answer 16

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Question 17

MGT 311 Week 3 Individual Employee Portfolio Motivation Action Plan
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You are a manager for Riordan Manufacturing. You recently administered a series of assessments to your three employees to give you a better understanding of their different traits. You have begun putting together an Employee Portfolio for each employee. Now you must use the information from the assessments to create a Motivational Plan.

Resources: Employee Portfolio: Motivation Action Plan, Self Assessments from Week One and Week Two Individual Assignment
Determine the motivational strategy or strategies that would likely be most appropriate for each of your three employees based on their individual characteristics, and complete the Motivational Action Plan for each employee. How will you leverage employee evaluations to motivate each of the three employees?

Describe how the strategy selected connects to one or more of the motivational theories described in the text.

Answer 17

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Question 18

MGT 311 Week 3 Learning Team Reflection
Discuss the Week Three objectives. Your discussion should include the topics you feel comfortable with, any topics you struggled with, and how the weekly topics relate to application in your field.
Write a 350- to 700-word summary of the team’s discussion.
Include your team’s list of strategies for managing conflict in the Learning Team.
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Answer 18

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Question 19

MGT 311 Week 4 DQ 1
Why do organizational structures differ? What is the difference between a mechanistic structure and an organic structure? Which structure would be most appropriate for an innovative organization like Apple or 3M? What about an organization that focuses on cost-minimization like Wal-Mart?
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Answer 19

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Question 20

MGT 311 Week 4 DQ 2
Organizational culture is in many ways beneficial for an organization and its employees but can also be a liability. What do you think are the most significant ways that organizational culture is beneficial? A liability? Be sure to provide specific examples.
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Answer 20

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Question 21

MGT 311 Week 4 DQ 3
An effective manager accepts the political nature of organizations. Power tactics are used to translate power bases into specific action, and there are a number of tactics that could be used in various situations. As a manager trying to influence your employees, what tactics would you personally be most likely to use? Why?
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Answer 21

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Question 22

MGT 311 Week 4 DQ 4
What is the difference between the position a person holds in a company and their political power? Is the top executive in an organization always the person who holds the most political power? Explain your answer
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Answer 22

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Question 23

MGT 311 Week 4 Individual Groups, Teams, and Conflict

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Part I: Team Strategy Plan

You are part of a group of newly hired team superintendents with Riordan Manufacturing. Your group was hired to lead new teams and begin production of the newly designed CardiCare Valve heart valves. This will be at the organization’s Pontiac, MI, location that is currently manufacturing custom plastic parts. Many of the production employees are current employees from other divisions, and the company expects to hire some new employees.

Resources: Riordan Manufacturing Virtual Organization, and Team Strategy Plan

Review the Riordan Manufacturing intranet site and the Human Resource section under Demographics, Employees, Employee Files, and Reports.

Prepare a plan to create the teams. Address the following in your plan:

• Identify various strategies available to build teams.
• What challenges or barriers may happen?
• How will the best strategy be determined?
• What measures will you use to determine if the team is operating successfully

Part II: Conflict Management Plan

While developing the teams, the management group finds that there is currently some internal conflict among two of the employees chosen for this project. David Nguyen has spoken to his current manager twice regarding his feelings that James Deal is intentionally creating problems on the production line, which is causing David to miss his quality checks. James insists that he has no idea what David is referring to and does not understand why David is trying to cause problem. James now goes to his own superintendent because he feels David is spreading rumors that he is looking for other work. David advises his own manager that he is not sure why James thinks this because he has never said anything like that.

Before the new teams are formed, the management group knows they must resolve this issue so that the new production teams can operate smoothly. Both James and David are good employees with positive performance reviews, and they were chosen for the new project because of this reason.

Resources: Riordan Manufacturing Virtual Organization, and Conflict Management Plan

Create a Conflict Management Plan for the conflict between David and James. In this plan, include the following:

• The various conflict management strategies
• The strengths and weaknesses of each
• Considerations for selecting a strategy
• Alternate strategies
. Possible challenges

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Part I: Team Strategy Plan

Question 24

MGT 311 Week 4 Learning Team Reflection
Discuss the Week Four objectives. Your discussion should include the topics you feel comfortable with, any topics you struggled with, and how the weekly topics relate to application in your field.
Write a 350- to 700-word summary of the team’s discussion.
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Answer 24

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Question 25

MGT 311 Week 5 DQ 1
Deep-level abilities are closely related to job performance. As a manager, how could you use the knowledge that people differ to increase the likelihood an employee will perform his or her job well? What challenges does this pose when managing a diverse workforce?
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Answer 25

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Question 26

MGT 311 Week 5 DQ 2
Employees often see change as threatening. What are some of the sources of resistance to change, and what can you as a manager do to overcome that resistance?
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Answer 26

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Question 27

MGT 311 Week 5 DQ 3
What role does diversity play in managing change? What are some possible strategies for managing diversity? What influence does diversity training have on organizations?
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Answer 27

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Question 28

MGT 311 Week 5 DQ 4
Does the type of change being planned affect the strategy for managing the change? Explain and provide an example.
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Answer 28

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Question 29

MGT 311 Week 5 Learning Team Change Management and Communication Plan
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Riordan Manufacturing has decided to make a change to company’s customer management system. The company does not currently have any formal system for managing their customer information and has traditionally left this up to individual employees. This new system will require all employees to use one customer management system. Your team is now working to help Riordan implement this planned change. Your team must do the following in your role as consultants:

Section I: Change Management Plan

Resource: Riordan Manufacturing Virtual Organization

Review the intranet site for Riordan Manufacturing including Human Resources – Organizational Charts, Employee Files, etc., and Sales & Marketing – Marketing Information Systems.

Create a change management plan of 1,050- to 1,400-words. Complete the following in your plan:

• Identify the current formal and informal power structures in the organization. How might the power and political structure of the organization affect employee behavior?
• Identify the most appropriate and effective organizational structures for Riordan Manufacturing that will help them accomplish their planned changes.
• What are the potential effects of this selected structure on employee behavior?
• Identify characteristics of the company’s culture. What are the potential influences of the corporate culture on employee behavior?
• Identify the potential sources of resistance to change and develop strategies to manage resistance to change.
• Recommend a strategy to implement the changes over the next 12 months.
• Describe how you will evaluate the success or failure of the planned change.

Section II: Communication Plan

Create a Communication Plan for the proposed change covered in the Change Management Plan. In the Communication Plan, complete the following:

• Select the most appropriate channels to communicate the change to the employees, and explain why you selected these channels.
• Identify the potential barriers to effective communication and strategies for overcoming the barriers.
Develop a message for one of the selected communication channels. In the message, complete the following:
• Identify those areas affected by the change.
• Establish the need for the change.
• Create a sense of urgency around the change.
Outline next steps in the change process.

Answer 29

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Question 30

MGT 311 Week 5 Learning Team Reflection
Discuss various strategies to managing diversity.
Describe the steps that can be taken as a manager to ensure that work teams are diverse, and describe how to manage diversity on an ongoing basis.
Write a 350- to 700-word summary of the team’s discussion.
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Answer 30

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