Midterm Study Guide Flashcards

1
Q

Setting goals and strategically deciding how to achieve them

A

Planning

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2
Q

Communication, Self-Motivation, Leadership, Responsibility, Team Work, Problem Solving, Decisiveness, Ability to Work Under Pressure, Flexibility, and Negation are examples of…

A

Soft Skills

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3
Q

The efficient and effective pursuit of organizational goals

A

Managment

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4
Q

What they implement directly affects employees, customers, and suppliers

A

Middle Managers

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5
Q

Thinking analytically; seeing the big picture; understanding how everything works together are examples of

A

Conceptual Skills

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6
Q

Which theory views employees as good, trustworthy & productive

A

Theory Y

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7
Q

Who is the Father of Industrial Psychology

A

Hugo Munsterberg

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8
Q

Which philosophers said “The work process should be under the control of workers with the relevant knowledge versus managers acting as facilitators.”

A

Mary P. Follett

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9
Q

New research from the UBC Sauder School of Business shows that even if they don’t get money, status of influence, people desire what?

A

Power

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10
Q

The application of data such as statistics and computer simulations to manage people.

A

Quantitative Management

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11
Q

Employees, Owners & the Board of Directors are examples of what?

A

Internal Stockholders

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12
Q

A systematic assessment of a company’s performance in implementing socially responsible programs.

A

Social Audits

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13
Q

A vendor who provides raw materials, services, equipment, labor, or energy to organizations

A

Suppliers

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14
Q

Companies / Organizations that join together to achieve advantages the neither can perform alone.

A

Strategic Allies

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15
Q

A situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or illegal.

A

Ethical Dilemma

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16
Q

This process involve managers on all levels of the organization planning long term goals

A

Strategic Management

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17
Q

Specific, Measurable, Achievable Realistic, and Timely

A

S.M.A.R.T Goals

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18
Q

What the organization wants to become in the future.

A

A companies Vision Statement

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19
Q

Day-to-do planning of accomplishing tasks in 1-52 weeks

A

Operational planning

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20
Q

Contributions of a specific department in the organization that helps you break down and understand your strategy for the next 6-24 months.

A

Tactical Planning

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21
Q

The 4 decision making styles.

A

Directive, Analytical, Conceptual, Behavioral

22
Q

This explains how managers should make decisions.

A

Rational Decision Making

23
Q

This bias adds up all the money spent on a project and states that because it is so costly the project cannot/should not be abandoned at any juncture even when data proves otherwise.

A

Sunk Cost Bias

24
Q

He studied how managers actually make decisions.

A

Herbert Simon

25
Q

This bias classifies people or information based on observed or inferred characteristics.

A

Categorical Thinking Bias

26
Q

Belief in one’s ability to complete a task.

A

Self-Efficacy

27
Q

Understanding your emotions as well as others emotions

A

Emotional Intelligence

28
Q

What are the 3 components of attitude.

A

Affective, Cognitive & Behavioral

29
Q

The organization, identification, and interpretation of sensory information in order to represent and understand the presented information or environment

A

What is perception.

30
Q

“Those people are pretty much the same”

A

Stereotyping

31
Q

Two or more people who share norms, goals, and have a common identity

A

Group

32
Q

A small group of people with a common purpose, performance goals, and mutual accountability

A

A Team

33
Q

The process of getting oriented and getting acquainted with.

A

Forming

34
Q

The group now evolves into a team where they can set guidelines on what members will do together and how they will do it

A

Norming

35
Q

How do you build a group into a high performance team?

A

Through collaboration, trust, setting goals, timely feedback, motivation, and accountability.

36
Q

Asking “What’s next?” at the end of a project.

A

Adjourning

37
Q

When your group is concentrating on solving problems and completing assigned tasks.

A

Performing

38
Q

The group now evolves into a team where they can set guidelines on what members will do together and how they will do it.

A

Norming

39
Q

The emergence of personalities, roles, and conflicts, in a group.

A

Storming

40
Q

Includes members from different areas within an organization, such as finance, operations, and sales.

A

Cross Functional Teams

41
Q

Basing your first impression of someone on a single trait

A

Halo Effect

42
Q

Tension people feel when they experience extraordinary demands, constraints or opportunities and are uncertain about how they are going to handle the demands, constraints or opportunities.

A

Stress

43
Q

Sweaty palms, restlessness, backaches, upset stomach and headaches are symptoms of…

A

Physiological signs of stress

44
Q

Forgetfulness, Boredom, Irritability, Anxiety, and Depression are _______ signs of stress

A

Psychological

45
Q

Sleeplessness, Change in eating habits, and Increased smoking/alcohol/drugs are signs of what type of stress.

A

Behavioral signs of stress

46
Q

Conflict that hinders the organizations performance.

A

Dysfunctional Conflict

47
Q

Benefits the main purposes of the organization and serves its interests where there is discussion about the issues with out fear, anxiety or perceived threat which leads to problem solving and decision making.

A

Functional Conflict

48
Q

Clashes because of personal dislikes or disagreements.

A

Personality Conflict

49
Q

Feeling inferior or resentment because you are comparing yourself to a team member who possesses something you desire

A

Envy Based Conflict

50
Q
A