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Principles of Business > Module 4 > Flashcards

Module 4 Flashcards

1
Q

What leads to high performance? performance equation?

A

High Ability and High Motivation

Performance = f (AbilityX Motivation)

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2
Q

Define High Performance

A

Both Ability and Motivation must be highin order to get highperformance from employees.

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3
Q

Define Job satisfaction:

A

the degreeof enjoymentderivedfrom enjoyingthe job.

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4
Q

Define Morale

A

: theoverall attitude towardwork.

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5
Q

High job satisfactionand high moralelead to?

A

employeeretentionand commitment.

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6
Q

Job dissatisfactionand low moraleleads to?

A

low performance, absenteeism andturnover.

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7
Q

Higher satisfactiondoes what in performance?

A

NOTlead tohigher performance.

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8
Q

Define Work Motivation

A 
= The set of forcesthat causepeople to want
to increasetheir performance.
Rewards
Attention
Need Satisfaction
Intrinsic Motivation
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9
Q

Classical Theory:

A

Employeeswill workfor money;if theycan get moremoneyby producing more, they willproduce more. Scientific Managementmade productioneasier by simplifyingjobs.

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10
Q

Theory X:

A

Employees willworktoreceive rewardsand to avoid punishments.Job behavior must be closelysupervised and managed.

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11
Q

Expectancy Theory

A

:Employees willwork towards rewards they believe they will receivethrough their efforts.

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12
Q

Behavior Modification Theory:

A

Employees will continue high performanceif it is rewarded.They discontinuehigh performancewhenit is not rewarded.

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13
Q

ManagementbyObjectives:

A

Employees will work to achievegoalsset jointlywith theirmanagers.Goal achievement andtherewards associated with it motivateperformance.

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14
Q

Early BehavioralTheory:

A

Employeeswill work hard because of the special attention they receive from management.
Hawthorne Effect

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15
Q

Maslow’s HierarchyofNeeds:

A

Employees willwork totry tosatisfy their needs.Lower-levelneedsmust be satisfied before higher-levelneeds become motivating.

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16
Q

Equity Theory:

A

Employeeswill work if they receivefair treatment from managers. Fairness is determinedbya comparison betweenemployee’sI/O ratio vs. others’.

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17
Q

Theory Y:

A

Employees willworkifthejob capitalizes on their natural tendenciesto be energetic,growth oriented, self-motivated,productive.

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18
Q

Two-FactorTheory:

A

Employeeswill work if “motivators” are present in their joband “hygienefactors”are at acceptablelevel

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19
Q

Participative Management/Empowerment:

A

Employeeswill workif theytake responsibility for their own performance

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20
Q

Job Enrichment/JobRedesign:

A

Employees will work if their jobshave motivating characteristics(e.g., task variety,workingin a team, contact with the customer)

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21
Q

Define Job Description

A

A description of the important and frequentlyperformed tasksin a jo

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22
Q

Define Job Specifications

A

The knowledge, skills, and abilities (KSA’s) that are necessaryfor performingthe job successfully

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23
Q

Job analysismethods:

A

Observation
Interviews
Performthe job
Critical incidents

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24
Q

What is the problem in todays society in the workforce?

A

Too few workers coming into workforce.
• Widening skill gap: more skilled jobs, fewer skilled workers.
• Greater ethnic diversity, and more complex management .
• Greater competition for skilled workers globally.

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25
Q

What is the solution for todays society in the workforce?

A
  • Develop the personal and professional skills of your employees—to increase the overall skill level of the workforce.
  • Manage employees’ performance to maximize the talent we have.
  • Increase satisfaction of workers to build loyalty and commitment.
  • Utilize talent wherever it is found.
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26
Q

What are the four Building blocks of a company?

A

Mission
• Business Goals:
• Business Strategy:
• Organizational Culture:

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27
Q

Define companies mission?

A

: The company’s purpose and how it will

achieve its purpose.

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28
Q

Define companies Business Goals

A

The company’s performance

targets—how it measures success.

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29
Q

Define Companies Business Strategy

A

plans and programs that outline how the company will meet its goals.

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30
Q

Define Companies Organizational Culture

A

Norms and values that guide how employees behave in the company.

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31
Q

What four things should managers be focused on?

A
  • Planning
  • Organizing
  • Directing/Leading
  • Controlling
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32
Q

Define planning in mangers point of view?

A

: Determining what is best to do and how best to get it done.

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33
Q

Define Organizing in mangers point of view?

A

Determining how best to arrange an

organization’s resources and activities.

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34
Q

What are work samples?

A

A short simulation of a representative sample of tasksin ajob.

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35
Q

Define KSAs

A

knowledge, skills and abilities

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36
Q

The secret to effective selection (hiring) is

A

prediction

You select people who have thehighest predicted performanceon the job

37
Q

job analysis produces two outcomes:

A

job description and job specifications

38
Q

Civil Rights Act of 1964:

A

employer cannot deny someone employment or make an employment-related decision on the basis of a person’s sex, age, race, religion,national origin, or disability status

39
Q

Affirmative Action:

A

says that employers must take affirmative action to increase the representation of women and minorities in under-represented positions—-it means that you should select women and minorities when you have equally qualified job
candidates for jobs in which they are under-represented
Affirmative Action:
Two equally qualified candidates
Break the tie betweenthe two candidates
•Pick the candidatewho isunder-represented in the workforce

40
Q

adverse impact

A 
\: when sex, age, race, religion, national origin, disability status IS used in
employment decisions (e.g., selection)
41
Q

Fair Employmentand HousingAct:

A 
Employersmust be “blind”to a person’s…
Age
Ancestry
Disability
Marital Status
Race
Sex
Religion
Sexual Orientation
42
Q

Employers are NOT required to hire a qualified disabled person

A

If employer do then they must accommodate the disabled person by law

43
Q

When is overtime earned and what is the overtime hourly rate?

A

Work over 40hours/week
Workover8 hours ina singleday
Overtime= 1.5 timeshourlyrate

44
Q

Fair Labor Standards Act of 1938

A

Minimum wage

Overtime requirements

45
Q

Quid Pro Quo

A

= Cannotreject a personfromemploymentor denyan
employmentadvantage(e.g., raise, promotion) when
the person declinessexualfavors.
= Cannot offer a person employmentoran employment
advantagein exchangefor sexualfavors.

46
Q

HostileWork Environment

A

= Cannotcreate a hostilework environmentthrough

verbal orphysicalbehavior ofa sexual nature.

47
Q

Howcan youattract qualified candidates?

A 
Base salary
Benefits
Organizational culture
Opportunity for advancement
Meaningful work
Signing bonus
Opportunity for wealth
48
Q

Define Leadership

A

= a match betweenwhat a leader offersand what followerswant

49
Q

Emotional Intelligence(EQ)

A 
Attributes
Self-Awareness
Self-Regulation
Motivation
Empathy
Social Skill
50
Q

What Happens when you try to change employee Behavior?

A

Resistance

51
Q

How do you RecognizingWhen Change is Required?

A

Internalresourcesandcapabilities are insufficient
External factorsincreasethreat to theorganization
New membersof leadership
Culture doesn’t fit the new reality

52
Q

Procedural Justice:

A

Three principles:Engagement, Explanation, Expectation clarity
Tell people what theproblem isandask for input on potentialsolutions.
Tell people what thechange will be and why.
Tellpeoplewhat to expect as a functionof the change.

53
Q

Disruptive Justice :

A

Three principles: Resource allocation, Economic incentives,
Organizational structure
Tell people what will change butnot why.\
Tell people what they will getand hope theyare swayed by the benefits.
Useincentivesto drive behavior change.

54
Q

Evaluating howwell people performin the job:

A
  • Objective measures
  • Subjective measures

Result: Knowing atwhatlevelaperson is
performing.

55
Q

Performance Management

A

Communicating performance feedback.
•Coachingjob behavior.
•Developing employees’skills.
•Redirecting employee behavior.

Result: People achieve higher levels of
performance.

56
Q

How to AddressPerformance Problems?

Cant do problems? Wont do problems?

A

•Can’t do problems
: Addressthrough training and coaching.
•Won’t do problems
: Addressthrough motivational techniques.

57
Q

The EffectofAccurate Performance Measurement?

A
  1. Acceptanceof EvaluationResults

2. Willingnessto Improve Performance

58
Q

4 goals of management

A
  1. Develop professional skills of your employees
  2. Manage employees performance
  3. Increase satisfaction of workers to build loyalty and commitment
  4. Utilize talent wherever it is found
59
Q

management processes:

A

planning, organizing, directing/leading, and controlling.

60
Q

How do you Managing Culture?

A

Recruit and selectemployeeswho fit the culture.
Socialize and train employees.
Reward and recognize employees

61
Q

Difference Between Leadership and Management

A

Managementmaintains the status quo and keepsthings as theyare.
Leadership changesthe status quo and moves people inanew direction.

62
Q

Specialization

A

Specialization; A single job, Varietyand numberof tasks,
Start-ups: verylittlespecialization,
Mature companies: highlyspecialized jobs
Lower-level employees: overspecialized

63
Q

Chain of Command:

A

who reports to whom

Power =Level of the organization/Number of layers

64
Q

How to Structurethe Organization:

A

Depends on purpose, mission, strategy, competition,size, stage ofmaturity.
Match: what makes iteasyto get the results you want.
Change structure asneeds and conditions change.

65
Q

the five attributes of emotional intelligence:

A

self-awareness, self-regulation, motivation, empathy and social skill.

66
Q

Define Ability and Motivation

A 
Ability= SkillsandTraining
Motivation= Incentives,Rewards,Intrinsic Motivators
67
Q

Define Directing/Leading in a manager point of view

A

Guiding and motivating employees to meet objectives.

68
Q

Define Controlling in a manager point of view

A

Monitoring performance to ensure goals are being met.

69
Q

What is the importance of a SWOT analysis?

  1. To determine what business goals are reasonable for an organization to achieve in the short-term.
  2. To determine what knowledges, skills and abilities are required for performing a job effectively.
  3. To calculate the expected return on investment for a new HR program.
  4. To determine the best business strategy for a company given what it has to work with.
A

To determine the best business strategy for a company given what it has to work with.

70
Q

According to lecture and reading, which of the following is FALSE regarding work motivation?
1/Increases in job satisfaction lead to increases in employee commitment and retention.
2/Decreases in job satisfaction lead to increases in employee turnover.
3/Increases in job dissatisfaction lead to increases in absenteeism and decreases in performance.
4/Increases in job satisfaction lead to increases in job performance.

A

Increases in job satisfaction lead to increases in job performance.

71
Q

The Classical Theory of work motivation is MOST relevant to which of the following possible behaviors?

  1. If a person is paid $5 for making a sale but other employees make $10 per sale, the person will quit the job.
  2. If a person is paid $5 per sale, the person will try to make as many sales as possible.
  3. If a person is punished each time she does not make a sale when interacting with a customer, the person will try harder to make the sale the next time.
  4. If a person is told that she can make $5 for one sale or $30 for making 5 sales, the person will choose a level of effort that maximizes her gain.

A
  1. If a person is paid $5 per sale, the person will try to make as many sales as possible.
72
Q

One of our GSI’s, Kelly Ling, jumped rope to illustrate different motivation theories. Which motivation theory was demonstrated when she walked to the edge of the stage and jumped as you clapped and cheered for her?

  1. Behavior modification theory.
  2. Theory X.
  3. Expectancy theory.
  4. Early Behavioral Theory (Behavioral Theory).

A
  1. Early Behavioral Theory (Behavioral Theory).

73
Q

Which of the following theories of motivation would explain why a person would be UNMOTIVATED to work hard if the job itself lacked meaningfulness, autonomy, and responsibility?

  1. Theory Y.
  2. Two-Factor theory.
  3. Management by Objectives
  4. Early behavioral theory.
A

two factor theory

74
Q

Which of the following is NOT provided by the ONET?

  1. State and national wage rates for jobs listed in the ONET.
  2. Job specifications.
  3. Tools and technology used in a job.
  4. Benefits descriptions.
A
  1. Benefits descriptions.
75
Q

Which of the following statements is FALSE regarding the Americans with Disabilities Act of 1990?
1. The employer is required to hire a disabled job candidate if he or she is qualified to perform the job.
2, The employer cannot deny a job candidate employment on the basis of their disability.
3. The employer is required to make reasonable accommodations to disabled applicants and disabled employees when requested unless it causes undue financial hardship.
4. A disability can be a physical or mental impairment that limits a major life activity.


A
  1. The employer is required to hire a disabled job candidate if he or she is qualified to perform the job.
76
Q

According to California Wage Orders, what would be earned by an hourly employee who works a 12-hour workday?

  1. Two 10-minute paid rest breaks and one 30-minute unpaid meal break.
  2. Three 10-minute paid rest breaks and two 30-minute unpaid meal breaks.
  3. Three 30-minute unpaid meal breaks.
  4. Two 10-minute paid rest breaks and two 30-minute paid meal breaks.
A

2.Three 10-minute paid rest breaks and two 30-minute unpaid meal breaks.

77
Q 
The performance rating exercise demonstrated in class used what kind of performance measure?
Diagnostic measure.
Objective measure.
Projective measure.
Subjective measure.
A

Subjective measure.

78
Q

What was demonstrated by the Ben & Jerry’s story presented in class?
1,Great missions can result in loyal and committed employees.
2. Structure follows strategy.
3.Specialization increases employee focus on key aspects of the business strategy.
4.Good leadership is defined by making the right decisions at the right time.


A

Structure follows strategy.

79
Q

If you were a new manager in company ABC and you wanted to increase your power and influence within the company as quickly as possible, you would…

  1. Centralize decision-making at the top of the organization.
  2. Build in multiple layers of management in the company so that you have a defined path to the top.
  3. Increase your span of control as much as you can.
  4. Specialize your job so you can execute at higher levels of performance.

A
  1. Increase your span of control as much as you can.
80
Q 
A person who goes to work for a start-up where there are few employees to handle a wide variety of tasks would most likely have a \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ job.
Highly departmentalized
Highly unspecialized
Highly centralized
Highly standardized

A

Highly unspecialized

81
Q 
The two principles of strong culture illustrated in class when I offered a Stanford shirt to students in class are:
1Degree of agreement and Rivalry.
2Rivalry and Intensity.
3Degree of agreement and intensity.
4Proximity and Diversity.

A

Degree of agreement and intensity

82
Q 
According to lecture, which of the following is NOT one of the fundamental building blocks of effective organizations?
Leadership
Performance Management
Management Processes
Business Strategy

A

Performance Management

83
Q

as long as job features don’t get in their way of doing the job (excessive rules, bureaucracy, poor articulation of what work hasto be done), people are motivated to work hard because the act of working is satisfying

This theory says that people are motivated by specific aspects of the job itself thatare called “motivators.” Motivators are things like sense of achievement, recognition and=responsibility

A

Theory Y

Two-Factor Theory:

84
Q

focuses on employees having a say in determining how theywill get their work done, and this gives them a sense of ownership of the work.

also focuses on the motivating aspects of the work itself by making the job more interesting and important. Employees will be motivated to work hard because the workitself is self-satisfying

A

Participative management/empowerment

job enrichment/job redesign

85
Q

Departmentalization:

A

dictates which jobs ought to be grouped together and supervised by the same leader/manager

86
Q

Centralized: decision making

A

decision-making concentrates authority among a small number of people, usually located at the top of the organization.

87
Q

Decentralized: decision-making

A

decision-making allows authority to be distributed down the organizational hierarchy and out into the field.

88
Q

Motivation starts with??

A

job satisfaction and morale.

Principles of Business (4 decks)

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