Organisation

Question 1

Morgan’s eight organisational metaphors

Answer 1

Machines, organisms, brains, culture, politics, psychic prisons, flux and transformation and instruments of domination.

Question 2

The five key tasks of a manager according to Fayol

Answer 2

Planning, organising, commanding, co-ordinating and controlling.

Question 3

Taylors’s principles

Answer 3

All tasks should be standardised, controlled and routinised.

Question 4

Self-esteem and how it can be improved

Answer 4

Being supportive and showing concern. Offering varying, autonomous and challenging work, related to one’s abilities, values and skills. Striving for supervisor-employee cohesiveness and trust. Having faith in one’s self-management ability and rewarding successes.

Question 5

Four souces of self-efficacy beliefs

Answer 5

Prior experience, behaviour models, persuasion from others and assessment of one’s physical and emotional states.

Question 6

Big Five personality dimensions

Answer 6

Extroversion, agreeableness, conscientiousness, emotional stability and openness to experience.

Question 7

The seven most frequently cited mental abilities

Answer 7

Verbal comprehension, word fluency, numerical reasoning, spatial ability, memory, perceptual speed and inductive reasoning.

Question 8

Schwartz’s work values

Answer 8

Intrinsic, extrinsic, social and prestige.

Question 9

Work-related attitudes

Answer 9

Organisational commitment, job involvement and job satisfaction.

Question 10

Emotional intelligence four key components

Answer 10

Self-awareness, self-management, social awareness and relationship management.

Question 11

The three factors in Correspondent inference theory

Answer 11

Non-common effects, social desirability of effects and degree of choice.

Question 12

Asymmetric information

Answer 12

Adverse selection and moral hazard.

Question 13

The four stages in Information processing

Answer 13

Selective attention/comprehension, encoding and simplification, storage and retention, and retrieval and response.

Question 14

The eight Barriers to effective communication

Answer 14

The ability to communicate effectively, the way people process and interpret information, the level of interpersonal trust between people, the existence of stereotypes and prejudice, the egos of the people communicating, the inability to listen, the natural tendency to evaluate or judge a sender’s message, and the inability to listen with understanding.

Question 15

Supervisors five types of downward communication

Answer 15

Job instructions, job rationale, organisational procedures and practices, feedback about performance, and indoctrination of goals.

Question 16

Information richness four factors according to media selection

Answer 16

Speed of feedback, characteristics of the channel, type of communication, and language source.

Question 17

The five sources of job satisfaction

Answer 17

Fulfilment, discrepancy, value attainment, equity, and trait/genetic components.

Question 18

The five ways of explaining behaviour

Answer 18

Needs, reinforcement, cognition, job characteristics, and feelings/emotions.

Question 19

Alderfer’s three dimensions needs

Answer 19

The existence needs, the relatedness needs, and the growth-related needs.

Question 20

Goal setting’s four motivational mechanisms

Answer 20

It directs one’s attention, regulates effort, increases persistence, and encourages development of goal attainment strategies and action plans.

Question 21

The four criteria of a group

Answer 21

Two or more, freely interacting individuals, share collective norms and goals, and have a common identity.

Question 22

The five stages in Tuckman’s theory

Answer 22

Forming, storming, norming, performing, and adjourning.

Question 23

Roles in teams

Answer 23

Social, boundary spanning, and task oriented.

Question 24

The six ways organisations can build trust

Answer 24

Communication, support, respect, fairness, predictability, and competence.

Question 25

The Carnegie model suggests that decision-making is characterised by

Answer 25

Limited information processing, the use of judgemental heuristics, and satisficing.

Question 26

The four styles of decision-making

Answer 26

Directive, analytical, conceptual, and behavioural.

Question 27

The employees three basic needs that Participative management fulfil

Answer 27

Autonomy, meaningful work, and interpersonal contact.

Question 28

The five stages of the creative process

Answer 28

Preparation, concentration, incubation, illumination, and verification.

Question 29

The four functions of organisational culture

Answer 29

Organisational identity, collective commitment, social system stability, and sensemaking devices.

Question 30

The eight basic responses for handling diversity issues

Answer 30

Include/exclude, deny, assimilate, suppress, isolate, tolerate, build relationships, and foster mutual adaptation.

Question 31

The occupational stress model’s four sets of stressors

Answer 31

Individual level, group level, organisational level, and extra-organisational.

Question 32

Burnout’s three key phases

Answer 32

Emotional exhaustion, depersonalisation, and feeling a lack of personal accomplishment.

Question 33

The five soft influence tactics

Answer 33

Rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals.

Question 34

The four hard influence tactics

Answer 34

Exchange, coalition tactics, pressure, and legitimating tactics.

Question 35

French and Raven’s five bases of power

Answer 35

Reward power, coercive power, legitimate power, expert power, and referent power.

Question 36

The five conflict-handling styles

Answer 36

Integrating, obliging, dominating, avoiding, and compromising.

Question 37

The five steps in added value negotiation

Answer 37

Clarify interests, identify options, design alternative deal packages, select a deal, and perfect the deal.

Question 38

The four characteristics common to all organisations

Answer 38

Co-ordination of effort, a common goal, division of labour, and a hierarchy of authority.

Question 39

Mintzberg’s seven organisation types

Answer 39

Entrepreneurial, machine, diversified, professional, innovative, missionary, and political.

Question 40

The contingency factors

Answer 40

Environment, technology, structure, strategy, and size.

Question 41

The typical effectiveness criteria

Answer 41

Goal accomplishment, resource acquisition, internal processes, and strategic constituencies satisfaction.

Question 42

The four key external forces for change

Answer 42

Demographic characteristics, technological advancements, market changes, and social and political pressures.