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BA 350 > test before finals > Flashcards

test before finals Flashcards

1
Q

organizational culture

A

the set of values, beliefs, adn norms that influence the way employees think, feel, and behave, also guides appropriate and inappropriate behavior within the organization

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2
Q

why does culture matter

A
  1. may be a source of competitive advantage
  2. acts as a control mechanism for empoyee behavior
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3
Q

values

A

guidign principles people use to distinguish desirable from undesirable

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4
Q

terminal values

A

Desired Outcomes
S: safety
P: profitability
I: innovation
E: excellence
L: leader
___
Q: quality
J: justice

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5
Q

instrumental Values

A

Desired behaviors
B: being ethical
R: respecting tradition
A: acting cautiously
T: taking risks
___
W: working
B: being creative

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6
Q

norms

A

informal (unwritten) rules of behavior; how people should behave on a day to day basis

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7
Q

southwest airlines lists these values on their website. which one is a terminal?
a- take initiate
b- choose to do right
c- don’t be a jerk
d- tell the truth
e- kick tail (wining in the industry/excellence)

A

e- kicktail

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8
Q

how is organizational culture transmitted?

A

employees learn organizational values and norms through:
1. formal socialization practices
2. the organizational languages
3. signs, symbols, and stories
4. organizational rites and ceremonies

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9
Q

formal socialization practices

A

what the org does to onboard new employees: orientation, mentoring, training, intros

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10
Q

org languages

A

jargons and acronyms unique to the org

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11
Q

signs, symbols, and stories

A

physical indicators (office size and location), stories of heroes or victories

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12
Q

org rites and ceremonies

A

promotion announcements; celebrations; annual events

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13
Q

org design

A

proce of choosing tasks and job relationships that result in the org structure
- who does what (tasks)
- who reports to who (relationships)

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14
Q

org structure

A
  • should be designed to fit or match the conditions
  • no “best structure”
  • best structure fits the org specific situation
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15
Q

function

A

group of employees who perform the same types of tasks and have similar skills

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16
Q

functional structure (refer to org charts)

A

groups of people together by function (ie: actg dept, it dept, operatiosn, sefety, mktg)
- when people do similar types of work, working together for one manager, it’s a functional structure

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17
Q

division

A

groups of employees who perform various functions to serve a particular set of customers OR make a particular product

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18
Q

divisional structure (refer to org charts)

A

groups together people by customer they serve or products they make (ie: geographic divisions, product divisions, service divisions, market divisions)
- for product divisions, if you have a clothing company, yu might have women’s clothing, men’s clothing, outerwear, footwear, etc. these are all products under a clothing division

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19
Q

advantages of functional structures

A

C: can create career ladders
E: easier to communicate with/learn from similar people
F: functional supervisors really know the jobs and can recognize good performance

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20
Q

disadvantages of functional structures

A

A: as the org grows and offers more product to more customers, it is harder for employees to be expert in all of them
A: as the org grows geo, it is harder for employees to respond to regional differences

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21
Q

advantages of divisional structures

A

C: coordination of employees specializing in a product or type of customer
R: rewarding employees in a division based on the business performance of the division
M: more autonomy

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22
Q

disadvantages of divisional structures

A

C: communication gets more complex with more people ad more layer s
D: devisions can get more competitive; behaviors benefit own divisons, not the org
H: higher costs due to needing more managers/employees

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23
Q

hierarchy of authority

A

height and span

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24
Q

centralization

A

the decisions for that functions are being made by either one person or a small dept of people that all work together

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25
Q

standardizations

A

number of rules and procedures

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26
Q

span of control

A

number of direct reports a manager has

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27
Q

types of spans of control

A

wide span and narrow span

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28
Q

decentralized decision making

A

different people make decisions independently, in terms of different locations

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29
Q

standard operating procedures (sop)

A

specific sets of written instructions about how to perform a certain aspect of a task

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30
Q

liaison role

A

the interpersonal role managers play when they deal with people outside their units, connections between different departments or orgs

31
Q

reciprocity

A

the obligation to give when you receive
ie: if a waiter gives you a fortune cookie, you may be obligated to give them a tip

32
Q

scarcity

A

people want more things they can have less of
ie: rush and panic buying of tp during pandemic

33
Q

authority

A

people will follow credible knowledgeable experts

34
Q

consistency

A

looking for commitments that can be made before asking for a big ask, you ask for a smaller ask

35
Q

liking

A

indvs who are liked by others may find it easier to gather support or cooperation

36
Q

consensus

A

people look at the actions of others to determine their own

37
Q

anna is trying to raise $2,000 for her sorority’s philanthropy, Autism Speaks, from SDSU. at the beginning of the semester, she asks students to sign a petition urging the chancellor for more programming for autism. then a few weeks later, she reaches out to each of the petition signers thanking them for their support of Autism issues and using them for a $10 contribution to Autism Speaks. which of the Cialdini’s shortcuts is anna using?

A

d- consistency

38
Q

legitimate power

A

the power you get form your job title
ie: supervisor = hire, fire, and decide on bonuses

39
Q

reward power

A

power that comes from the ability to provide rewards or favors
ie: salary increases, bonuses, promotions

40
Q

coercive power

A

the ability of a manager to punish others
ie: you have the power to schedule people for horrible shifts or assign people to the least enjoyed tasks

41
Q

information power

A

people who have access to specialized information; having a greater lead than other employees

42
Q

expert power

A

power that is based on the special knowledge, skills, and expertise that a leader possesses

43
Q

referent power

A

power derived from having or admiration; you have some reason why people like you

44
Q

charismatic power

A

power derived from having charisma; leaders that attract a lot of attention; intense form of referent power

45
Q

irreplaceability

A

a group of people who have skills or expertise who are hard to find by hiring or replacing them

46
Q

centrality

A

when a division or function. (more likely a function) has the ability to make decisions for the rest of the company; whatever their decisions are will impact everybody

47
Q

mike is the compensation director for a large oil and gas company. before any job offer can be made anywhere in the company, a hiring manager has to get salary market data from mike in order to determine what a reasonable starting salary would be. what source of power would that be?
a- legitimate
b- coercive
c- information
d- referent
e- charismatic

A

c- information

48
Q

leader member exchange theory (lmx)

A

F: followers are not a homogenous group of members, but rather, indvs
I: in a larger group, this leads to in group and out groups
T: these relationships can vary in quality, low to high
__
E: each leader-member is a unique relationship

49
Q

high lmx

A

mutual trust and respect in a relationship

50
Q

keiran works as a social media marketing specialist in a dept of 6. she likes her boss rebeccca, but notices that rebecca jokes around with, spends time with, and seems to respect the two men in the dept, brendan and matt more. keiran feels left out and sometimes wonders why. keiran is probably which of the following?
a- part of the in group
b- part of the out group
c- experiencing high lmx
d- experiencing high servant leadership

A

b- part of the out group

51
Q

out group

A

when an indv does not idenitfy; people may perceive those in the out group as different

52
Q

situational leadership theory

A

how much direction and support a leader should give employees depends on how competent and committed the employee is

53
Q

the development level of employee

A

how competent and committed tey are for a given task

54
Q

development level 1 (d1)

A

low competence, high commitment

55
Q

development level 2 (d2)

A

low to some competence, high commitment

56
Q

development level 3 (d3)

A

moderate to high competence, variable commitment

57
Q

development level 4 (d4)

A

high competence, high commitment

58
Q

leadership style 1 (s1) matching with development levels

A

directing: defining, planning/prioritizing, orienting, teaching/showing

59
Q

leadership style 2 (s2)

A

coaching: exploring/asking, clarifying, redirecting, sharing feedback, encouraging, praising

60
Q

leadership style 3 (s3)

A

supporting: asking/listening, reassuring, facilitating self-reliant problem solving, encouraging feedback, appreciating

61
Q

leadership 4 (s4)

A

delegating: allowing/trusting, confirming, empowering, affirming, acknowledging, challenging

62
Q

communication

A

the sharing of info between 2 parties to reach a common understanding

63
Q

4 functions of communication

A
  1. expressing feelings
  2. providing knowledge
  3. motivating org members
  4. controlling and coordinating group activities
64
Q

the sharing of information as well as ______ must take place in order for communication to take place.
a- the similar use of the information
b- the reaching of a common understanding
c- different interpretations from unique povs
d- an assumption of what the info means
e- agreement about how to use the information

A

b- the reaching of a common understanding

65
Q

national culture

A

econ, political, and social values that exist in a particular country

66
Q

hofstede’s six cultural dimensions

A

U: uncertainty avoidance
M: masculinity versus femininity
—-
P: power distance
I: indv vs collectivism

hofstede added:
L: long term orientation
I: indulgence

67
Q

power distance

A

countries with high power distance expect there to be a difference in terms of authority and power

68
Q

indv vs collectivism

A

collectivism: there is a strong emphasis on cooperation and loyalty to the group. indv nay prioritise the needs of their family, community, or orgs above their personal desires

69
Q

uncertainty avoidance (not important for exam)

A

extent to which people are comfortable with unexpected events happening

70
Q

masculinity vs femininity (achievement v nurturing)

A

reflects the values a society places on success and competition (achievement) vs caring for others, quality of life, and cooperation

71
Q

long term orientation

A

societies prioritize future rewards and are willing to invest time and effort; whereas for short term, cultures may prioritize quick results

72
Q

indulgence

A

societies with high indulgence: tend to emphasize the pursuit of happiness and enjoyment of leisure time
——
societies with low indulgence: place more emphasis on restraint and strict social norms

73
Q

marie attends a company meeting of her international consulting firm in Switzerland. at the 100 person lunch, she gets the sense that her request for a plate of salad rather than the pre-prepared chicken entree was a social mistake. what cultural dimension might this arise?
a- power distance
b- individualism
c- uncertainty avoidance
d- long term orientation
e- indulgence

A

c- uncertainty avoidance

BA 350 (2 decks)

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