372 Exam I Review sarah

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Management 372 Exam I Review Multiple Choice Chapter 1 1. What are the four functions of management? a Planning : determining an organization’s desire future position and the best means of getting there. What do we want to accomplish? Where do we want to go and how do we want to accomplish that? b Organizing : designing jobs, grouping jobs into units and establishing patterns of authority between jobs and units. What resources are needed to get the job done? Its what ppl need to doat individual level. c Leading : Getting the organization’s members to work together toward the organization’s goals. Using influence to lead organizations members towards its goals. Motivating and directing d Controlling : monitoring and correcting the actions of the organization and its members to keep them directed toward their goals. How are we performing against our goals? Setting standards and measuring performance against them 2. What type of resources are managed? Should I include the skills? a Human, financial, physical and informational resources with the ultimate purpose of efficiently and effectively attaining organizational goals 3. What is the relationship between organizational behavior and human resource management? a Human resource management: the set of organizational activities directed at attracting, developing, and maintaining an effective workforce. HR managers select new employees, develop rewards and incentives to motivate and retain employees, and create programs for training and developing employees. Questions OB helps HR answer: which application should be hired? Which rewards will be more motivating than others? 4. How can an organization gain a strategic competitive advantage? a Competitive advantage: an organizations edge over rivals in attracting customers. b Sources: i Innovating, distribution , speed, convenience, first to market, cost, service, quality, branding 5. What are the four strategies discussed? a Cost leadership: striving to be the lowest-cost producer for a particular level of product quality. i Emphasizes operational excellence : maximizing a product development process to minimize costs. b Differentiation: developing a product or service that has unique characteristics values by customers i Emphasizes product innovation : developing new products or services. c Specialization: focusing on a narrow market segment or niche and pursuing either a differentiation or cost leadership strategy within that market segment. i Emphasizes customer loyalty : delivering unique and customizable products to meet customers’ needs and increase customer loyalty.

d Growth strategy: company expansion organically or through mergers and acquisitions. Response to investor preference for rising earnings. Success= when company can find right # of EE to sustain growth 6. What is scientific management? a Scientific management: the first formal study of OB, abandoned after WW1. i Maximized productivity but lead to monotonous, dehumanizing conditions. ii Guiding principle: Taylors scientific method 1 Replace rule-of-thumb work methods with methods based on scientifically studying the tasks using time-and motion studies. 2 Scientifically select, train, and develop all workers rather than leaving them to passively train themselves. 3 Mgmt provide detailed instruction and supervision to workers to ensure that they are following the scientifically developed methods. 4 Divide work nearly equally btw workers and managers. Managers should apply scientific management principles to planning the work, and workers should actually perform the tasks. 7. How is the human relations movement different than scientific management? a ** Rather than viewing workers as interchangeable parts in mechanical organizations as the scientific management movement had done, the human relations movement viewed organizations as cooperative systems and treated workers’ orientations, values, and feelings as important parts of organizational dynamics and performance. ** answer b Human relations movement: The set of organizational activities directed at attracting, developing, and maintaining an effective workforce i Treats worker’s orientations, values, and feelings as important parts of the organizational dynamics and performance ii **** inspired by Hawthorns effect: ppl increase behavior/performance bc they are being assessed 8. What is the systems approach to organizations? a A system: an interrelated set of elements that function as a whole b The systems approach to organizations provides a useful framework for understanding how the elements of an organization interact among themselves and with their environment. c Synergy: all departments working together create more than one can create on its own. 9. What is the difference between the universal approach to understanding management as compared to the situational approach? Know the difference between the situational and interactional perspective. a Universal: presumes a direct cause and effect linkage between variables, sees several other variables that alter the direct relationship.  believes there is “one best way” b Situational : recognizes that most organizational situations and outcomes are influenced by other variables.  believe that “it depends” is the best approach on situations. c Interactionalism: focuses on how indiv. And situations interact continuously to determine individuals behavior i Because interactionalism is somewhat more narrow than the systems and situational perspectives it will figure less prominently in the chapters that

follow. Nonetheless, the interactional view appears to offer many promising ideas for future development. 10. How do you measure managerial effectiveness? Output created per unit of input a Managers goals: enhancing behaviors and attitudes, promote citizenship, minimize dysfunctional behaviors, drive strategic execution. b Individual behaviors: productivity, performance, commitment (normative, continuous, affective c Organizational citizenship: behaviors that make a + overall contribution to the organization, encompasses all factors outside the strict requirements of the job d Dysfunctional behaviors: behaviors that detract from, rather than contribute to, organizational performance e Strategic execution: the degree to which managers and their EE understand and carry out the actions needed to achieve strategic goals 11. How do we know what we know? a Intuition, scientific method, global replication Chapter 2 5 types of diversity 1. What is diversity? What is the difference between surface- and deep-level diversity? a Diversity: the variety of observable and unobservable similarities and differences among people. b Surface level diversity : refers to observable differences in people, including race, age, ethnicity, physical abilities and characteristics and gender. c Deep-level : individual diff. that cannot be seen directly, including goals, values, personality, etc. 2. What does it mean to have separation, variety, and disparity in regards to diversity? a Separation : differences in position or opinion among group members reflecting disagreement or opposition. b Variety : diff in a certain type or category, including group member’s expertise, knowledge, or functional background c Disparity : differences in the concentration of valuable social assets or resources  dissimilarity in rank, pay, decision-making, or status 3. What is the role of mentoring between different generations in the workplace? a Reverse mentoring: pairing a jr EE with a senior EE to transfer techniques/computer skills from jr to senior. Used to bridge generational gap 4. What is the difference between living to work and working to live? Which generations are likely to engage in them? a Generation x: “work to live” b WHO IS LIVE TO WORKING??? 5. What are some potential benefits of having a diverse workforce? a Foster greater creativity and innovation b Org performance increases when EE have a positive attitude towards diversity c Culturally diverse teams make better decision over time than homogenous groups d Women in top mgmt. results in more innovation 6. What are some potential barriers to inclusion? a “like me” bias

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b Stereotypes c Prejudice d Perceived threat of loss e Ethnocentrism f Unequal across to organizational networks 7. What is driving globalization? a Globalization: the internationalization of business activities and the shift toward an integrated global economy b what drives it? Advances in comm and transportation; busn have expanded internationally to inc. their markets; control of labor, distribution and distribution costs; inc. international comp . 8. What does it mean to be culturally competent? a the ability to interact effectively with people of different cultures. A culturally competent person has a respectful awareness and understanding of cultural differences. b 4 poitns to be culturally competent: i Awareness of out own cultural worldviews and out reactions to ppl who are different ii Our attitudes toward cultural differences iii Knowledge of diff worldviews and cultural practices iv Cross-cultural skills 9. What are Hofstede’s cultural dimensions and how do they influence management decisions when doing business in a culture different than one’s own? a Individualism: extent to which ppl define themselves as individuals rather than part of a group b Collectivism: Characterized by tight social frameworks in which people tend to base their identities on the group or organization to which they belong c Power distance : The extent to which people accept as normal an unequal distribution of power d Uncertainty avoidance : The extent to which people feel threatened by unknown situations and prefer to be in clear and unambiguous situations e Masculinity : The extent to which the dominant values in a society emphasize aggressiveness and the acquisition of money and other possessions as opposed to concern for people, relationships among people, and overall quality of life f Long-term values : Include focusing on the future, working on projects that have a distant payoff, persistence, and thrift g Short-term values : More oriented toward the past and the present and include respect for traditions and social obligations 10. What is technology’s role in changing the work and competitive environment? a Manufacturing, service organization are ways tech is changing b Tech and competition: maintaining leadership position: tech is the basis of competition for some firms; coping with increased cycle times 11. What are the potential ethical issues that might arise in an organization? a Treatment of employees (hiring, firing, wages, working conditions, respect, privacy) b How employees treat the organization (conflict of interest, secrecy, confidentiality, personal internet use, unacceptable absenteeism).

c Treatment of economic agents (customers, competitors, stockholders, suppliers, dealers, unions) d Variations in ethical and legal business practices across countries 12. What is meant by corporate governance? a Refers to the oversight of public corporation by its board of directors i Governance issues: proper mgmt. of the business in the best interest of shareholders and other stakeholders 13. What are some issues that should be taken into account when managing knowledge workers? a Mgmt. of knowledgeable workers: those EE who add value in an org simply bc of what they know b Issues: i Unique workers arrangements and performance motivation requirements ii Specifically (individually) tailored compensation packages (growth opportunities, profit sharing, less bureaucracy) 14. What is outsourcing? Why is it done? How does it differ from offshoring? What are some concerns for offshoring? a Outsourcing: the practice of hiring other firms to do work previously performed by the org. when work is moved overseas it is often offshoring b Offshoring concerns: results in loss of jobs in home county and controversial issues 15. Who are considered to be contingency workers? a Contingent worker : A person who works for an organization on something other than a permanent or full-time basis 16. What does it mean to have a tiered workforce? a Tiered workforce: when one group of an organization’s workforce has a contractual agreement with the organization objectively different from another group performing the same jobs i Occurs w contract negotiated at diff times 17. What is a psychological contract? What is provided and received by workers? a Phycological contract : A person’s set of expectations regarding what he or she will contribute to an organization and what the organization, in return, will provide to the individual i Individuals contribute such things as loyalty and effort. In turn orgs offer such inducements as pay and job security Chapter 3 1. What are the four types of fit? Which one is most legally defensible? a Person-job fit- b Person-group fit- c Person organization fit d Person vocation fit- 2. What is a realistic job preview? What are the benefits of providing one? 3. What are the Big Five Personality characteristics? 4. What are the four dimensions of the Myers-Briggs Type Indicator? 5. What are some other important personality characteristics? 6. What is general intelligence? What are the types of intelligence in the multiple intelligences theory and how do they relate to different professions? 7. What is emotional intelligence? What are the competencies that make it up?

8. What are the different ways to categorize learning styles in including sensory modalities, Kolb’s inventory, and orientations? Chapter 4 1. What is an attitude? What creates an attitude? What causes attitudes to change? 2. What is cognitive dissonance? How can you reduce it? a Cognitive dissonance is an incompatibility (or inconsistency) or conflict between behavior and an attitude or between two different attitudes b Ways to reduce: 3. What is job satisfaction? What influences job satisfaction? 4. What is organizational commitment? What are the three types and how do they impact outcomes? a Affective commitment: positive attachment to the organization and strong identification with its values, and its goals; employees want to stay with the organization. i Very high performance, very likely to commitment citizenship behaviors b Normative commitment: a feeling of moral or ethical obligation to the organization; employees stay because they believe it would be wrong to leave i Reasonability high performers c Continuance commitment: staying with the organization because of perceived high economic and/ or social costs; employees stay because they feel they have to i … 5. What are the four types of values? What kind of conflict can occur between these values? 6. How do values vary across cultures? 7. What is the difference between moods and emotions? 8. What is the difference between negative and positive affectivity? 9. What is perception? What is more important objective reality or a person’s perception? What are the perceptual errors that we are likely to make? 10. What is the purpose of attribution? What are the two general attributions we can make? How do we determine which we choose? 11. What are the different types of organizational justice? How does this relate to trust? 12. What is stress? Be familiar with the General Adaptation System perspective on stress. What are some potential causes of stress? 13. What are some potential consequences of stress and how do people and organizations manage stress? Chapter 6 1. What is the job specialization approach to job design? What are the three approaches to try to overcome the shortcomings of the approach? 2. What are the five core job characteristics? Three psychological states? Moderators? How does the core job characteristics model work? 3. What is the difference between empowerment and participation? What are some things you should do to effectively empower employees? What are four conditions that must exist for empowerment to work? 4. What are the four alternative work arrangements discussed in class? Benefits? Drawbacks?

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5. What must be present for a goal to be effective? What is an MBO? 6. What are some of the purposes of a performance management system? 7. What are some methods of performance appraisal? Who might perform the appraisal? 8. What are some of the different ways that rewards can be valued? 9. What are the various types of rewards organizations use to motivate employees? 10. Why is it important for employees to perceive a connection between performance and rewards? Short Answer 1. List four functions of management and briefly describe what one must do to fulfill those functions. (1) 2. List and discuss five barriers to inclusion. (2) 3. List, define, and discuss how you would like an employee to score on the Big Five Personality characteristics. (3) 4. List, define, and give an example of perceptual errors. (4) 5. Please draw and briefly explain how the job characteristics model works. Be sure to include the core job characteristics, psychological states, moderators & outcomes? (6)

372 Exam I Review sarah

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