Management And Marketing Exam 1

Front 1

the process of getting things done through and with people, and directing the efforts of individuals toward a common goal

Back 1

management

Front 2

management functions (5)

Back 2

1. planning
2. organizing
3. staffing
4. leading/directing
5. controlling/evaluating

Front 3

determining what objectives need to be accomplished and establishing standards against which actual performence can be measured

bridges gap between where we are and where we want to be

Back 3

planning

Front 4

development of a structure of people and things necessary to accomplish objectives. as a process it involves: (1) identification of activities, (2) classification of grouping of activities, (3) assignment of duties, (4) delegation of authority and creation of responsibility, (5) coordinating authority and responsibility relationships

Back 4

organization

Front 5

manning the organization structure through proper and effective selection, appraisal and development of personnel to fill the roles designated under the structure

Back 5

staffing

Front 6

the interaction between a person's individualized needs and external influences which determine behavior

Back 6

motivation

Front 7

1. based on the idea that people expect rewards to be distributed fairly
2. people compare their efforts/rewards to the efforts/rewards they believe exist for people in a similar situation

Back 7

adam's equity theory

Front 8

theory says that to be motivated, need to establish goals to work towards

Back 8

locke's goal setting theory

Front 9

in locke's goal setting theory, goals should be ____ and ____

Back 9

specific and challenging

Front 10

1. states that behavior is based on externally imposed reinforcement
2. to motivate someone to change behavior, you should reward desired behavior and punish undesired behavior
3. opposite from goal setting theory, which says that motivation is based on internal goals

Back 10

skinner's reinforcement theory

Front 11

process whereby an individual influences a group of individuals to achieve a common goal

Back 11

leadership

Front 12

based on a person's ability to provide material or nonmaterial inducements

Back 12

reward power

Front 13

derived from the follower's perception that a leader has the right to lead, make demands, and expect obedience from others

Back 13

legitimate power

Front 14

based on an individual's knowledge and expertise

Back 14

expert power

Front 15

stems from a person's charm or appeal and a follower's desire to identify or emulate these characteristics

Back 15

referent power

Front 16

based on an individuals ability to threaten or punish

Back 16

coercive power

Front 17

ability to apply influence

Back 17

power

Front 18

right to command resources

Back 18

authority

Front 19

ability to create change within individual or group

Back 19

influence

Front 20

1. ability to see/make fine distinctions
2. treatment/consideration based on characteristics rather than merit

Back 20

discrimination

Front 21

1. agreement regarding employment made for an established time period
2. may be terminated by either party for any reason that does not violate public policy and at any time without liability

Back 21

at will employment

Front 22

prevents former employee from opening a competing practice in the same or nearby vicinity for a specified time after termination

Back 22

non-compete clause

Front 23

submission to unwanted sexual activity is explicitly or implicitly made a term or condition of gaining while maintaining employment (if you go out with me, i'll consider a promotion)

Back 23

quid pro quo harassment

Front 24

sufficiently severe or pervasive to alter the condtions of employment and create and abusive work environment

Back 24

hostile environment harassment

Front 25

steps to the hiring process (8)

Back 25

1. evaluate current staffing needs
2. define position requirements
3. decide who will be involved in the hiring process
4. develop a sourcing strategy
5. design a screening and evaluation process
6. negotiate an employment offer
7. provide a thorough and welcoming orientation experience to position th new hire for success
8. evaluate the effectiveness of the hiring process after a candidate is on the job

Front 26

components of employee value proposition (5)

Back 26

1. affiliation
2. work content
3. career
4. benefits
5. compensation

Front 27

manifest themselves as both assertive and uncooperative. they pursue a win at all costs mentality when trying to achieve their goal, regardless of the effort on the other party, and will use every tool available to achieve victory

Back 27

competing mode of conflict

result: lose-lose

Front 28

individuals employing this more are both unassertive and highly cooperative. they are prone to self sacrifice and will often neglect their own needs in favor of the needs of others. those who accomodate will often work to fulfuill another's directives even if they do not agree with them or would rather not follow that particular course of action

Back 28

accomodating mode of conflict

result: lose-win

Front 29

both unassertive and uncooperative. they do not pursue their own goals nor do they pursue the goals of others. they simply do not deal with conflict. they will sidestep issues, put off a task that needs completeing, or simply withdraw from the situation that may result in conflict

Back 29

avoiding mode of conflict

result: lose-lose

Front 30

demonstrate moderate assertiveness and cooperativeness and their goal is to find a common ground solution that will satisfy all disagreeing parties. these people tend to give up more ground than those who employ the competing mode because of their interest in preserving relationships with the other party

Back 30

compromising mode of conflict

result: lose-lose

Front 31

both assertive and cooperative. these individuals attempt to find solutions that are mutually satisfying for all parties. this can often require more time investigating the true roots of a disagreement, but this approach allows the collaborator an opportunity to understand opposing points of view when tring to reach a consensus

Back 31

collaborating mode

result: win-win

Front 32

1. AKA positional or hard-bargining
2. win-lose situation
3. each side adopts an extreme position, knowing that it will not be accepted, and then employs a combination of guile, bluffing, and brinksmanship in order to cede as little as possible before reaching a deal
4. distinctives: (a) conceive a negotiatioin as a process of distrubuting a fixed amount of value (b) often involvees people who have never had a previous interactive relationship, nor are they likely to do so again in the near future

Back 32

distributive negotiation

Front 33

1. AKA principled
2. win-win situation
3. distinctives: (a) focuses on the underlying interests of the parties rather than their arbitrary starting positions (b) approaches negotiation as a shared problem rather than a personalized battle (c) insists upon adherence to objective, principled criteria as the basis for agreement

Back 33

integrative negotiation

Front 34

what does BATNA stand for

Back 34

best alternative to negotiated agreement

1. equivalent to the economic concept "opportunity cost"
2. stop negotiating when the value of the BATNA is less than the current agreement
3. your worst outcome is the BATNA (therefore make sure that the BATNA is a 'credible threat'

Front 35

ways to create/develop a strong team (12)

Back 35

1. create leadership and leadership structure
2. define a common goal and set clear expectations
3. use "we" instead of "i"
4. man the team well
5. hold periodic team meetings
6. appreciate people (listen, respect, care)
7. insure people are adequately trained
8. teach them to work together as a team
9. foster "buy-in" within members
10. build a culture of constructive dissention
11. expect the best out of each other
12. celebrate successes together

Front 36

dysfunctions of a team (5)

Back 36

1. absence of trust--occurs when members are reluctant to be vulnerable and unwilling to admit mistakes, weaknesses, or needs for help
2. fear of conflict--teams that are lackin gon trust are incapable of engaging in unfiltered, passionate debate about key issues
3. lack of commitment--without conflict its difficult for members to commit to decisions, creating an environment of ambiguity. lack of direction/commitment can make employees disgruntled
4. avoidance of accountability--when teams dont commit to clear plan of action, even the most focused and driven hesitate to call their peers on actions/behaviors that may seem counterproductive to the overall good of the team
5. inattention to results--team members naturally tend to put their own needs (ego, career developement, recognition, etc.) ahead of the collective goals of the team when individuals arent held accountable

Front 37

ongoing process of communication between manager and employee to support accomplishing strategic objectives

Back 37

performance managment

Front 38

effective performance management efforts share the following components (S.C.O.R.E)

Back 38

1. Strategic: performance management is linked to business goals
2. Communication: coaching and feedback techniques used to promote open, honest dialogue
3. Opportunity: key contributors for advancement identified
4. Recognition: reward programs tightly coupled with performance
5. Engagement: performance management perceived as a shared responsibility amongst the team

Front 39

barriers to performance management (8)

Back 39

1. failure to communicate expectations
2. lack of training
3. lack of time/information
4. failure to link individual performance to organizational goals
5. fear of negative consequences
6. developing legally defensive evaluation systems
7. inability to choose evaluation systems
8. inaccurate rating during evaluations

Front 40

which evaluation rating error?

one positive trait that influences all ratings

Back 40

halo effect

Front 41

which evaluation rating error?

everything is average (not helping people know where to improve)

Back 41

central tendency

Front 42

which evaluation rating error?

being overly harsh (not helping people know where to improve--everyone is bad)

Back 42

strict rating

Front 43

which evaluation rating error?

being overly generous (not helping people know where to improve--everyone is good)

Back 43

lenient rating

Front 44

which evaluation rating error?

rating influenced by recent actions (good or bad)

Back 44

latest behavior

Front 45

which evaluation rating error?

letting past evaluations influence current ones

Back 45

spillover effect

Front 46

1. managing time effectively so that the right time is allocated to the right activity
2. allows individuals to assign specific time slots to activities as per their importance
3. refers to making the best use of time as it is always limited

Back 46

time managment

Front 47

common causes of time management challenges (3)

Back 47

1. technical errors (ex: disorganized work space, lack of planning time--controllable)
2. external realities (ex: new life events, working with disorganized or underprepared people--unable to control)
3. psychological obsticles (ex: unclear priorities, fear of down time, dislike of primary tasks--may or may not able to control)

Front 48

10 common mistakes of time management

Back 48

1. not setting personal goals (goals give you a destination and vision to work toward; need short and long term goals)
2. not prioritizing (in reality, cant do everything!)
3. failing to manage distractions
4. procrastination
5. taking on too much (unable to say no; misjudge own capabilities)
6. thriving on busy (not sustainable to do everything in a rush)
7. multitasking (causes more mistakes overall; takes longer overall)
8. not taking breaks (efficient not necssarily equal to effective)
9. inefficiently scheduling tasks (understand what time of day works best for you; understand ho you work best)
10. failing to keep a to-do list (key items must be prioritized)

Front 49

potential causes of procrastination (11)

Back 49

1. anxiety about the task
2. avoidance of things which are disliked or difficult
3. perfectionism, often associated with unrealistic standards
4. difficulty concentrating
5. concern about failing or not meeting your own standards
6. fear of success an its possible consequences
7. poor time management, often associated with distorted sense of time available
8. an inability to prioritize
9. overload of tasks at a specific time
10. not knowing what is required
11. being bored by the task

Front 50

clarifying the overall purpose and desired results of an organization, and how those results will be achieved

Back 50

strategic planning

Front 51

benefits of strategic planning (5)

Back 51

1. clearly define the purpose of the organization and to establish realistic goals and objectives consistent with that mission in a defined time frame within the organization's capacity for implementation
2. develop a sense of ownership of the plan
3. ensure the most effective use is made of the organization's resources by focusing the resources on the key priorities
4. provide a base from which progress can be measured and establish a mechanism for informed change when needed
5. listen to everyone's opinions in order to build consensus about where the organization is going

Front 52

which type of strategic planning?

1. clarify the results they want ot achieve in the future
2. develop a vision of what the organization and it customers or clients will lookk like at some point in the future, and then articulate what they have to do to achieve that vision
3. work from the future to the present

Back 52

goal-based strategic planning

Front 53

which type of strategic planning?

1. clarify current issues that the organization must soon address and how it will address them
2. work from the present to the future
3. usually a shorter term planning
4. often is focused primarily (but not exclusively) on internal matters

Back 53

issue-based strategic planning

Front 54

steps to strategic planning (7)

Back 54

1. organize team, including stakeholders
2. identify organization's strategic direction
3. conduct a strategic analysis
4. define major goals
5. develop an action plan
6. develop an evaluation and monitoring system
7. communicate the plan to others

Front 55

the organization's purpose

Back 55

mission

Front 56

the organization's long term goal(s) and aspiration(s)

Back 56

vision

Front 57

the organization's central priorities

Back 57

values

Front 58

organizational outcomes that reflect the mission of the organization and provide movement toward realizing the vision

Back 58

long-term goals

Front 59

what are "SMARTER" long-term goals as described by McNamera (7)

Back 59

1. Specific
2. Measurable
3. Acceptable (to those responsible)
4. Realistic
5. Time based (time frame specific)
6. Extending (achieving goals should develop capabilities)
7. Rewarding

Front 60

an idea, a conceptualization of how the objective could be achieved

Back 60

strategy

Front 61

an action you take to execute the strategy

Back 61

tactic