Management Exam 2

Front 1

Span of management

Back 1

number of employees reporting to a manager

Front 2

responsibility

Back 2

the obligation to achieve objectives by performing required activities

Front 3

authority

Back 3

is the right to make decisions, issue orders, and use resources

Front 4

delegation

Back 4

is the process of assigning responsibility and authority for accomplishing objectives

Front 5

levels of authority

Back 5

1. the authority to inform
2. the authority to recommend
3. the authority to report
4. full authority

Front 6

line vs. staff authority roles

Back 6

line authority is making decisions and issue orders down the chain of command and staff authority is the responsibility to advise and assist other personnel

Front 7

centralized vs. decentralized authority

Back 7

centralized are important decisions made by top managers and decentralized authority are important decisions made by middle and first line managers

Front 8

Departmentalization

Back 8

is the grouping of related activities into units.

Functional - involves organizing departments around essential input activities, such as production, sales and finance.

Product - involves organizing departments around goods or services

Customer - involves organizing departments around the needs of different types of customers

Geographic - involves establishing separate units in each area in which the enterprise does business

Matrix - combines functional and product departmentalization

Front 9

Job description and job specification

Back 9

the job description identifies the tasks and responsibilities of a position and job specification and the qualifications needed for the job

Front 10

Job enrichment

Back 10

the process of building motivators into the job itself to make it more interesting

Front 11

Chain of command

Back 11

the clear line of authority from the top to the bottom

Front 12

flat vs. tall organizations

Back 12

tall there are many levels with narrow spans of management and in flat which is usually after downsizing there are few levels with wide spans of management

Front 13

balancing authority with responsibility

Back 13

use authority to meet your responsibilities

Front 14

types of change

Back 14

Strategy - an organization my change its strategy at the corporate, business, and functional level

Structure - a change in strategy will result in a change in structure

Technology - such as the introduction of computers, fax machines, email, e commerce, and the internet have increased the rate of speed at which change happens

People - for an organization to change people have to change. people tasks change with technology and structural changes

Front 15

information systems

Back 15

are formal systems for collecting, processing, and disseminating information that aid in decision making.

Front 16

stages of the change process

Back 16

denial - when people first hear of it and deny it will affect them

resistance - once people get over the initial shock and realize that the change will be reality

exploration - when the change begins to be implemented and people explore it

commitment - employees determine their level of commitment of making the change a success through exploration

Front 17

focus of resistance

Back 17

self - people want to know what is in it for them

others - then they consider how a change might effect their friends, peers, and colleagues

work environment - the work environment includes the setting, work itself, and the climate, and people will resist change that take away their control

Front 18

innovative organizational cultures

Back 18

the most successful organizations encourage creativity and innovation

Front 19

diversity

Back 19

the degree of differences among members of a group

Front 20

Mentor Protege

Back 20

?

Front 21

lewins model of change

Back 21

1. Unfreezing - involves reducing the forces that are maintaining the status quo.

2.Moving - the change process in which employess learn new, desirable behaviors, values, and attitudes

3. Refreezing - desirable performance becomes the permanent way of doing things

Front 22

Comprehensive Model of Change

Back 22

1. Recognize the need for change
2. Identify possible resistance to the change and plan how to overcome it
3. plan the change interventions
4. implement the change interventions
5. control the change

Front 23

organizational development

Back 23

Training and development - how people develop their skills, behavior and attitudes to be used on the job

Sensitivity training - in a group of 10 - 15 people, people learn how their behavior affects other and how others affect them

Team building - helps work groups increase structural and team dynamics performance

Process consultation - improves team dynamics

Front 24

human resources management process

Back 24

involves planning for, attracting, developing, and retaining employees. also known as the staffing process

Front 25

BFOQ (bona fide occupational qualification)

Back 25

is a qualification that is reasonably necessary to normal operation of a particular organization

Front 26

Recruiting

Back 26

is the process of attracting qualified candidates to apply for job openings

Front 27

Selection process

Back 27

the process of choosing the most qualified applicant recruited for a job

Front 28

Types of interviews

Back 28

1. structured interview - all candidates are asked the same list of questions
2. unstructured interview - has no preplanned questions or sequence of topics
3. semi-structured interview - the interviewer has a set of planned question but also asks unplanned questions

Front 29

Types of questions

Back 29

1. closed ended question - requires a limited response, often a yes or a no.
2. open ended question - requires a detailed response and is appropriate for determining abilities.
3. hypothetical questions - the candidate describes what he or she would do and say in a given situation.

Front 30

Preparing of interview steps

Back 30

1. Review the job description and specifications
2. Prepare a realistic job preview
3. Plan the type of interview
4. Develop question for all candidates
5. Develop a form
6. Develop questions for each candidate

Front 31

Conducting the interview steps

Back 31

1. Open the interview
2. Present the realistic job preview
3. Ask your questions
4. Introduce top candidates to coworkers
5. Close the interview

Front 32

Problems to avoid when interviewing

Back 32

-rushing
-stereotyping
-"like me" syndrome
-halo and horn effect - only base decision on qualifications
-premature selection

Front 33

orientation

Back 33

is the process of introducing new employees to the organization

Front 34

training

Back 34

is the process of teaching employees the skills needed to perform a job.

Front 35

development

Back 35

is ongoing education to improve skills for present and future jobs

Front 36

vestibule training

Back 36

develops skills in a simulated setting

Front 37

performance appraisal process

Back 37

1. job analysis
2. develop standards and measurement methods
3. informal PA coaching and discipline
4. prepare for and conduct the formal PA

Front 38

performance appraisal measurement methods

Back 38

Administrative Decision
-Ranking
-Rating Scale
-BARS (behaviorally anchored rating scale)
-MBO; Narrative Method
-Critical Incidents File
Developmental Decisions

Front 39

Evaluation vs. developmental appraisals

Back 39

?

Front 40

Organizational Behavior

Back 40

is the study of actions that affect performance in the workplace.

Front 41

Personality

Back 41

Locus of control - is a trait that lies on a continuum between believing that control over one's destiny is external and believing that it is internal.

Optimism - lies on a continuum whose opposite end is pessimism

Risk propensity - lies on a continuum from risk taking to risk avoiding

Machiavellianism - is a trait based on the belief that the ends can justify the means and power should be used to reach desired ends.

Front 42

Personality dimensions

Back 42

Extraversion - extrovert and introvert

Aggreableness - cooperative and competitive

Emotionalism - stability and instability

Conscientiousness - responsible/dependable and irresponsible/undependable

Openness to Experience - the willingness of trying new things/not wanting to try new things

Front 43

Perception

Back 43

is the process of selecting, organizing, and interpreting environmental information

Front 44

Attribution

Back 44

is the process of determining the reason for someone's behavior and whether that behavior is situational or intentional.

Front 45

Attitudes

Back 45

are positive or negative evaluation of people, things and situations.

Front 46

Pygmalion effect

Back 46

is the theory that managers' attitudes toward and expectations and treatment of employees largely determine their performance.

Front 47

Organizational power

Back 47

Coercive - involves threats and/or punishment to influence compliance

Connection - is based on the user's relationship with influential people

Reward - is based on the user's ability to influence others by providing something of value to them

Legitimate - is based on the user's position power in the organization

Referent - is based on the user's personal power relationships with others

Information - is based on others' need for data

Expert - is based on the user's skill and knowledge

Front 48

Politics

Back 48

is the process of gaining and using power

Front 49

Networking

Back 49

is the process of developing relationships for the purpose of socializing and career building.

Front 50

Reciprocity

Back 50

involves the creation of obligations and the development of alliances that are used to accomplish objectives

Front 51

Coalition

Back 51

is a network of alliances that help a manager achieve and objective

Front 52

Guidelines for developing political skills

Back 52

-learn the organizational culture
-learn the power players
-don't surprise your boss
-be an honest team player
-stay tuned in to the grapevine
-resolve conflicts

Front 53

Functional conflict

Back 53

exists when disagreement and oppostition support the achievement of organizational objectives

Front 54

Dysfunctional conflict

Back 54

Too little or too much conflict is usually dysfunctional

Front 55

Negotiation process

Back 55

Plan - Negotiate - Postpone (if you want) - come to and agreement or no agreement

Front 56

BCF statement

Back 56

Describes a conflict in terms of Behaviors, Consequences, and Feelings

Front 57

Mediator

Back 57

is a neutral third party who helps resolve a conflict

Front 58

Arbitrator

Back 58

is a neutral third party who resolves a conflict by making a binding decision

Front 59

Stress

Back 59

is the boy's reaction to environmental demands

Front 60

Stressors

Back 60

are factors that cause people to feel overwhelmed by anxiety, tension, and/ or pressure

Front 61

Stress management concepts, techniques

Back 61

-Time management
-Relaxation
-Nutrition
-Exercise
-Positive thinking
-Support network

Front 62

Leadership

Back 62

is the process of influencing employees to work toward the achievement of organizational objectives.

Front 63

Ghiselli study (typical key traits of leaders)

Back 63

1. supervisory ability
2. need for occupational achievement
3. intelligence
4. decisiveness
5. self assurance
6. initiative

Front 64

Leadership styles

Back 64

Autocratic - the leader makes decisions, tells emplyees what to do , and closely supervises employees

Democratic - the leader encourages employee participation in decisions

Laissez faire - the leader takes a leave employees alone approach, allowing them to make the decisions and decide what to do, and does not follow up

Front 65

Contemporary perspectives

Back 65

Charismatic leadership - is a style that inspires loyalty, enthusiasm and high levels of performance

Transformational leadership - a style that brings about continuous learning, innovation, and change

Transactional leadership - is a style based on exchange

Symbolic leadership - a style based on establishing and maintaining a strong organizational culture.

Servant leadership - a style based on meeting the needs and goals of employees and the goals of the organization

Front 66

Leadership continuum

Back 66

is used to determine which of seven styles of leadership, on a continuum from autocratic to participative is best for a given situation.

Front 67

Path-Goal Model

Back 67

is used to determine employee objectives and to clarify how to achieve them using on of four leadership styles.

Situational factors

-subordinates
1. authoritarianism
2. locus of control
3. ability, or the extent of employees ability to perform tasks to achieve goals

-ronmental
1. task structure
2. formal authority
3. work group

Leadership Styles
1. Directive
2. Supportive
3. Participative
4. Achievement oriented

Front 68

steps in handling employee complaints

Back 68

1. listen to the complaint and paraphrase it
2. ask the complainer to recommend a solution
3. schedule time to get all the facts and make a decision
4. develop a plan for addressing the complaint
5. implement the plan and follow up

Front 69

steps in handling customer complaints

Back 69

1. admit the mistake and apologize
2. agree on a solution
3. implement the solution quickly
4. prevent future complaints

Front 70

career

Back 70

is a sequence of related job positions

Front 71

networking

Back 71

is the process of building relationships for the purpose of career building and socializing

Front 72

networking process

Back 72

1. perform a self-assessment and set objectives
2. create your one minute self sell
3. list your potential nework contacts
4. conduct networking interviews
5. maintain your network