Mgmt 310 Test 1

Front 1

Organizational Behavior and model

Back 1

developing understanding and skills to effectively manage individuals and groups

Individual level -> group level -> organization systems level

Front 2

The new world of work

Back 2

global, complex, diverse, changing, ambiguous

Front 3

Demands of the modern workplace

Back 3

proactivity, political savvy, cooperation, creativity, flexibility, speed, attention to ethical behavior

Front 4

Human Nature at Work T/F Quiz
1. The best manager for a group of engineers is the one who is the best engineer of the group

Back 4

False

Front 5

Human Nature at Work T/F Quiz
2. Spending time building relationships between team members is always helpful to ensure good work

Back 5

2. False (because of the word always)

Front 6

Human Nature at Work T/F Quiz
3. To get employees to do a better job, pay them more money

Back 6

3. Depends

Front 7

Human Nature at Work T/F Quiz
4. In overall vocabulary and intelligence, male and female workers are not noticeably different

Back 7

4. True

Front 8

Human Nature at Work T/F Quiz
5. Interviews are the best method for hiring the right person for the job

Back 8

5. False

Front 9

Human Nature at Work T/F Quiz
6. People work harder when part of a team than when by themselves

Back 9

6. False

Front 10

Human Nature at Work T/F Quiz
7. Physically attractive job candidates tend to be viewed as less intelligent than the plainer ones

Back 10

7. False

Front 11

Human Nature at Work T/F Quiz
8. The most effective work groups are those with very little conflict

Back 11

8. False

Front 12

Management skills
Technical skills

Back 12

the ability to apply specialized knowledge or expertise

Front 13

Management skills
Human skills

Back 13

the ability to work with, understand, and motivate other people, both individually and in groups

Front 14

Management skills
Conceptual skills

Back 14

the mental ability to analyze and diagnose complex situations

Front 15

Management skills needed per organizational structure level

Back 15

First level managers = more technical, less conceptual
Top level managers = more conceptual, less technical

Front 16

Productivity

Back 16

managers are supporting their line-level employees, they cannot be sloppy or slow

Front 17

Absenteeism

Back 17

employees missing work

Front 18

Turnover

Back 18

an employee who is permanently withdrawn from the organization (fired, quit) ; high turnover is expensive

Front 19

Organizational citizenship behaviors

Back 19

employees going above and beyond, behaviors that make the workplace better in any way

Front 20

Deviant behaviors

Back 20

theft, sabotage, employees are more likely to engage in these activities if they dislike their boss

Front 21

Individual differences in organizations

Back 21

attitudes, perceptions, personality, demographic diversity, cross-cultural differences

Front 22

Diversity management/leveraging differences

Back 22

allowing ALL individuals in the workplace to have the opportunity to achieve full potential, leveraging the advantages while mitigating the disadvantages

Front 23

Advantages of diversity in the workplace

Back 23

multiple perspectives, greater openness to new ideas, new markets, increased creativity, increased flexibility, strong problem-solving skills

Front 24

Disadvantages of diversity in the workplace

Back 24

ambiguity, complexity, confusion, miscommunication, difficulty in reaching agreement

Front 25

Marshmallow test

Back 25

child is given a marshmallow and told if he/she can wait until later, she can have 2

predicted adjustment, popularity, confidence, and dependability

Front 26

Components of Goleman's Emotional Intelligence
Self-Awareness

Back 26

knowing one's emotions, strengths, weaknesses, drives, values, and goals -- and their impact on others

self-confidence, realistic self assessment, self-deprecating sense of humor, thirst for constructive criticism

Front 27

Components of Goleman's Emotional Intelligence
Self-Regulation

Back 27

controlling or redirecting disruptive emotions and impulses

trustworthiness, integrity, comfort with ambiguity and change

Front 28

Components of Goleman's Emotional Intelligence
Motivation

Back 28

being driven to achievement for the sake of achieving

passion for the work itself, unflagging energy to improve, optimism in the face of failure

Front 29

Components of Goleman's Emotional Intelligence
Empathy

Back 29

considering others' emotions, especially when making decisions

expertise in attracting or retaining talent, ability to develop others, sensitivity to cross-cultural differences

Front 30

Components of Goleman's Emotional Intelligence
Social Skill

Back 30

managing relationships to move people in desired directions

effectiveness in managing change, persuasiveness, extensive networking, expertise in building/leading teams

Front 31

Personality

Back 31

the sum total of ways in which an individual reacts and interacts with others, measurable traits a person exhibits which influence how people see new situations and how they behave

Front 32

Personality determinants

Back 32

hereditary, environment

Front 33

Key Personality Dimensions
Type A and Type B

Back 33

Type A - time pressure, impatience, work aggressively

Type B - relaxed, steady-paced, easygoing

Front 34

Key Personality Dimensions
Self-monitoring

Back 34

extent to which people vary their behavior to match the situation and make the best possible impression on others

Front 35

Key Personality Dimensions
Machiavellianism

Back 35

these individuals think that any behavior is acceptable if it achieves their goals

Front 36

Key Personality Dimensions
The "Big 5"
EACEO

Back 36

1. Extraversion-outgoing, adventuresome
2. Agreeableness-trusting, caring, good-natured, cheerful, gentle
3. Conscientiousness-hardworking, persistent, responsible, careful, well organized
4. Emotional stability-no anxiety, hostility, depression
5. Openness to experience-intelligent, imaginative, unconventional

Front 37

Key Personality Dimensions
Tolerance for Ambiguity

Back 37

high tolerance - welcome uncertainty and change
low tolerance - see such situations as threatening and uncomfortable

Front 38

Key Personality Dimensions
Locus of Control

Back 38

the degree to which individuals believe that the things that happen to them are the result of their own actions

Front 39

Key Personality Dimensions
Dogmatism

Back 39

closed-minded, rigid belief systems, stick to their opinions

Front 40

Key Personality Dimensions
Authoritarianism

Back 40

believe that power and status should be clearly defined and that there should be a hierarchy of authority

Front 41

Myers-Briggs
E vs. I

Back 41

extroverted vs. introverted

Front 42

Myers-Briggs
S vs. N

Back 42

sensing vs. intuitive
(physical reality vs. impressions)

Front 43

Myers-Briggs
T vs. F

Back 43

thinking vs. feeling

Front 44

Myers-Briggs
J vs. P

Back 44

judging vs. perceiving

Front 45

The Hoftstede Framework

Back 45

national culture is made up of...time orientation, individualism vs. collectivism, quality vs. quantity of life, power distance, uncertainty avoidance

Front 46

Perception

Back 46

a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment

Front 47

Attribution Theory

Back 47

when individuals observe behavior, they attempt to determine whether it is internally or externally caused

Front 48

Fundamental Attribution Error

Back 48

tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviors of others (tend to blame the person first, not the situation)

Front 49

Self-serving bias

Back 49

tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors

Front 50

Attitudes

Back 50

evaluative statements or judgements concerning, objects, people, or events

Front 51

Attitudes
cognitive component

Back 51

opinion or belief segment

Front 52

Attitudes
affective component

Back 52

emotional or feeling segment

Front 53

Attitudes
behavioral component

Back 53

an intention to behave a certain way toward someone or something

Front 54

Job satisfaction

Back 54

in general, people are satisfied with their jobs
immediate supervisor has biggest impact of any coworker

Front 55

Resilience

Back 55

ability to spring break in the face of difficulty/stress

ability to create a brighter, more generative life experience

Front 56

Benefits of resilience

Back 56

greater happiness and satisfaction with work and relationships
improved physical health and longevity
better persistence toward work and personal goals
more likable and inspiring to others

Front 57

Four step path to create resilience

Back 57

1. gather information
2. identify personal patterns
3. create resilient perceptions
4. cultivate resilient behaviors

Front 58

Heuristic thinking

Back 58

we categorize events and people as good, bad, or irrelevant which creates stereotypes and other biases

Front 59

All-or-nothing thinking

Back 59

perfectionism
overgeneralization

Front 60

Negative filter

Back 60

glass half empty, disqualify the positive

Front 61

Suddenly psychic

Back 61

negative mind-reading
negative fortune-telling

Front 62

Intrinsic vs. extrinsic motivation

Back 62

jobs which are intrinsically motivating usually don't require much extrinsic motivation

Front 63

SMART goals

Back 63

managers can use these to intrinsically motivate employees

specific, measurable, attainable, relevant, time trackable

Front 64

Job Design
Job Rotation

Back 64

the periodic shifting of a worker from one task to another

Front 65

Job Design
Job Enlargement

Back 65

horizontal expansion of jobs

Front 66

Job Design
Job Enrichment

Back 66

vertical expansion of jobs

Front 67

Employee involvement programs
Quality Circles

Back 67

brainstorm problems in the organization, do some research, brainstorm solutions, present problem and solution to management

improves intrinsic motivation

Front 68

Needs theories of extrinsic motivation

Back 68

Maslow's hierarchy of needs, ERG Theory, managers can motivate employees by meeting needs better

Front 69

Reinforcement theory for extrinsic motivation

Back 69

managers can motivate employees through reinforcement

Front 70

Maslow's hierarchy of needs

Back 70

physiological (physical working conditions) -> security (job security) -> social (professional friendships) -> esteem (recognition from supervisors, responsibility) -> self-actualization (achievement in the organization)

Front 71

ERG Theory

Back 71

Satisfaction progression = existence needs -> relatedness needs -> growth needs

Frustration regression = growth needs -> relatedness needs -> existence needs

Front 72

Flextime

Back 72

employees work during a core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core

Front 73

Job sharing

Back 73

the practice of having 2 or more people split a 40-hour-a-week job

Front 74

Telecommuting

Back 74

employees do their work at home on a computer that is linked to their office