Mgt 312 Exam

Front 1

Rational Model of Decision Making (4 stages)

Back 1

-Explains how managers SHOULD make decisions
-Assumes managers will make logical decisions that will be the optimum in furthering the organizations best interests
-Stage 1: Identifying the problem or opportunity
-Stage 2: Think of alternative solutions
-Stage 3: Evaluate alternatives and select a solution
-Stage 4: Implement and evaluate the solution chosen

Front 2

Who makes better decisions? Groups or individuals and Why?

Back 2

Groups, greater pool of knowledge, different perspectives intellectual stimulation

Front 3

Prior Hypothesis Bias

Back 3

When decision makers with strong prior beliefs tend to make their decision based on their belief

Front 4

True/False
-Experts cant see from the outside

Back 4

TRUE

Front 5

Hierarchy of Authority

Back 5

A control mechanism for making sure the right people do the right things at the right time

Front 6

Clan Culture

Back 6

Has an internal focus and values flexibility rather than stability and control

Front 7

Organization Life Cycle (4 Stages)

Back 7

-Birth stage: the organization is created
-Youth stage: growth & expansion
-Midlife stage: period of growth evolving into stability
-Maternity stage: organization becomes very bureaucratic, large and mechanistic

Front 8

Strategic Human Resource Management

Back 8

Consists of developing a systematic, comprehensive strategy for (a) understanding current employee needs & (b) predicting future employee needs

Front 9

Job description

Back 9

summarizes what the holder of the job does and how and why he or she does it

Front 10

Wagner Act

Back 10

resulted in the NLRB which enforces procedures whereby employees may vote to have a union and for collective bargaining

Front 11

Title VII

Back 11

prohibits discrimination on basis of race, color, religion, national origin, or sex and applies to ALL organizations or their agents engaged in an industry affecting interstate commerce that employs 15 or more

Front 12

Family & Medical Leave Act

Back 12

requires employers to provide 12 weeks of unpaid leave for medical and family reasons, including for childbirth, adoption, or family emergency

Front 13

Job specification

Back 13

describes the minimum qualifications a person must have to perform the job sucessfully

Front 14

Behavioral Description Interview

Back 14

when the interviewer explores what applicants have actually done in the past

Front 15

Assessment Center

Back 15

A place in which management candidates participate in activities for a few days while being assessed by evaluators

Front 16

Orientation

Back 16

helps the newcomer fit smoothly into the job and the organization

Front 17

Objective Appraisals

Back 17

are based on facts and are often numerical

Front 18

Subjective Appraisals

Back 18

are based on a managers perceptions of an employees traits or behaviors

Front 19

Base Pay

Back 19

-Consists of the basic wage or salary paid employees in exchange for doing their jobs
-Determined by many economic factors

Front 20

What are benefits supposed to do for employees and who pays for them?

Back 20

They are supposed to enrich the lives of all employees in the organization and are paid for by the organization

Front 21

How do people feel about change?

Back 21

People are generally uncomfortable about change, even change in apparently minor matters

Front 22

Why are China & India doing all the work?

Back 22

They offer workers and even professionals willing to work twice as hard for half the pay, giving American businesses substantial labor savings

Front 23

Reactive Change

Back 23

when managers make changes in response to problems or opportunities as they arise

Front 24

Proactive Change

Back 24

planned change that involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities

Front 25

Innovative Change

Back 25

the introduction of a practice that is new to the organization

Front 26

Turnover

Back 26

When employees leave their jobs

Front 27

Halo Effect

Back 27

when we form an impression of an individual based on a single trait

Front 28

5 Personality Dimensions

Back 28

1) Extroversion
2) Agreeableness
3) Conscientiousness
4) Emotional Stability
5) Openness to Experience

Front 29

Extroversion

Back 29

How outgoing, talkative, sociable and assertive a person is

Front 30

Symptoms of Stress

Back 30

-Physiological Signs: sweaty palms, restlessness, backaches, headaches, upset stomach, nausea, hypertension, heart attack

-Psychological Signs: boredom, irritability, nervousness, anger, anxiety, hostility, depression

-Behavioral Signs: sleeplessness, changes in eating habits, increased smoking/alcohol/drug abuse.

Front 31

How do unfulfilled needs relate to the relationship model?

Back 31

Managers need to give employees a chance to fulfill their higher-level needs in ways that also advance the goals of the organization

Front 32

Herzberg's 2 factor theory

Back 32

-Proposed that:
1) Work satisfaction from Motivation factors
2) Work dissatisfaction from Hygiene factors

Front 33

How Herzberg feels about Salary - Job satisfaction

Back 33

determined that Job dissatisfaction was more often associated with Salary

Front 34

Esteem, according to Maslow

Back 34

After they meet their social needs, people focus on such matters as self-respect, status, reputation, recognition, and self-confidence

Front 35

Lowest level of needs, according to Maslow

Back 35

Physiological

Front 36

Extinction

Back 36

the withholding or withdrawl of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future

Front 37

How quick should companys reward or punish?

Back 37

give rewards as soon as possible as well as disciplinary actions

Front 38

Job enrichment

Back 38

building into a job such motivation factors as responsibility, achievement, recognition, s

Front 39

Equity theory

Back 39

focuses on employee perceptions as to how fairly they think they are being treated compared to others
-Elements: Inputs, Outputs or rewards

Front 40

Expectancy theory

Back 40

-suggests that people are motivated by 2 things:
1) how much they want something &
2) how likely they think they are to get it
-Elements: Expectancy, Instrumentality, Valence

Front 41

Stages of Group Development

Back 41

1) Forming
2) Storming
3) Norming
4) Performing
5) Adjourning

Front 42

Forming

Back 42

process of getting oriented and getting acquainted

Front 43

Storming

Back 43

the emergence of individual personalities and roles and conflicts within the group

Front 44

Norming

Back 44

conflicts resolved, relationships develop, unity emerges

Front 45

Performing

Back 45

solving problems and completing the assigned task

Front 46

Adjourning

Back 46

preparing for disbandment

Front 47

Groupthink

Back 47

A cohesive group's blind unwillingness to consider alternatives
-Leads to reduction in alternative ideas, Limits other information

Front 48

How to Manage Conflict

Back 48

1) Spur competition among employees
2) Change the organizations culture and procedures
3) Bring in outsiders for new perspectives
4) Use programmed conflict: designed to elicit different opinions without inciting peoples personal feelings