Mqm 221 Test 2 Notecards

Front 1

How a firm will use its resources to gain competitive advantage.

Back 1

Corporate Strategy

Front 2

How a firm will use HR to implement corporate strategy.

Back 2

Human Resource Strategy

Front 3

Policies and procedures used to implement HR strategy.

Back 3

Human Resource Management

Front 4

As quality of HRM system goes up, ___ ___ in dollars per employee ___

Back 4

Market Value

Increase

Front 5

Enabling employees to take on new challenges. (usually managers or professionals)

Back 5

Development

Front 6

Helping employees be effective performers in their current jobs (individual performers and managers)

Back 6

Training

Front 7

Problem: How to fulfill mission to provide opportunity and advancement for all? (diversity)

Solution?

Back 7

A Holistic approach

Front 8

Example of Recruiting:

Back 8

the Ph.D. Project (KPMG) - recruiting fair...now 30% of new hires are minority

Front 9

Example of Training:

Back 9

MGM Mirage - 3 day diversity workshop

Front 10

Example of Retention:

Back 10

Monster - domestic partner benfits, diversity council

Front 11

Example of Development Opportunities:

Back 11

Southern California Edison - future leaders program.

Front 12

The degree to which the job has many different activities using several skills, abilites, and talents of the person.

Back 12

Skill Variety

Front 13

The degree to which the job lets a person do a whole piece of work from start to finish.

Back 13

Task Identity

Front 14

The degree to which the person doing the job percieves it as important to others in the organization or clients of the organization.

Back 14

Task Significance

Front 15

The degree of a persons discretion in deciding how and when to do the job.

Back 15

Autonomy

Front 16

The degree to which the person learns about the quality of his job performance while doing the task.

Back 16

Feedback from the job itself

Front 17

___, ____ , and ____ contribute to experienced MEANINGFUL of the work.

Back 17

Skill Variety, Task Identity, and Task Significance

Front 18

___ contributes to experienced RESPONSIBILTY for outcomes of the work

Back 18

Autonomy

Front 19

_____ contributes to KNOWLEDGE OF THE ACTUAL RESULTS of work activities

Back 19

Feedback from the job itself

Front 20

Two ways to evaluate performance:

Back 20

Subjective evaluation

Objective evaluation

Front 21

Evaluating behaviors rather than traits, describe specific, important job-related behaviors rather than making overall judgements or citing outlying incidents

Back 21

Subjective Evaluation

Front 22

___ evaluation: Working with employees to set goals, consider degree to which employee efforts controls goal achievment

Back 22

Objective Evaluation

Front 23

Advantages of Group Decision Making:
(5)

Back 23

Greater pool of knowledge
Different perspectives
Greater comprehension
Increased acceptance
Training Ground

Front 24

Disadvantages of Group Decision Making:
(6)

Back 24

Groupthink (most common)
Social Pressure
Vocal few dominate
Goal Displacement
Time
Social Loafing

Front 25

Social Loafing

Back 25

Free riding; People not pulling thier own weight

Front 26

Sucker Effects

Back 26

when other group members see free riding happening and therefore reduce their efforts

Front 27

Groupthink

Back 27

groups striving for consensus consider few alternatives before making a decision. (people agreeing to avoid conflict)

Front 28

2 attributes of Effective Group Decision-Making:

Back 28

Have clear understanding of situation and requirements for effective choice
Thorough assessment of pros and cons

Front 29

Two or more people who interact with each other to accomplish certain goals or meet certain needs

Back 29

Group

Front 30

A group whose memebers work intensely with each other to achieve a specific, common goal.

Back 30

Team

Front 31

All ___ are ___ but not all ___ are ___

Back 31

All TEAMS are GROUPS but not all GROUPS are TEAMS

Front 32

4 reasons Work Teams are so popular:

Back 32

Motivation
Performance
Creativity
Innovation

Front 33

___%-___% Corporations use teams/groups to accomplish tasks

Back 33

77%-78%

Front 34

Effective management of ____ requires consideration of different factors than does the effective management of ____

Back 34

Teams

Individuals

Front 35

___ teams: ad hoc, short amount of time, usually same department, meet infrequently

Back 35

Problem Solving Team

Front 36

___ teams: meet periodically, memebers from different areas, solve larger problems

Back 36

Cross Functional Teams

Front 37

___ teams: members are dispersed, connected through technology

Back 37

Virtual Teams

Front 38

___teams: in tact work team, managed from within, interdependent tasks

Back 38

Self-Managed Teams

Front 39

Virtual Teams characteristics:

Back 39

Pupose is to take advantage of expertise in different areas of world
Can be difficult to coordinate
Temporal and physical patterns
software supports problem solving/decision making groups

Front 40

Self-Managing Teams characteristics:

Managers role?

Back 40

Organizations assume team members have mroe knowledge about their work than do other people.
Team has decision authority
Often use group-based performance rewards

Mangers role: support, gid rid of roadblacks, DO NOT tell them how to work

Front 41

Team ___ is the most important thing to get right.

Back 41

Design

Front 42

Teams that have ___ usually do ____

Back 42

Leaders

Better!

Front 43

Stages of group devlopment
(5) + explanation

Back 43

Forming (existence) - Introduction
Storming (control) - role exchanges, leaders emerge
Norming (norms)- define rules and norms
Performing - focus on doing the goals and doing the work
Adjourning - end of existence, disband

Front 44

If you ___ your group = better experience, more sucessful

Back 44

Name your group

Front 45

Degree to which memebers are attracted to a group and share the group's goals

Back 45

Cohesiveness

Front 46

Factors that help or impede cohesiv group formation:
(3)

Back 46

Physical Layout
Social Interaction
Basis of Attraction

Front 47

SuperOrdinate Goals

Example:

Back 47

Tasks that cannot be done without everyones help. Cannot be done alone.

Ex. Apollo 13 - Tom hanks- goal of not dying- must work together

Front 48

___ group members can pressure minority memebers to groups norm; often hold negative view of minority members

Back 48

Majority

Front 49

___ group memebers: influence has positive effect on performance by increasing conflict and promote divergent thinking.

Back 49

Minority

Front 50

Groups could have low performance because members ___ ___ from one or more non-conforming members

Back 50

ignore information

Front 51

Acceptable standards or expectations that are shared by the groups members
Ex. working hours, behavior rules, output quotas

Back 51

Norms

Front 52

Compliance with norms

Back 52

Conformity

Front 53

Example of Conformity

Back 53

Milgram - shock experiment
Asch - longest line

Front 54

Deviance is not always bad because it...

Back 54

challenges ideas often bringing in new ideas

Front 55

When ___ is ___, most people tend to conform and it may slowly become the norm

Much easier to fail as a ___

Back 55

Deviance is working

Deviant

Front 56

Good design and good process both help, but ____ is more in our immediate control

Back 56

Process

Front 57

Even well designed teams have problems with ___

Back 57

Process

Front 58

The ___ of groups comes from the ___

Back 58

Power

Design

Front 59

3 Transitions in conflict thought:

Back 59

Traditional View
Interactionist View
Human Relations View

Front 60

5 Stages in the Conflict Process

Back 60

Stage I - Potential Opposition
Stage II- Cognition and Personalization
Stage III- Intentions
Stage IV - Behavior
Stage V - Outcomes

Front 61

3 Antecedent Conditons of Stage I - Potential Opposition:

Back 61

Communication
Structure
Personal Variables

Front 62

2 parts of Stage II - cognition and personalization:

Back 62

Perceived Conflict
Felt Conflict

Front 63

Conflict-Handling Intentions of Stage III - Intentions:

Back 63

Competition
Collaboration
Accomodation
Avoidance
Compromise

Front 64

2 Overt conflict in Stave IV - Behavior:

Back 64

Party's Behavior
Others Reaction

Front 65

2 Outcomes of Stage V - Outcomes:

Back 65

Increased Group Performance
Decreased Group Performance

Front 66

___ ___ is the moment when the parties to a conflict are aware of the conflict.

Back 66

Perceived Conflict

Front 67

___ ___ is the emotional part of the conflict episode when hostility can emerge.

Back 67

Felt Conflict

Front 68

Some conflict episodes ___ enter the felt conflict stage, in which case the two individuals disagree but neither feels any hostility toward eachother.

Back 68

Never

Front 69

___ ___ are the perceptual sets that people bring to conflict episodes. They act as perceptual filters, removing some information from the episode and emphasizing other information.

Back 69

Conflict Frames

Front 70

3 Types of Conflict Frames:

Back 70

Relationship-Task
Emotional-Intellectual
Cooperate-Win

Front 71

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

Back 71

Negotiation

Front 72

Five Conflict orientations (behavior patterns) are:

Back 72

Dominance
Collaboration
Compromise
Avoidance
Accomodative

Front 73

5 Steps in the negotiation process:
(in order)

Back 73

Preparation and Planning
Definition of Ground Rules
Clarification and Justification
Bargaining and Problem Solving
Closure and Implementation

Front 74

3 Cognitive Biases:

Back 74

Anchoring & Adjustment
Escalation of Commitment
Framing

Front 75

(cognitive bias) Base estimates and decisions on familiar positions, followed by a relative adjustment. Better at RELATIVE thinking than absolute

Back 75

Anchoring & Adjustment

Front 76

(cognitive bias) People tend to continue a previously selected course of action beyond what is rational and reasonable.

Back 76

Escalation of Commitment

Front 77

(cognitive bias)People tend to be overly affected by how information is presented.

Back 77

Framing

Front 78

Some unethical tactics in negotiation include:
(name at least 4)

Back 78

Lies
Puffery (exagerated claims)
Deception
Non Disclosure
Change of Mind
Distraction
Stegthening ones own position

Front 79

Conlflict in organizations is ___, ____ ___, or ____ ___

Back 79

Opposition
Incompatible behaviors
Antagonistic interaction

Front 80

___ conflict refers to factors in the person, group, or organization that might lead to conflict behavior.

Back 80

Latent

Front 81

___conflict refers to the actual conflcit behavior between the parties to the conflcit episode

Back 81

Manifest

Front 82

Job ___ is added duties and tasks to a job

Back 82

Enlargement

Front 83

Job ___ is repackaged duties with more autonomy, responsibility, and decision-making involvement.

Back 83

Enrichment

Front 84

What is the motivating potential score (MPS) equation.

Back 84

(skill variety+task identity+task significance)/3

X Autonomy X Feedback from job iteself

Front 85

3 Transitions in conflict thought:

Back 85

Traditional View
Interactionist View
Human Relations View

Front 86

5 Stages in the Conflict Process

Back 86

Stage I - Potential Opposition
Stage II- Cognition and Personalization
Stage III- Intentions
Stage IV - Behavior
Stage V - Outcomes

Front 87

3 Antecedent Conditons of Stage I - Potential Opposition:

Back 87

Communication
Structure
Personal Variables

Front 88

2 parts of Stage II - cognition and personalization:

Back 88

Perceived Conflict
Felt Conflict

Front 89

Conflict-Handling Intentions of Stage III - Intentions:

Back 89

Competition
Collaboration
Accomodation
Avoidance
Compromise

Front 90

2 Overt conflict in Stave IV - Behavior:

Back 90

Party's Behavior
Others Reaction

Front 91

2 Outcomes of Stage V - Outcomes:

Back 91

Increased Group Performance
Decreased Group Performance

Front 92

___ ___ is the moment when the parties to a conflict are aware of the conflict.

Back 92

Perceived Conflict

Front 93

___ ___ is the emotional part of the conflict episode when hostility can emerge.

Back 93

Felt Conflict

Front 94

Some conflict episodes ___ enter the felt conflict stage, in which case the two individuals disagree but neither feels any hostility toward eachother.

Back 94

Never

Front 95

___ ___ are the perceptual sets that people bring to conflict episodes. They act as perceptual filters, removing some information from the episode and emphasizing other information.

Back 95

Conflict Frames

Front 96

3 Types of Conflict Frames:

Back 96

Relationship-Task
Emotional-Intellectual
Cooperate-Win

Front 97

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

Back 97

Negotiation

Front 98

Five Conflict orientations are:

Back 98

Dominance
Collaboration
Compromise
Avoidance
Accomodative

Front 99

5 Steps in the negotiation process:
(in order)

Back 99

Preparation and Planning
Definition of Ground Rules
Clarification and Justification
Bargaining and Problem Solving
Closure and Implementation

Front 100

Employees should see the results of a data collection when diagnosing jobs to verify their accuracy. T or F?

Back 100

True

Front 101

Social information processing theory says that interactions with others affect a person's perceptions of job characteristics.
T or F?

Back 101

True

Front 102

A manager knowingly assigns a low need for affiliation person to a self-managing workgroup. This management decision raises no ethical issues.
T or F?

Back 102

False

Front 103

Homogeneity of group members can limit a group's innovation and creativity.
T or F?

Back 103

True

Front 104

Job redesign to increase intrinsic motivation works well across cultures.
T or F?

Back 104

False

Because all cultures do not view self-actualization from work experiences as important, striving for intrinsic rewards from job redesign does not apply to all cultures

Front 105

Multinational and transnational organizations face some ethical questions about using self-managing teams in all their operating locations.
T or F?

Back 105

True

Front 106

Of the five core job characteristics, autonomy and feedback from the job itself have the strongest effects on motivating potential
T or f?

Back 106

True

Front 107

Growth need strength, knowledge and skill, and context satisfaction are moderator variables in the theory of work motivation.
T or F?

Back 107

True

Front 108

Minority (deviant) group members typically increase conflict within the group
T or F?

Back 108

True

Front 109

The sentiments part of the model of cohesive group formation has a role in the formation of a cohesive group
T or F?

Back 109

True

Front 110

An ethical question about groups in organizations asks, "Are managers required to inform recruits about all cohesive groups in the organization?"

T or F?

Back 110

True

Front 111

Members of electronic groups usually communicate with each other using any time (asynchronous) communication.
T or F?

Back 111

False

Front 112

The anticipation phase of workgroup socialization gives a potential newcomer to the group an image of her or his role in the group and the nature of interactions with group members.
T or F?

Back 112

True

Front 113

Stereotyping of diverse members of different groups can affect the quality of intergroup behavior.
T or F?

Back 113

True

Front 114

Long standing groups repeatedly go through the stages of group development.
T or F?

Back 114

False,

Only when new members are added or changes within the org. are made.

Front 115

Small groups are more productive than large groups.
T or F?

Back 115

True

Front 116

You can safely apply your home country's view of conformity to other cultures.
T or F?

Back 116

False,

tendency to accept group pressure for conformity to a group's norms varies among cultures

Front 117

Social loafing or the free-rider effect can occur when a group member feels her or his behavior is not easily observed by other group members
T or F?

Back 117

True

Front 118

Workforce diversity can create high conflict potential within groups.
T or F?

Back 118

True

Front 119

Some people want to work independently so they should not be part of self-managing teams
T or F

Back 119

True

Front 120

Conflict frames do not remove information from a conflict episode.
T or F?

Back 120

False

Front 121

Conflict orientations typically do not change during a conflict episode.

T or F?

Back 121

False

Front 122

Organization cultures differ in the value they place on conflict.

T or F?

Back 122

True