Management 310 Exam 1

Front 1

Management Functions:
Planning

Back 1

1) encompasses defining an organization’s goals, 2)establishing an overall strategy for achieving those goals, and 3) developing a comprehensive set of plans to integrate and coordinate activities

Front 2

Management Functions:
Organizing

Back 2

1)includes determining what tasks are to be done, 2) who is to do them, 3)how the tasks are to be grouped, 4)who reports to whom, and 5) where decisions are to be made

Front 3

Management Functions:
Leading

Back 3

to direct and to coordinate people; 1)motivate employees, 2)direct activities of others, 3)select efficient communication channels, 4)resolve conflicts

Front 4

Management Functions:
Controlling

Back 4

monitor the organization’s performance

Front 5

Management Skills:
Technical Skills

Back 5

The ability to apply specialized knowledge; many people develop their technical skills on the job

Front 6

Management Skills:
Human Skills

Back 6

the ability to work with, understand, and motivate other people, both individually and in groups; they must have good communication skills to communicate, motivate and delegate

Front 7

Management Skills:
Conceptual Skills

Back 7

must have the mental ability to analyze and diagnose complex situations; rationally process and interpret information

Front 8

Management Roles:
Interpersonal Roles

Back 8

1) Figurehead: represents organization
2) Leadership: has subordinates training, motivating, and disciplining
3) Liaison: represents your section/ department; may be individuals or groups inside/outside the organization

Front 9

Management Roles:
Informational Roles

Back 9

1) Monitor: collecting information from outside organizations; reading magazines; talking to other people to learn of changes in public tastes, what competitors are planning
2) Disseminator: transmitting information to organizational members
3) Spokesperson: represent the organization to outsiders

Front 10

Management Roles:
Decisional Roles

Back 10

1)Entrepreneur: initiate and oversee new projects
2)Disturbance Handlers: take corrective action in response to unforeseen problems
3) Resource Allocators: responsible for allocating human, physical and monetary resources
4) Negotiator: discuss issues and bargain to gain an advantage

Front 11

Explain differences between independent vs. dependent variables

Back 11

1) Dependent Variables: the key factor that you want to explain or predict and it is affected by some other independent variable

2) Independent Variables: the presumed cause of some change in the dependent variable

Front 12

Explain Effective vs. Efficient productivity

Back 12

effective is when it successfully meets the needs of it’s clientele; achievement of goals. Efficiency is the ratio of effective output to the input required to achieve it; lowest cost

Front 13

How do you go about:
"Empowering People"

Back 13

Put employees in charge of what they do; in doing so, managers are being forced to learn how to give up control while employees are being forces to learn how to take responsibility for their work and make appropriate decisions

Front 14

What is Turnover?

Back 14

is the voluntary and involuntary permanent withdrawal from an organization. A high turnover rate results in increased recruiting selection, and training costs.

Front 15

What is a manager?

Back 15

Individuals who achieve goals through other people. They make decisions, allocate resources, and direct the activities of others to attain goals.

Front 16

What is an Organization?

Back 16

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

Front 17

What is organizational behavior?

Back 17

a field of study that investigates the impact that individuals, group , and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

Front 18

What are the three determinants of Organizational behavior?

Back 18

1) Individuals
2) Groups
3) Structure

Front 19

Theories of Learning:
Classical Conditioning

Back 19

a type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response

Front 20

Theories of Learning:
Operant conditioning

Back 20

a type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment.
1) Focuses on the consequences on an action
2) Reinforcement is more effective than punishment

Front 21

Describe key points of Ivan Pavlov’s experiment.

Back 21

Example of Classical Conditioning:
Unconditioned stimulus: Meat for dogs
Unconditioned response: Action that takes place as a result of Unconditioned stimulus.
Conditioned Stimulus: Ringing bell
Conditioned Response: Dog drool

Front 22

Explain the Social Learning Theory

Back 22

: the view that people can learn through observation rather than direct experience (an extension of operant conditioning)

Front 23

Shaping; its behavior & outcomes refers to systematically doing what?

Back 23

systematically reinforcing each successive step that moves an individual closer to the desired response (or molding individuals by guiding their learning in graduated steps)

Front 24

Positive and negative reinforcement results in?

Back 24

Learning

Front 25

Punishment and Extinction lead to what?

Back 25

weaken behavior and tend to decrease its subsequent frequency

Front 26

Negative reinforcement refers to what?

Back 26

following a response by the termination or withdrawal of something unpleasant ***

Front 27

Positive reinforcement involves what?

Back 27

: following a response with something pleasant (example: praising an employee for a job well done)

Front 28

Explain what punishment means to a manager.

Back 28

punishment is causing an unpleasant condition in an attempt to eliminate an undesirable behavior (example: giving an employee a 2 day suspension without pay for showing up drunk to work)

Front 29

Explain what extinction means to a manager.

Back 29

eliminating any reinforcement that is maintaining a behavior (example: teacher doesn’t want to answer questions in class so he/she ignores the person raising the hand)

Front 30

What is "ability" and what are the two kinds of ability as it relates to jobs?

Back 30

Ability refers to an individual’s capacity to perform the various tasks in a job
Based on two factors: intellectual and physical
1) Intellectual Abilities: those needed to perform mental activities- for thinking, reasoning, and problem solving
2) Physical Abilities: the capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics

Front 31

Schedules of reinforcement:
Continuous Reinforcement

Back 31

a desired behavior is reinforced each time it is demonstrated

Front 32

Schedules of reinforcement:
Intermittent Reinforcement

Back 32

a desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is demonstrated

Front 33

Schedules of Reinforcement:
Fixed Ratio

Back 33

set # of responses and for every set # there is a reward
Example: for every 5 note cards you glue together, you’ll get 25 cents.
After person earns reward, people tend to slack a little bit.

Front 34

Schedules of Reinforcement:
Variable Ratio

Back 34

: person gets the reward on average every # of responses but it varies
Example: casino quarter slot machines, if you knew a set # of times you had to put in a quarter. People don’t know so they put more quarters in
Example: commission

Front 35

Schedules of Reinforcement:
Fixed Interval

Back 35

deals with time.
Example: paying someone a salary, picking up a set paycheck every 2 weeks
Has little motivation to do good

Front 36

Schedules of Reinforcement:
Variable Interval

Back 36

still based on interval but interval changes
Example: pop quizzes- giving 10 pop quizzes during the semester motivates you to read and come to class
Example: performance review that gives more money and you don’t know when the review will come

Front 37

Name all of the Schedules of Reinforcement and their Implications for motivation.

Back 37

1) Continuous- fast learning of new behavior but rapid extinction
2) Fixed Interval- average and irregular performance with rapid extinction
3) Variable Interval- moderately high and stable performance with slow extinction
4)Fixed Ratio- high and stable performance attained quickly but also with rapid extinction
5) Variable Ratio- very high performance with slow extinction

Front 38

What are attitudes and their 3 components?

Back 38

Attitudes are evaluative statements or judgments concerning objects, people, or events
1) Cognitive Component: the opinion or belief segment of an attitude
2) Affect Component: the emotional or feeling segment of an attitude (affect = emotion)
3) Behavioral Component: an intention to behave in a certain way toward someone or something

Front 39

Define job satisfaction.

Back 39

defined as a positive feeling about one’s job resulting from an evaluation of its characteristics.

Front 40

Do employees gain job satisfaction from pay raises and promotion opportunities

Back 40

Tend to be less satisfied if they still have negative evaluation of job characteristics.

Front 41

What is a major factor that affects job satisfaction?

Back 41

Personality - Negative people are often less satisfied with their jobs.

Front 42

What are the effects of Dissatisfied employees?

Back 42

1) Exit: leaving organization
2) Neglect: passively allowing conditions to worsen

Front 43

What are the impacts of satisfied employees?

Back 43

1) Voice: actively and constructively attempting to improve conditions
2) Loyalty: passively but optimistically waiting for conditions to improve

Front 44

Explain Cognitive dissonance.

Back 44

any incompatibility between two or more attitudes or between behavior and attitudes
1) Dissonance means inconsistency
2) Individuals attempt to reduce the dissonance
3) Individuals will seek a stable state

Front 45

Define personality.

Back 45

the sum total of ways in which an individual reacts and interacts with others.

Front 46

What are the primary determinants of personality?

Back 46

1) Heredity: those factors that were determined at conception (genes, dna)
2) Environment: the culture in which we are raised; the norms among our family, friends, and social groups; and other influences that we experience
3) Situation: act different in different settings

Front 47

Explain and describe each part of the big five.

Back 47

1) Extroversion: sociable, gregarious, and assertive
2) Agreeableness: good-natured, cooperative, and trusting
3)Conscientiousness: responsible, dependable, persistent, and organized
4) Emotional Stability: calm, self-confident, secure, vs. nervous, depressed, insecure
5) Openness to Experience: curious, imaginative, artistic, and sensitive

Front 48

What does conscientiousness predict and how is this explained?

Back 48

Predicts that there is a positive relationship between being conscientious and being a good worker.
develop higher levels of job knowledge = higher job performance

Also, strong relationship between conscientiousness and organized citizenship behavior

Front 49

What is the Myers- Briggs Type Indicator? List and explain its components.

Back 49

most widely used personality-assessment instrument in the world. 100 question personality test. Can be a valuable tool for self-awareness and career guidance, but shouldn’t be used as a selection tool!
• Extroverted vs. Introverted: extroverts are outgoing and social, introverts are quiet and shy
• Sensing vs. Intuitive: sensing are practical and prefer order, intuitive rely on unconscious processes and look at the “big picture”
• Thinking vs. Feeling: thinking uses reason and logic, feeling rely on personal values and emotions
• Judging vs. Perceiving: judging types want control and prefer their world to be ordered and structures, perceiving types are flexible and spontaneous

Front 50

Define Terminal Values.

Back 50

desirable end-states of existence; the goal that a person would like to achieve during his or her lifetime (example: family security)

Front 51

Define Instrumental Values.

Back 51

preferable modes of behavior or means of achieving one’s terminal values (example: loving-affectionate, tender)

Front 52

Explain power distance.

Back 52

how accepting you are of distance in status. If you have low power distance, then the status differences are smaller. High power distance means that large inequalities of power and wealth exist (caste-system). Low means that there’s more equality and opportunity.

Front 53

Explain the theory of Individualism vs. Collectivism

Back 53

individualism believes in individual rights above all else. Collectivism emphasizes a tight social framework- look to others for protection.

Front 54

Define Masculinity vs. Feminity

Back 54

how much aggressiveness, power and control are valued. High masculinity indicates the culture has separate roles for men and women, men dominate the society. Feminism stresses equality

Front 55

Explain Uncertainty Avoidance

Back 55

tolerance for ambiguity; the degree to which people in a country prefer structures over unstructured situations. High leads to anxiety about uncertainty and ambiguity- tend to emphasize laws, regulations and controls

Front 56

Explain Long-term and Short-term Orientation

Back 56

short term focuses on here and now, rapid change; long term devotion to traditional values- value thrift, persistence and tradition.

Front 57

Explain what is ment by "Internally caused behaviors."

Back 57

behaviors that are believed to be under the personal control of the individual

Front 58

Explain what is ment by "Externally caused behaviors."

Back 58

behaviors resulting from outside forces (example: if your employee is late for work, you might attribute it to traffic)

Front 59

Explain what is ment by "locus of control."

Back 59

the degree to which people believe that they are masters of their own fate

Front 60

Define Values

Back 60

basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence

Front 61

Define a Type A Personality some of qualities often associated with it.

Back 61

aggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time and, if necessary, against the opposing efforts of other things or other people
1. Always moving, walking, and eating rapidly
2. Feel impatient with the rate at which most events take place
3. Strive to think or do two or more things at once
4. Cannot cope with leisure time
5. Obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire

Front 62

Explain the Importance of ethics of organization leaders

Back 62

the values of those in middle and upper management should have a significant bearing on the entire ethical climate within an organization.

Front 63

Define the Halo Effect

Back 63

drawing a general impression about an individual on the basis of a single characteristic

Front 64

Define the Self Serving Bias

Back 64

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

Front 65

Define the Attribution theory and its 5 qualities.

Back 65

when individuals observe behavior, they attempt to determine whether it is internally or externally caused
1) Externally: we think that there’s something about the other person or environment that caused the situation
2) Internally: we think it’s something about him or her that caused the situation
3) Distinctiveness: shows different behaviors in different situations. The more distinct the behavior, the more we think its about the person rather than the situation.
4) Consensus: response is the same as others in the same situation. If others act the same way in the same situation, we think its more about situation
5) Consistency: responds in the same way over time

Front 66

Define Perception

Back 66

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

Front 67

True or False
- An individual's behavior is based entirely on reality?

Back 67

False
- People’s behavior is based on their perception of what reality is, not on reality itself

Front 68

When we think and use our senses to gather information we are unconsciously being what?

Back 68

Cognitive Misers

Front 69

Our decisions are based on what?

Back 69

Our perceptions of reality.

Front 70

What is a cognitive Miser?

Back 70

Is the process of differentiating lots of information to focus on important info. and to help us conserve perception.

Front 71

Define Fundamental attribution error

Back 71

the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. (We tend to blame others first not the situation)

Front 72

Define the Contrast Effects

Back 72

evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

Front 73

Define the Overconfidence Bias

Back 73

believing too much in our own ability to make good decisions; related to self-serving bias; most people are overconfident

Front 74

Define the Anchoring Bias

Back 74

using early, first received information as the basis for making subsequent judgments; similar to halo effect.

Front 75

Define the Confirmation Bias

Back 75

using only the facts that support our decision

Front 76

Define the Escalation of Commitment

Back 76

In spite of new negative information, commitment actually increases

Front 77

Define the randomness effort.

Back 77

creating meaning out of random events; can lead to superstition decision making.

Front 78

Define Hindsight Bias

Back 78

looking back, once the outcome has occurred, and believing that you accurately predicted the outcome of an event

Front 79

Define the rational-decision making process

Back 79

describes how individuals should behave in order to maximize some outcome.