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101 Cards in this Set
- Front
- Back
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The process by which managers monitor and regulate the organization in order to determine if the organization is operating efficiently and effectively is known as controlling.
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TRUE |
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Control is concerned with keeping employees motivated. |
TRUE |
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Control is simply just reacting to events after they have occurred. |
FALSE |
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Control helps managers build a competitive advantage. |
TRUE |
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Control helps managers respond more effectively to customers. |
TRUE |
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At the input stage, managers use feedback control to anticipate problems before they arise so problems do not occur later during the conversion process. |
FALSE |
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The first step in the control process is to evaluate the results in terms of the performance standards.
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FALSE |
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In practice, managers can only measure the actual outputs that result from the behavior of their members.
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FALSE |
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When an organization and its members perform nonroutine activities, it is more challenging for managers to measure outputs or behavior.
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TRUE |
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Behaviors are usually easier to measure than outputs because they are intangible and subjective.
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FALSE |
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Establishing targets and designing measurement systems are much more difficult for managers because the high level of uncertainty in the organizational environment means managers rarely know what might happen in the future.
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TRUE |
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Operating margin is calculated by dividing a company's operating profit by sales revenues.
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TRUE |
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An organization is said to be highly leveraged if it uses more debt than equity to finance its ongoing operations.
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TRUE |
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The "objectivity" of financial measures of performance is a main reason why managers use these ratios to measure the efficiency and effectiveness of their organizations.
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TRUE |
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If goals are set at an impossibly high level, managers might work only half-heartedly to achieve them because they are certain they will fail.
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TRUE |
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The least powerful form of behavior control is direct supervision of a subordinate by a manager.
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FALSE |
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When managers personally supervise subordinates, they lead by example and in this way can help subordinates develop and increase their own skill levels.
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TRUE |
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Management by objectives (MBO) is a formal system of evaluating subordinates on their ability to achieve specific organizational goals or performance standards and to meet operating budgets.
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TRUE |
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Bureaucratic control is control by means of a comprehensive system of rules and standard operating procedures (SOPs) that shapes and regulates the behavior of divisions, functions, and individuals.
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TRUE |
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Which control procedures should be utilized at the output stage in order to provide information about customers' reactions to goods and services so corrective action can be taken if necessary?
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Feedback Control |
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At the corporate level, a standard of performance that measures efficiency is ______, the actual costs associated with producing goods and services, including all employee-related costs.
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Operating costs |
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The second step in the control process is to measure ______.
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Actual performance |
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______ evaluates managers on the difference between the revenues generated by the sales of goods and services and the budgeted cost of making those goods and services.
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An profit budget approach |
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______ control is most useful when organizational activities are routine and well understood and when employees are making programmed decisions.
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Bureaucratic |
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With ______ change, the emphasis is on making changes quickly and dealing with problems as they arise; it is revolutionary in nature.
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Top-down |
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Managers use ______, the first component of an HRM system, to attract and hire new employees.
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recruitment and selection |
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What is the second component of the HRM process that ensures organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future?
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Training and development |
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What process is Eva using when she is deciding the qualifications of various job applicants for an open position in her department?
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Job designing |
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______ forecasts estimate the qualifications and numbers of employees an organization will need given its goals and strategies.
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Demand
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______ forecasts estimate the availability and qualifications of current employees now and in the future, as well as the supply of qualified workers in the external labor market.
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Supply |
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______ is to use outside suppliers and manufacturers to produce goods and services.
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Outsourcing |
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Job ______ is the process of identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.
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analysis |
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The knowledge, skills, and abilities needed to perform the job is known as the job______. |
specification |
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An advantage to external recruiting includes:
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larger applicant pool. newcomers with a fresh approach. newcomers who understand the latest technology. less expensive. |
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Job changes that entail no major changes in responsibility or authority levels are known as: |
lateral moves.
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In a ______ interview, managers ask each applicant the same standard questions.
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structured
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What type of interviews often present interviewees with a scenario they would likely encounter on the job and ask them to indicate how they would handle it?
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Situational
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______ tests measure job applicants' performance on actual job tasks.
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Performance |
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______ is the degree to which a tool or test measures the same thing each time it is administered.
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Reliability |
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______ is the degree to which the test predicts performance on the tasks or job in question.
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Validity |
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Managers should complete a ______ before creating training and development programs.
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needs assessment
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In ______, learning occurs in the work setting as employees perform their job tasks.
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on-the-job training
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In a ______ a variety of people, beginning with the manager and including peers or coworkers, subordinates, superiors, and sometimes even customers or clients, appraise a manager's performance.
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360-degree appraisal |
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______ is negotiation between labor unions and managers to resolve conflicts and disputes.
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Collective bargaining
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______ refers to how hard people work.
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Effort
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______ refers to whether, when faced with roadblocks and obstacles, people keep trying or give up.
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Persistence |
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What form of motivation comes from a sense of accomplishment and achievement from helping the organization achieve its goals?
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Intrinsic
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______ behavior is behavior that is performed to acquire material or social rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the behavior itself.
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Extrinsically motivated |
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Which theory identifies three major factors that determine a person's motivation: expectancy, instrumentality, and valence?
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Expectancy theory
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______ is a person's perception about the extent to which effort results in a certain level of performance.
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Expectancy |
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The term ______ refers to how desirable each of the outcomes available from a job or organization is to a person.
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valence |
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______ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.
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Maslow's hierarchy of needs theory
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The need for ______ is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
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achievement |
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Research suggests that high needs for _______ are assets for first-line, middle, and top managers.
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power |
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______ theory is a theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to their work inputs.
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Equity |
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Which theory focuses on motivating workers to contribute their inputs to their jobs and organizations; in this way it is similar to expectancy theory and equity theory?
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Goal-setting theory
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Desired outcomes, called ______, include any outcomes that a person desires, such as pay, praise, or a promotion.
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a positive reinforcer
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Managers can curtail the performance of dysfunctional behaviors by eliminating whatever is reinforcing the behaviors. This process is called ______.
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extinction |
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______ entails the removal of a negative consequence when functional behaviors are performed.
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Negative reinforcement
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______ is administering an undesired consequence to subordinates when they perform the dysfunctional behavior.
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Punishment |
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A pay plan based on the percentage of the sales is called:
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a commission.
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At RST consulting, employees who come up with and implement cost-cutting strategies receive a percentage of the cost savings. This is referred to as:
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a Scanlon plan. |
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When a person exerts influence over other people and directs their activities to help achieve organizational goals, they are practicing ______.
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leadership |
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______ leaders share power with followers and strive to ensure that followers' most important needs are met.
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Servant |
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______ power is the authority a manager has by virtue of his or her position in an organization's hierarchy.
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Legitimate
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______ power is the ability of a manager to give or withhold tangible rewards and intangible rewards.
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Reward |
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When Ethan exercised his ability to fire Brittan, he was exhibiting his ______.
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coercive power |
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______is based on the special knowledge, skills, and expertise that a leader possesses.
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Expert power
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______ is the extent to which followers like, trust, and are loyal to their leader.
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Leader–member relations
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______ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.
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Position |
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______ power is a function of the personal characteristics of a leader; it is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.
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Referent |
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______ is the expansion of employees' knowledge, tasks, and decision-making responsibilities.
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Empowerment |
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_______ propose that whether a leader who possesses certain traits is effective depends on the context.
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Contingency models
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______ is the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it.
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Task structure
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______ leaders are most effective in very favorable situations or very unfavorable situations for leading.
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Task-oriented
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______ leaders are most effective in moderately favorable situations for leading.
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Relationship-oriented
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The premise of ______ is that effective leaders motivate subordinates to achieve goals by (1) clearly identifying the outcomes that subordinates are trying to obtain from the workplace, (2) rewarding subordinates with these outcomes for high performance and the attainment of work goals, and (3) clarifying for subordinates the paths leading to the attainment of work goals.
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path-goal theory
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As a _______ leader, Hunter is capable of making his employees aware of their need for personal development and accomplishment.
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transformational |
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Managers engaging in ______ go beyond just demonstrating true concern for the well-being of subordinates.
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developmental consideration
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In ______ leadership, managers use their reward and coercive powers to encourage high performance.
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transactional |
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Women tend to be more ______ as leaders than are men.
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participative |
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To promote ______, the manager's role is to provide guidance, assistance, coaching, and the resources team members need and not to closely direct or supervise their activities.
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innovation |
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What type of groups are established by managers to attain organizational goals?
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Formal groups |
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What are formal work groups that are composed of members from different departments?
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Cross-functional teams
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______ is faulty group decision making that results when group members strive for agreement at the expense of an accurate assessment of the situation.
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Groupthink |
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At RST Consulting, all six employees report to the owner/manager of the firm. It can be said this is:
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a command group.
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Ad hoc committees that are relatively permanent are called:
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standing committees.
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Employees form ______ when they seek to achieve a common goal related to their membership in an organization.
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interest groups
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What is a disadvantage associated with large teams?
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Communication problems Lower levels of motivation Lower levels of commitment More difficulty in sharing information |
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______ task interdependence exists when group members make separate and independent contributions to group performance.
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Pooled
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______ task interdependence exists when group members must perform specific tasks in a predetermined order; certain tasks have to be performed before others, and what one worker does affects the work of others.
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Sequential |
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______ task interdependence exists when the work performed by each group member is fully dependent on the work performed by other group members; group members have to share information, intensely interact with one another, and coordinate their efforts in order for the group to achieve its goals.
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Reciprocal |
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A group ______ is a set of behaviors and tasks that a member of a group is expected to perform because of his or her position in the group.
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role |
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Leaders of groups that are appointed by managers are ______.
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formal leaders |
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In the second stage, ______, group members experience conflict and disagreements because some members do not wish to submit to the demands of other group members.
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storming |
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During ______ stage, close ties between group members develop, and feelings of friendship and camaraderie emerge.
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norming |
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The ______ stage, applies only to groups that eventually are disbanded, such as task forces.
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adjourning |
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What is the reason why group members conform to norms?
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Obtain rewards Avoid punishment Imitate members they admire Norms are internalized |
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Group ______ is the degree to which members are attracted to or loyal to their group or team.
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cohesiveness |
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Which of the following is a factor that leads to group cohesiveness?
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Effectively managed diversity Group identity Group size Healthy competition |
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______ is the tendency of individuals to put forth less effort when they work in groups than when they work alone.
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Social loafing
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