Mgmt 320 Exam 2

Front 1

What are the 4 ineffective reactions to decision making?

Back 1

relaxed avoidance
relaxed change
defensive avoidance
panic

Front 2

_____ theres no point in doing anything; nothing bad is going to happen

in this situation the manager decides to take no action in a belief that there will be no great negative consequence

a form of complacency

ex: sept 11 - poor security

Back 2

relaxed avoidance

Front 3

_____ why not just take the easiest way out?

a manageer realizes that complete inaction will have negative consequences, but opts for the first available alternative that involves low risk ; this is a form of satisficing; the manager avoids exploring a variety of alternative sin order to make the best decisions

Back 3

relaxed change - ex: people dont like alot of choices

Front 4

_____ theres no reason for me to explore other solution alternatives; a manager cant find a good solution and follows by procrastinating, passing the buck, or denying the risk of any negative consequences ; this is a posture of resignation and denial of responsibility for taking action, this manager is rationalizing

Back 4

defensive avoidance : ex: high turnover rate in the workplace

Front 5

_____ this is so stressful, ive got to do something, anything, to get red of the problem! a manager is so frantic to get rid of the problem that he or she cant deal with the situation realiztically ; the manager has completely forgotten the idea of behaving with grace under pressure

Back 5

panic ; ex: just fire all the employees!

Front 6

______ managers must report and justify work results to the managers above them; responsibility for performing assigned tasks

Back 6

accountability

Front 7

_____ refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources

Back 7

authority

Front 8

______ is the obligation you have to perform the tasks assigned to you ; with more authority comes more _____

Back 8

responsibility

Front 9

______ is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy ; to be more efficient most managers are expected to ____ as much of their work as possible

Back 9

Delegation

Front 10

What are the 6 Common Decision making biases?

Always call rebecca so cats are allowed elephant cars

Back 10

availability bias
confirmation bias
respresentative bias
sunk cost bias
anchoring and adjustment bias
escalation of commitment bias

Front 11

______ managers use more information readily availbale from memeroy to make judgements

readily availible information may not present a complete picture of a situaiton
ex: on time for 9 months then late 4 days in a row

Back 11

availability bias

Front 12

_____ is when people seek information to support their point of view and discount data that do not
this is very common

Back 12

confirmation bias

Front 13

____ is the tendency to generalize from a small sample or a single event ;

just because something happens once doesnt mean it is represenative that it will happen again or will happen to you

ex: assuming all great workers come out of Harvard

Back 13

representativeness bias

Front 14

____ is when managers add up all the money already spent on a project and conclude it is too costly to simply abandon it

Back 14

suck cost bias

Front 15

______ is the tendency to make decisions based on an initial figure

the initial figure may be irrelevant to market realities

eX: pricing a house at $500,000 before the market crash that is now worth $100,000 and refusing to lower the price

Back 15

anchoring and adjustment bias

Front 16

______ is decision makers increase their commitment to a project despite negative informaitno about it

what was originially made as pershaps rational decision may continue to be supported for irrantional reasons - pride, ego, the spending of enormous sums of money, and being "loss averse"

ex: iraq war

Back 16

escalation of commitment bias

Front 17

What are the 4 ways visable culture is transmitted?

Back 17

1. clan culture
2. Adhocracy culture
3. market culture
4. hierarchy culture

Front 18

_____ is "an employee focused culture valuing flexibility, not stability" has an internal focus and values flexibility rather than stability and control

like a family type orgnaizaiton it encourages collabortion among empolyees striving to encourage cohesion through consensus and job satisfactino and to increase commitment through employee incolvement

they view customers as partners

Back 18

clan culture

ex: encouraging managers to spend off work hours with employees

Front 19

_____ is "risk taking culture valuing flexibility" has an external focus and values flexibility.

attempts to create innovated products by being adaptable, creative and quick to respond to changes in the market place ; encourages employees to take risk and experiment with ideas

Back 19

Adnocracy culture

suitable for start up companies
ex: google urges engineers to spend time on own personal projects

Front 20

_____ is " a competitive culture valuing profits over empolyee satisfaction" has a strong external focus and values stability and control ; empoloyees are expected to work hard, react fast, and deliver quaility work on time

Back 20

market culture

eX: kia motors firing executives that do not meet their sales goals

Front 21

_____ is "a structured culture valuing stability and effectiveness" has an internal focus and values stability and control over flexibility ; companies have a formalized, structured work environment aimed at achieving effectiveness through a variety of control mechanisms that measure efficiency, timeliness and reliability in the creaction and delivery of products

Back 21

Hierarchy Culture
ex: UPS

Front 22

What are the 3 cultures enhancing economic performance?

Sally Feels Angry

Back 22

1. strength perspective
2. fit perspecitve
3. adapitive perspective

Front 23

_____ " success results when a firm has a strong culture: ; assumes that the strength of a corporate culture is related to a firms long term financial performance ; strong cultures create goal alignment, empolyee motivation, and the appropriate structure and controls needed to improve orgnaizational performace

Back 23

strength perspective

ex: american automakers resisting the need to make adjustments

Front 24

_________ is such financial success can so reinforce cultural norms that managers and employees become arrogant, inwardly focused, and reisstant to change with top managers becoming blinded to the need for new strategic plans

Back 24

downside to strength perspecitve

Front 25

______ is "success results when culture fits with the firms buisness contect" assumes that an organization's culture must align or fit with its buisness or strategic context. ; a correct fit is expected to foster higher financial performance

Back 25

fit perspecitve

ex: pushing authority as far down as possible in the organization and creating an environment that emphasized integrity, respect for individuals, teamwork, innovation, and an emphasis on customer and community = success

Front 26

_____ " success results when culture helps the firm adapt" assumes that the most effective cultures help organizations anticipate and adpt to environmental changes

Back 26

adaptive perspective

Front 27

What are the 4 stages in the organization's life cycle?

Back 27

1. the birth stage
2. the youth stage
3. the midlife stage
4. the maturity stage

Front 28

____ is the nonbureaucratic stage, the stage in which the organization is created; no written rules, little staff, maybe a secretary

Back 28

the birth-stage

Front 29

______ is the organization is in a prebureaucratic stage , a stage of growth and expansions; product in the market place, people being added to payroll and some division of labor and setting of rules

Back 29

the youth stage

Front 30

_____ is the organization becoming bureaucratic a period of growth evolving into stability ; structure, staffs of specialists, many rules, and decentralization of functional divisions

Back 30

the midlife stage

Front 31

____ is the organization becomes very bureaucratic, large and mechanistic ; may have lack of flexibility and innovation

Back 31

the maturity stage

Front 32

_____ is to determine by observation and analysis the basic elements of a job ; interview job occupants about what they do, observe the flow of work and learn how results are accomplished

Back 32

job analysis

Front 33

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

Back 33

job description

Front 34

_____ describes the minimum qualifications a person must have to perform the job successfully

Back 34

job specification

Front 35

_____ refers to educating technical and operational employees in how to better do their current jobs; upgrading skills of techinical and operational employees

Back 35

training

Front 36

______ refers to educaiting professionals and managers in the skills they need to do their jobs in the future ; upgrading skills of professionals and managers

Back 36

development

Front 37

_______ is a choice made from among available alternatives

Back 37

decision

Front 38

____ is the process of identifying and choosing alternative courses of action

Back 38

decision making

Front 39

What are the 6 means of complexity under challenges of decision making?

s-d-p
i-i
v
l-t-i
i
r

Back 39

1. stakeholders who have different perspecitves
2. interdiscilinary input
3. values
4. long term implications
5. intangibles
6. risk

Front 40

What are the 3 conditions under which to make deicions?

Back 40

1. risk
2. uncertainty
3. certainty

Front 41

_____ is the most common coniditon to make a decision ; ther eare many alternatives and probabilty of outcomes ; ex: researching the idea; betting on researched idea

Back 41

risk - condition under which make decision

Front 42

_______ : dont alternatives of their outcomes; it is more frequent than people realize; intuition is very important , making the best guess

Back 42

uncertainty - condition under which make decision

Front 43

_____ is making a choice without the use of conscious thought or logical interference

Back 43

intuition

Front 44

____ is all alternatives and outcomes ; this is not very frequent ; ex: knowing the race is fixed and betting on that horse

Back 44

certainty - condition under which make decision

Front 45

What are the 2 areas of simon's decision making model?

E and A

Back 45

1. economic man
2. administrative man

Front 46

____ makes optimal decisions- looks at all alternatives and picks the best one; very uncommon in organizations

Back 46

economic man

Front 47

_____ is how it really works ; consists of bounded rationaility and saticifice

Back 47

administrative man

Front 48

_____ is a complex environment, limited time, limited emotional energy , limited intelligence; the concept suggests that the ability of decision makers to be rational is limited by numerous constraints

Back 48

bounded rationaility

Front 49

___ make decisions that are good enough; make a decision that is equally or better than the last; managers seek alternatives until they find one that is satisfactory, not optimal

Back 49

saticifice - of administrative man

Front 50

What are the two parts to Jun's cognitive styles?

P and J

Back 50

1. perceive the world
2. judging the facts or intuition

Front 51

What falls under Jung's perceive the world cogivitve style?

Back 51

Facts (s) = sensation
Possibilties (n) = intution

Front 52

What falls under judging the facts or intuition in Jung's cognitive styles ?

Back 52

Think (T)= about what is perceived
Feel (F) = what is perceived

Front 53

these careers follow what cognitive styles, accountants, engineer; they look at information (facts) and think about it (T)

Back 53

ST

Front 54

these careers follow what cognitive styles: artist, musician; inutiton and feeligns

Back 54

NF

Front 55

this career follows what cognitive styles: researcher - makes hypothesis and collects data; inutiontion and thought

Back 55

NT

Front 56

this career follows what cognitive style: counselor- collects facts and feelings

Back 56

SF

Front 57

_____ is 1) perceive (P) and judge (J) 2) introvert (I) or extrovert (E); based on arousal

Back 57

myers-briggs

Front 58

SN or TF or PJ or IE all _______

Back 58

analyze

Front 59

______ is a technique used to help groups generate multiple ideas and alternatives for solving problems

6-8 people, number of ideas, wilder the better,link ideas. "never critize an idea!"

Back 59

brainstorming

Front 60

______ decreases interaction; 7-10 people , individual writes down ideas for solving this problem; moderator will write these down and clarify what you means ; individually rank, order of ideas (1=highest)

Back 60

nominal group technique

Front 61

_____ is a group process that uses physcially dispersed experts who fill out questionnaires to anaymously generate ideas; the judgements are combined and in effect averaged to achieve a consenseus of expert opinion

experts who are geographically seperated ; round-robin approach until general concensus

Back 61

Delphi Technique (forecasting ) predicting

Front 62

_______ = organizations; strong vs weak

Back 62

strong situations

Front 63

_____ is when the environment dictates how we act

Back 63

strong situation

Front 64

_____ is when personaility dictates how we act

Back 64

weak situation

Front 65

______ was an experimenter in a white coat , actor (learner) hooked up to electricity and naive subject told to train the learner by shocking ; 65% gain the the maximum shock

Back 65

Milgram experiments (yale 1960)

Front 66

Do you compromise your ethical values for the organization?

Back 66

the higher up in the organization, the least likely you are to have to compromise your ethical values

20 % of top managers
32% of middle managers
41% of first line supervisors

Front 67

According to Rokeach what are the 2 types of values?

I and T

Back 67

1. instrumental values
2. terminal values

Front 68

_____: managers are really not that moral

Back 68

morality

Front 69

What are the different forms of morality in managers? (8)

Izzy is-always using-a means of defensive acting personalities

Back 69

immoral, intentionally amoral, unintentionally amoral, moral; obstructionists, defensive, accomodating, proactive

Front 70

_____ follow the letter of the law

Back 70

intentionally amoral

Front 71

_____ are morally lazy (ex: do not think about it : interviewing and hiring someone like me )

Back 71

unintentionally amoral

Front 72

____ is Conformance to a recognized code, doctrine, or system of rules of what is right or wrong and to behave accordingly

Back 72

moral

Front 73

______A style devoid of ethical principles and active opposition to what is ethical.

Back 73

immoral

Front 74

________ have negative ends (ex: BP in oil spill, more concerned with money)

Back 74

obstructionist and defensive

Front 75

_____ are morally lazy (ex: McDonalds hamdburger wrapping not eco friendly)

Back 75

accomodating

Front 76

____ are ahead of the game morally (ex: american express)

Back 76

proactive

Front 77

What is the morality of most managers?

Back 77

amoral

Front 78

What are the 4 areas needed to be a moral organization?

Back 78

1. role model of ethical behavior
2. code of ethics
3. choose public good over organizational good
4. need formal communication channel (to report wrong doing) ; avoid whistle blowing= reporting wrong doing to outside agency or media

Front 79

What are the 5 functions of management?

Back 79

1. planning
2. organizing
3. staffing
4. leading
5. controlling

Front 80

What are the concepts associated with organizing ? (3)

LvS
CvD
SoC

Back 80

1. line vs staff positions
2. centralization vs decentralization
3. span of control

Front 81

____ = line authority
_____= personal or advisory staff

Back 81

Line
staff

Front 82

_____ is where decisions are made by top management

Back 82

centralization

Front 83

____ is where decisions are pushed down to the lowest level ; most organizations want to be _____ because of more flexibility

Back 83

decentralization

Front 84

_____ is the number of direct reporters to supervisors ; in general the more you supervise the better

Back 84

span of control

Front 85

What situational characteristics would allow you to supervise the most people?

Back 85

managers at a factory because they do similar work, do simple work, and are all in one place( depends on the situaiton)

Front 86

in ______ there are more people to go through; top managemnet isnt included

Back 86

tall organizations

CEo - mmmmmmmmm- 3 F for each M

Front 87

____ is better than narrow organizations

Back 87

Wide

CEO --> 3 T --> 3 M / T --> 3 F/ M

Front 88

What do the contingency designs consist of?

Back 88

OT: organization theory: macro, general organizaiton designs

OD: therpist's for organizations
OB: orgniazations Behavior

Front 89

Burns and Stalker (1960) design is based on _________

Back 89

environmental turbulence

Front 90

B&S
______ are mechanistic organization (bureaucrative organization)

centralized organization; rigid roles; vertical communication

Back 90

stable and certain

Front 91

B&S

____ are orgnaic organizations (fluid)

decentralized decision making; flexible roles; horizontal communication; collaborative network

Back 91

unstable and uncertian

Front 92

Woodward (1965) - _____ influences design (how we make products)

Back 92

techonology

Front 93

under woodward

______ is organic; flat orgnaization; horizontal communication

Back 93

unit production

Front 94

_____ is flat orgnaization; policies, procedures and rules

Back 94

mass production( factory)

Front 95

______ are chemical plants ; oil refineries = tall organizations

Back 95

coninuous production (24-hr)

Front 96

lawrence and lorsch are responsible for _______

Back 96

environmental complexity

Front 97

L&L environmental complexity

consists of what 3 things?

D, I, IEC

Back 97

1. differentitation
2. integration
3. increased environmental complexity

Front 98

L&L
_____ is the number of different specialist you need, understand your environment

Back 98

differentitaiton

Front 99

L&L

_____ how much specialists have to talk to each other

ex: pharmecutical companies

Back 99

integration

Front 100

L&L

______ is increased specialisted differentiation + increased integration

Back 100

increased environmental complexity

Front 101

What are the 6 components of departmentalization?

Sally Feels Prettier Than Carrie Martin

Back 101

1. simple department
2. functional department
3. product departmentalizaiton
4. territorial department
5. customer
6. matrix department

Front 102

_____ is all employees report to the boss

Back 102

simple department

Front 103

_____ divided occupational groups- marketing . finiance, production (old approach) --> all sepearte , no interaciton, no focus on the customer

Back 103

functional department

Front 104

______ is (profit centers) focus on the customer; most common all departments togheter working to make customers happy

Back 104

product dempartmentalization

Front 105

____ is dividing up by terms of region in sales department

Back 105

territorial (regional , geographical) department

Front 106

______ hostpial = pediatrics and geriatrics ; electric company - residential and commerical

focus on a partciular group of people

Back 106

customer

Front 107

_____ is 2 bosses for 1 employee (violated the "unity of command" which suggests you should do 1 boss for an employee) ; complex products and services
good communication but alot of complicaitons

Back 107

matrix department

Front 108

what are the 2 bosses under the matrix department?

Back 108

1. quality specialist
2. manager in charge of product (administrative)

Front 109

______ (1911) - mass production (simple jobs) Taylor ; increased efficiency

this was a problem for employees because it was boring and more money

Back 109

job speicalization

Front 110

_____ came from horizontal loading : 2 simple jobs

problem for employees were simple job after simple job was boring

Back 110

job enlargement

Front 111

_____ move from one ismple job to another problem for employee and managers : employees were bored and mangers start up time losing efficiency while they are learning new job ; rotate every 6 hours

Back 111

job rotation

Front 112

_____ is the biological pproach to job design ( job doesnt exceed the physical capacity of the employee_

Back 112

ergonomics

Front 113

____: in the office - worry about features : ex: carple tunnel

ex: redesigning tools to fit the person

Back 113

ergonomics

Front 114

______ responsible for getting the job done; measure how well the team did; measure the individual's contribution to the team

Back 114

team approach

Front 115

______ (vertical loaded (decreased)) giving job depth so that it is intrinsically motivating - job characteristics model with 5 core characteristics

Back 115

job enrichment

Front 116

What are the 5 core characteristics?
ts ti sv a f

Back 116

1. task significance
2. task identify
3. skill variety lead to "experience of meaningfulness"
4. autonomy leads " feelings of responsibilty"
5. feedback leads "knowledge of results"

Front 117

_______ is satisfaction leads ot experience of meaningfulness.feelings of responsibility, and knowledge of results

Back 117

outcomes of the 5 core characteristics

Front 118

________ the degree to which a job requires a variety of different activities in carrying out the work, involving the use of a number of different skills and talents of the person ; what the unique worker is good at

Back 118

skill variety

Front 119

_________ the degree to which a job requires completion of a "whole" and identifiable piece of work, that is doing a job from the beginning to end ; shoe makers, writing a whole book

Back 119

task identity

Front 120

_____ the degree to which the job has a substantial impact of the lives of other people, whether those poeple ar ein immediate organization or in the world at large ; pediatric physician

Back 120

task significance

Front 121

_____ is the degree to which the job provides substantial freedom, independence and discretion to the individual and in scheduling the work and in determing the procedures to be used in carrying it out ; doing what you think is right --> your own way of doing things --> choice

Back 121

autonomy

Front 122

_______ the degree to which carrying out the work activites required by the job provides the individual with the direct and clear informaiton about the effectiveness ofhis or her performance ; getting informaiton /opinons from others

Back 122

feedback from

Front 123

What is the most important job design?

Back 123

job enrichment (vertical loading (decreased) ) giving job depth so that it is intrinsically motivating - 5 core characteristics

Front 124

Skill variety, task variety, and task significance lead to what psychological state and what work outcomes?

Back 124

Experienced meaningfulness of job

Front 125

Autonomy leads to what psychological state and what work outcomes?

Back 125

experienced responsibility for work outcomes --> increased satisfaction, retention , and quality

Front 126

feedback leads to what psychological state and what work outcomes?

Back 126

knowledge of actual results of work

Front 127

______ is applicant pool with qualified individuals ; two kinds: internally and externally

Back 127

recruiting

Front 128

_____ is posting jobs electronically ; involves recommendations from the employees ; problems: recommending friends that are like that employee , "like me"

Back 128

internally recruiting

Front 129

_____ is a poster or newspaper, looking at different populations

Back 129

externally recruiting

Front 130

Civil rights act of 1964 : the foundation law cannot descriminate because of ____, ____, ____, _____, and _____

sexual harrasment is also covered under this act ( sexual favor and hostile environment)

Back 130

race, color, creed, religion , gender

counrtry of origin, ethnicity, race, gender, religion

Front 131

_______________ cannot discriminate with individuals over the age of 40

Back 131

age discrimination act of 1967

Front 132

_______ cannot discriminate agianst physical and mental abilities ; must have "reasonable accomodation "; under this law you must offer the job then you can test for drugs and alcohol

Back 132

americans with disablities act

Front 133

what does BFOQ stand for?

Back 133

bona fide occupational qualifications

Front 134

_________ less precise definition is that employers can discriminate because of "business necessity"

Back 134

BFOQ

ex: chinese resturants only hiring chinese servers

Front 135

_____ is making up for past discrimination ; actively recruiting and training a minority ;

Back 135

Affirmative action

Front 136

for violated EEO laws, federal judge may order ________; have an affirmative action plan if you receive federal grants; voluntary (proactive)

Back 136

affirmative action

Front 137

What is the danger with voluntary affirmative action?

Back 137

discrimination (reverse discrimination)

Front 138

________ is not discriminating in your HR practices ; federal government does not protect businesses with less than 15 employees ; legal vs illegal.

Back 138

Equal employment opportunities (EEO)

Front 139

under EEO _____ is specific job, actinv job etc.

Back 139

legal

Front 140

under EEO- _____ is no equal employment for women (ex: oil field)

Back 140

illegal

Front 141

_________was the first law in the US that deals with Unions; cannot fire someone for engaging in union activity. lead to decrease in union activity in the US , cannot interfeere with union activity

ex: giving raises because of threat of union activity

Back 141

NLRA- National Labor Relations Act 1935

Front 142

under the NLRA who is the first to call and who is the second?

Back 142

1. company lawyer
2. "union buster"

Front 143

selection "tests" are also known as _____

Back 143

screening devices

Front 144

___________ means consistent scores from one test to the next

Back 144

reliable

Front 145

____ does the "test" measure what is says (or claims(purposes)) to measure

Back 145

valid

Front 146

_____ are not reliable because they are based on moods/feelings which can change

Back 146

personality tests

Front 147

what test is not valid because its voodoo

Back 147

handwriting analysis

Front 148

which test is legal (reliable and valid) ; this could depend on the setting and different layers of tests ; checking social websites ; ie facebook

Back 148

background check/ credit check

Front 149

_____ used by 100% of organizations could not always be reliable , unstructured and structured

Back 149

interview

Front 150

_____ is goingn with the flow, its the weakest form. not very reliable

Back 150

unstructured interview

Front 151

_____ decide on questions before hand; ask each applicant the same questions; more reliable, but could be considered invalid(more valid then unstructured interview)

Back 151

structure interview

Front 152

for _____ it depends; typically not very valid

Back 152

references

Front 153

for _____ it is invalid in some cases

Back 153

skill tests

Front 154

_____ could be invalid

Back 154

resumes

Front 155

____________ is a way to see if someone can read and write ; 15% of applicants are illiterate

Back 155

application bank

Front 156

What is the best predictor of performance?

Back 156

IQ: people who are smarter learn faster and in more depth

Front 157

What is the problem with IQ measurement?

Back 157

its a culture bias

Front 158

_______ is an ongoing systempatic evaluation of employees

Back 158

perforamnce appriasal

Front 159

________ compares one person to another ; not a good approach consists of ranking and force distribution

Back 159

Norm-based

Front 160

______ assign a certain percentage of employees to categories ; usually once someone gets a certain letter,everyone just assumes they are always that letters; based on the idea that your employees fit in the bell curve)
problem: competition is very negative

Back 160

force-distribution

Front 161

what is this an example of?

if you give a superstar a B letter, it will likely bruise their ego and that person will probably work less or find another job

Back 161

force-distribution

Front 162

______ person compared against standard ; graphic rating scale, BARS ;

Back 162

Standard based approach

Front 163

____ is the most popular; description with anchors ; deminsions (team work , quality of work ,etc. ) and ranked in each category ; problems: its a matter of perceoption (varies with the managers level of strictness) and they usualy measure personality /attitue

Back 163

graphic rating scale

Front 164

____________ is the best one, 10-12 deminsions of a job , each dimensions is described in behavioral terms ; good approach because measuring behaviors, not personality and supervisors can be consistent on how they measure

Back 164

BARS - Behaviorally anchored rating scales

Front 165

______ is assigning goals to your employees ; powerful motivator , hard to decide who gets the raise ; do not use by itself because it will give harder goals to good employees and lower ones to lower employees

Back 165

MBO - management by objectives

Front 166

in _________________________ supervisors hate the interview and employees have inherent conflicts

Back 166

performance appraisal interview

Front 167

supervisors hate the interview because of __________ - judging and developing role ; judging on last years performance, try to motivate for future

Back 167

inherent conflict

Front 168

are you below average on performance? ____ said they were below average

Back 168

2%

Front 169

employees have _______:
1. want to merit raises associated with appraisal
2. claim they want honest feedback, but it could hurt relationship

Back 169

inherent conflicts

Front 170

leniency error/bias (over-rate) most common vs strictness bias , ______ over rate employees

Back 170

76%

Front 171

________ is 1 dimension influences all other dimensions

ex: having a good looking employee = believe they are smart , good social skills, etc. this is an example of ______

ex: always late = people assume she is lazy etc. This is an example of a ______

Back 171

horn or halo error/bias

halo

horn

Front 172

_______ remember only the last several weeks :evaluated on the last few months

Back 172

recency error

Front 173

When it comes to recency errors what should managers do?

Back 173

do evaluations every quarter, taking notes on employees throughout the year

Front 174

when it comes to recency errors how to employees act?

Back 174

work harder the last couple of months

Front 175

Merit raises (4%) vs COLAS:

1 . ____
2. _____
3. _____

Back 175

1. fair labor standards act 1938 - formed a minimum wage requirement
2. equal pay act 1963 - required that women receive equal pay for equal work
3. Job analysis questionarrie , job descriptions

Front 176

after 40 hours,. you get paid time and a half ; excluding salary employees and specialists

Back 176

fair labor standards act 1938

Front 177

men and women doing similar work should receive similar pay

Back 177

equal pay act 1963

Front 178

_______ analysis how much job is worth

Back 178

job analysis

Front 179

______ summary of duties

Back 179

job description

Front 180

_____ what you need to do the job

Back 180

job specification

Front 181

What does COLA stand for ? ex: federal goverment : ajust salaries based on changese in cost of living

Back 181

Cost of living adjustments

Front 182

What do you fire on the spot for?

Back 182

substance abuse at work, stealing, fighting, industry specific occerance ( ex: doctor disobeyed patient confidentiality or having relations with a patient )

Front 183

What are the 4 steps of progressive discipline?

Only white watermelllons sweeten fast

Back 183

1. oral warning
2. written warning
3. suspension with or without pay
4. fire them (termination)

Front 184

_________ is an employement at will state. Fire someone just cause, no cause or immoral cause.

but fire only for just cause : good and sufficient reason

Back 184

Concept or Doctrine of Employment at Will

Front 185

_______ alcohoolo or emotional problems (but it does not excuse the employee from performing ) behavior must improve or termination

Back 185

EAPS employee assistance programs

Front 186

What are 2 views of conflict?

Back 186

traiditonal view and modern view

Front 187

____________ people are good. If they are not loving each other , it is because of poor communication or lack of trust.

ex: OB people : organizations behavior people

Back 187

tradiational views

Front 188

_____ conflict is inevitable; only so much power in orgnaisation , self- interest; different values ; functional and dysfunctional

Back 188

modern view

Front 189

___________ is moderate levels of conflict ; ex: argue about ideas

Back 189

functional conflict

Front 190

____________ is where there is no conflict or severe conflict ; ex: boredum , lack of challenge, or dislike for fellow employees

Back 190

dysfunctional conflict

Front 191

Avoiding, competitng/dominating/forcing , accommodating / obliging/ smoothingm, collaborating/integrating/pproblem solving ; compromising/negotiating are all forms of ________ (concern for others vs concern for self)

Back 191

conflict styles

Front 192

________ do not get involved , aovid conflict (low concern for self, low concern for others) should use sometimes

Back 192

avoiding

Front 193

_____ is a high concern for self, low concern for others; move against people (fire people) ; need to act really fast; you know what is going on and the other employees do not

Back 193

competing / dominating/ forcing

Front 194

_____ is a high concern for others, low concern for self ; important inrelationships; liked, but not respected; seen as weak, push over

Back 194

accommodating/ obliging / soothing

Front 195

______ has one best way, has high concern for self AND others, must have time to do this ,not always appropriate

Back 195

collaborating / integrating /problem solving

Front 196

______ equal power

Back 196

compromising / negotiating

Front 197

Review concern for self(left side) concernm for others (bottom) square

Back 197

Forcing (H,L)
Integration *( H,H)
Avoiding (L,L)
Accomodating( L, H)