Decision-Making and Values
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Questions and Answers

Which managerial function is NOT identified by Henry Fayol?

  • Planning
  • Organizing
  • Controlling
  • Evaluating (correct)

    • What is a characteristic of Theory X according to Douglas McGregor?

  • Workers dislike work and need direction. (correct)
  • Workers are self-motivated.
  • Workers seek responsibility.
  • Workers thrive under favorable conditions.

    • Which of the following best describes a Gantt chart?

  • A tool for performance evaluation.
  • A scheduling tool that organizes tasks over time. (correct)
  • A method for financial forecasting.
  • A visual representation of corporate structure.

    • What does the internal environment of an organization consist of?

    <p>Conditions and forces within the organization.</p> Signup and view all the answers

    What aspect is a key focus of quantitative management?

    <p>Mathematical models and decision making.</p> Signup and view all the answers

    Which statement about Theory Y is true?

    <p>It suggests that individuals are motivated and accept responsibility.</p> Signup and view all the answers

    What role does a board of directors play in a corporation?

    <p>Oversee general management and represent stockholders' interests.</p> Signup and view all the answers

    Which technique is commonly used in quantitative management?

    <p>Linear programming.</p> Signup and view all the answers

    What characterizes a task group?

    <p>It is created by the organization for specific purposes.</p> Signup and view all the answers

    Which of the following is NOT a reason people join informal groups?

    <p>To fulfill practical needs.</p> Signup and view all the answers

    What is a defining feature of a virtual team?

    <p>Collaboration happens via online tools.</p> Signup and view all the answers

    What type of team addresses specific problems by bringing together knowledge workers?

    <p>Problem-Solving Team</p> Signup and view all the answers

    Which type of group is primarily motivated by shared objectives and mutual support?

    <p>Team</p> Signup and view all the answers

    What is the definition of reward power?

    <p>The ability to give or withhold rewards.</p> Signup and view all the answers

    Which of the following is an example of coercive power?

    <p>A supervisor threatening termination for poor performance.</p> Signup and view all the answers

    What is a key step in the communication process?

    <p>Encoding the message into a suitable form.</p> Signup and view all the answers

    Which barrier to communication describes distractions within a person?

    <p>Internal noise.</p> Signup and view all the answers

    What does the psychological contract represent?

    <p>Unwritten expectations between employee and organization.</p> Signup and view all the answers

    In the context of management functions, what does planning involve?

    <p>Setting goals and deciding how to achieve them.</p> Signup and view all the answers

    What is attribution in the context of behavioral observation?

    <p>The act of assigning causes to observed behaviors.</p> Signup and view all the answers

    What does attrition refer to in a workforce context?

    <p>The natural process of employees leaving the workforce.</p> Signup and view all the answers

    Which factor is known to increase group cohesiveness?

    <p>Intergroup competition</p> Signup and view all the answers

    What is one potential outcome of high cohesiveness combined with low performance norms?

    <p>Low performance focusing on unproductive behaviors</p> Signup and view all the answers

    What type of leader engages in leadership activities without formal recognition?

    <p>Informal leader</p> Signup and view all the answers

    Which of the following factors could reduce group cohesiveness?

    <p>Domination by certain members</p> Signup and view all the answers

    If a group has low cohesiveness and high performance norms, what is the likely performance outcome?

    <p>Moderate performance despite lack of unity</p> Signup and view all the answers

    What is the primary focus of strategic goals within an organization?

    <p>Broad, general issues concerning overall direction</p> Signup and view all the answers

    Which type of goal is set by lower-level managers to address shorter-term issues?

    <p>Operational goals</p> Signup and view all the answers

    What differentiates related diversification from unrelated diversification?

    <p>Engagement in businesses that share a connection</p> Signup and view all the answers

    What does a single-product strategy entail?

    <p>Producing and selling only one product or service</p> Signup and view all the answers

    What is the purpose of distributing resources and information in management?

    <p>To align actions with organizational goals</p> Signup and view all the answers

    Which of the following is an example of a tactical goal?

    <p>Planning store promotions to boost profitability</p> Signup and view all the answers

    What defines the scope of an organization's mission?

    <p>The unique purpose that differentiates it from competitors</p> Signup and view all the answers

    Which of the following represents a strategic goal for a coffee store chain?

    <p>Increasing profitability of each coffee store by 20 percent</p> Signup and view all the answers

    What is the main focus of job specialization?

    <p>Breaking down overall tasks into smaller components</p> Signup and view all the answers

    Which of the following is a benefit of job specialization?

    <p>Lower costs associated with training new employees</p> Signup and view all the answers

    How does job enrichment counter the drawbacks of job specialization?

    <p>By increasing the variety and autonomy of tasks</p> Signup and view all the answers

    What distinguishes line managers from staff managers?

    <p>Line managers are involved in achieving organizational goals directly</p> Signup and view all the answers

    What does centralized decision-making imply in an organization?

    <p>Top management holds most of the decision-making power</p> Signup and view all the answers

    What is organizational development primarily focused on?

    <p>Enhancing the health and effectiveness of the organization</p> Signup and view all the answers

    Which example illustrates organizational change?

    <p>Switching from a 9-5 work schedule to flexible hours</p> Signup and view all the answers

    What is one of the main challenges associated with job enrichment?

    <p>Higher costs due to extensive training and development</p> Signup and view all the answers

    What does job enrichment aim to enhance?

    <p>Task variety and employee motivation</p> Signup and view all the answers

    What is authority distribution in a decentralized organization characterized by?

    <p>Decision-making authority spread across various levels</p> Signup and view all the answers

    Study Notes

    Values

    • Values are unspoken principles that guide decisions and actions in society
    • Organizations use values to establish culture
    • Integrity: ethical decision-making
    • Innovation: fostering creativity

    Programmed vs. Non-programmed Decisions

    • Programmed decisions are structured, recurring, and predictable (e.g., restocking inventory)
    • Non-programmed decisions are unstructured, infrequent, and difficult to predict (e.g., developing a new product line).

    Decision-Making Conditions

    • Certainty: the decision-maker knows all alternatives and their outcomes with confidence (e.g., knowing exact pre-orders and production costs).
    • Risk: alternatives and their outcomes are associated with probability estimates (e.g., launching a product with a 70% chance of success).
    • Uncertainty: alternatives and their outcomes are unknown (e.g., early COVID-19 decisions).

    Cross-Training

    • Teaching employees multiple job roles without regular rotation.
    • Benefits: flexibility in staffing, improved understanding of operations, and increased employee satisfaction.

    Product/Service Mix

    • Determining the number and types of products and services to offer.
    • Driven by corporate, business and marketing strategies
    • Managers must decide how many to offer and what varieties.

    Capacity Utilization

    • Measuring the percentage of available capacity being used.
    • Calculated as (Actual output / Potential output) * 100

    Job Design

    • Defining responsibilities and tasks for a job to meet organizational goals & employee expectations.
    • Components: responsibilities, decision-making authority, success indicators.

    Organizational Structure

    • The arrangement of elements within an organization.
    • Job Design, Job Grouping (departmentalization), Reporting Relationships, and Authority Distribution (centralized/decentralized).
    • Coordination is crucial to connect various departments.

    Staff Position

    • Support roles offering expertise, advice, and assistance to line positions.
    • Ex: Legal advisors, HR consultants.

    Job Specialization

    • Breaking down tasks into smaller components to improve efficiency.
    • Can lead to worker proficiency but also boredom and decreased motivation
    • Important for mass-production assembly lines.

    Job Enrichment

    • Increasing task variety and control to counter the drawbacks of specialization.
    • Aims to boost worker motivation and skills.

    Organizational Change

    • Significant alterations in structure, processes, or culture (e.g., shifting work schedules).
    • Strategic, people-focused approach to improve organizational health and effectiveness.

    Labor Relations

    • Process of managing employee relations with unions
    • Key activities include collective bargaining, resolving grievances, and complying with labor laws.

    Ranking vs. Rating in Employee Evaluation

    • Ranking compares employees directly, ordering them from best to worst.
    • Rating compares each employee to a fixed standard.

    Trademark Law Revision of 1988

    • Not directly related to human resource management.

    Oral Communication

    • Face-to-face, group discussions, using spoken words to transmit meaning.
    • Pros: prompt feedback, builds connections
    • Cons: potential for inaccuracies.

    Nonverbal Communication

    • Using images, settings, body language, etc. without words to transmit meaning,
    • Pros: adds nuance to oral/written communication, conveys emotions
    • Cons: susceptible to misinterpretation.

    Written Communication

    • Memos, letters, reports etc. transmitting meaning using written word.
    • Pros: high accuracy, provides permanent record
    • Cons: inhibits feedback, lacks immediate response.

    Types of Communication

    • Oral, Nonverbal, Written.

    Power Types

    • Legitimate Power (authority granted by position)
    • Reward Power (ability to grant rewards)
    • Coercive Power (ability to threaten punishment)
    • Referent Power (influence due to personal appeal)
    • Expert Power (influence due to knowledge or skill).

    Communication Process

    • The steps in transmitting, receiving and responding to information between sender and receiver: sender, encoding, transmission, receiver, feedback.

    Psychological Contract

    • Unwritten expectations of contributions and rewards between employees and organizations.

    Perception Management

    • Interpreting and shaping work environment information, through Selective and Strategic Perception

    Attribution

    • Observing behavior and assigning causes to it
    • This includes the process of observing behavior (s) and inferring the reasons (s) or cause(s) of that behavior.

    Labor Relations: Key Activities

    • Negotiating collective bargaining agreements
    • Handling grievances or disputes
    • Ensuring compliance with labor laws.

    What is Attrition?

    • A natural process where individuals leave the workforce.
    • Management involves planning, organizing, leading, and controlling activities.

    Leading

    • Motivating and guiding team members toward organizational goals using clear communication and recognition.

    Controlling

    • Monitoring progress and making adjustments to stay on track toward goals (Ex. checking sales data).

    What is Leadership?

    • Inspiring and empowering employees to achieve a common goal

    What is a Manager?

    • Focuses on optimizing processes and controlling resources effectively.

    What is Impression Management?

    • Efforts to present a favorable image to others
    • Often involves actions like dressing professionally, boosting one’s own self esteem etc.

    What is a Group or team?

    • Two or more people working together to achieve common goals, in order to address various challenges through information sharing, problem solving of social needs etc..

    Missional Statement

    • A description of a company's purpose and overall mission.
    • It usually identifies the scope of the business, and what sets it apart from other firms..

    Types of Goals

    • General goals set by top level management (e.g. increasing overall profitability)
    • Tactical goals set by middle managers (e.g., implementing steps for each store profit increase).
    • Operational goals set by lower-level managers (e.g., daily promotions for the store).

    Diversification Strategy

    • A company's strategy concerning how many different businesses they are engaged in, and how related those businesses are to each other.
    • (Single Product), (Related Diversification), and (Unrelated Diversification).

    Scope

    • The range of management processes applied to various organizations (e.g., for-profit vs. non-profit).

    Emergent Strategy

    • A pattern of actions that develop during uncertain/changing environments, often reacting to unfolding situations rather than pre-planning.

    Decision-Making Processes

    • Identifying a problem (or need).
    • Identifying possible Solutions
    • Choosing the best solution.
    • Implementing the chosen solution.

    Inducements

    • Something a manager offers in exchange for employee efforts or support (e.g., promotions)

    Motivation

    • The underlying reason(s) behind an individuals actions and behaviors.

    Two-factor theory

    • Proposes that motivators and hygiene factors are separate and independent motivators of employee behavior.
    • (Motivators lead to satisfaction) (Hygiene factors prevent dissatisfaction, but don't lead to satisfaction)..

    Extinction

    • A process which involves removing a reinforcing stimulus, ultimately leading to a decrease in behavior which no longer results in any reinforcement.

    Compressed Work Schedule

    • Working a full 40-hour week in fewer than the traditional five days

    Merit Pay

    • Pay based on contribution to the organization.

    Formal/Informal Leaders

    • Defined by the way they lead in an established or informal way.

    External/Internal Environment

    • Internal environment: conditions and forces within an organization.
    • External environment: the factors outside the organization that can affect an organization.

    What is Social Responsibility

    • Obligations to preserve and enhance societal well being, in relation to organizations actions.

    What are Ethics?

    • Personal convictions concerning the rightness or wrongness of behaviors, actions and decisions.
    • Includes examining whether a behavior is ethical or unethical. This often determined through social norms.

    Areas of Ethical Concern in an Organization

    • Organization-Employee (Fair pay to employees),
    • Employee-Organization (Honesty, trust from employees),
    • Economic Agents (Fairness in dealings with customers).

    Types of Justice

    • Distributive , Procedural, and Interpersonal Justice.

    Interpersonal Justice

    • Fairness of treatment in interactions.
    • Important factors include respect and compassion.

    What is Competition

    • Understanding of both rivals, market trends, customer demands, and researching new products, services and technologies.

    What is Infrastructure

    • Physical and organizational structure (e.g., roads and communication systems) which make up a company's economic environment.

    What is Organizational Stability

    • Strategic planning to allocate resources (e.g., inventory, time, and money) related to daily operations, and long term business goals

    What is Autonomy

    • Degree of control a worker has over their jobs/ tasks, relating to work environment, and job characteristic preferences in regards to work.

    Import/ Export Strategy

    • Exporting: selling products in another country after production/ manufacturing
    • Importing: acquiring or bringing a product that was produced/ manufactured in another country into one that requires the product.

    Strategic Plan

    • An outline of a company's long term goals and plans of action.
    • Focuses on resource allocation and priority of actions.

    Tactical Plan

    • Details of implementation of the strategic plan. - Short term, focused plans regarding strategies outlined in a broader strategic plan.

    Whistle-Blowing

    • Disclosure of unethical or illegal activity within an organization to external sources/ people (ex. authorities)

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    Description

    Explore the foundations of decision-making and the role of values in shaping organizational culture. This quiz covers programmed versus non-programmed decisions, various decision-making conditions, and the concept of cross-training in the workplace. Test your understanding of these critical management principles.

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