Podcast
Questions and Answers
What does satisficing refer to in decision-making?
What does satisficing refer to in decision-making?
Which of the following describes confirmation bias?
Which of the following describes confirmation bias?
What is meant by groupthink?
What is meant by groupthink?
Which statement best describes the illusion of control?
Which statement best describes the illusion of control?
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In performance appraisal, what is an objective appraisal?
In performance appraisal, what is an objective appraisal?
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What does Alderfer's ERG Theory propose?
What does Alderfer's ERG Theory propose?
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What is systematic error in decision making?
What is systematic error in decision making?
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What role does devil’s advocacy serve in group decision-making?
What role does devil’s advocacy serve in group decision-making?
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What does Herzberg's Motivator-Hygiene Theory primarily differentiate between?
What does Herzberg's Motivator-Hygiene Theory primarily differentiate between?
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What characterizes the need for achievement?
What characterizes the need for achievement?
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Which form of justice focuses on fairness of interpersonal treatment?
Which form of justice focuses on fairness of interpersonal treatment?
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What is the main focus of Equity Theory?
What is the main focus of Equity Theory?
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Which type of power is derived from the respect and admiration of others?
Which type of power is derived from the respect and admiration of others?
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What does transformational leadership primarily focus on?
What does transformational leadership primarily focus on?
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What is the purpose of positive reinforcement in an organizational context?
What is the purpose of positive reinforcement in an organizational context?
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Which leadership behavior is associated with setting goals and improving performance?
Which leadership behavior is associated with setting goals and improving performance?
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What does procedural justice emphasize in a workplace context?
What does procedural justice emphasize in a workplace context?
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What key aspect is targeted by negative reinforcement?
What key aspect is targeted by negative reinforcement?
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What is a terminal value?
What is a terminal value?
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Which ethical rule focuses on the greatest good for the greatest number?
Which ethical rule focuses on the greatest good for the greatest number?
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What does conscientiousness refer to in the context of personality traits?
What does conscientiousness refer to in the context of personality traits?
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How is an obstructive approach characterized in corporate ethics?
How is an obstructive approach characterized in corporate ethics?
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What does the term 'matrix structure' refer to in organizational design?
What does the term 'matrix structure' refer to in organizational design?
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What is the primary focus of distributive justice?
What is the primary focus of distributive justice?
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Which of the following is NOT a characteristic of adaptive cultures?
Which of the following is NOT a characteristic of adaptive cultures?
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What role does feedback control serve in an organization?
What role does feedback control serve in an organization?
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What best describes the defensive approach in organizational ethics?
What best describes the defensive approach in organizational ethics?
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Which of the following represents the concept of bounded rationality?
Which of the following represents the concept of bounded rationality?
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Which personality trait is characterized by a tendency to experience negative emotions?
Which personality trait is characterized by a tendency to experience negative emotions?
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What is a key feature of organizational culture?
What is a key feature of organizational culture?
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What does the practical rule in ethical decision-making emphasize?
What does the practical rule in ethical decision-making emphasize?
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Study Notes
Chapter 1: Essential Skills for Managers
- Conceptual Skills: the ability to analyze complex situations and identify cause-and-effect relationships.
- Human Skills: the ability to understand, influence, and manage the behavior of individuals and groups.
- Technical Skills: the specific knowledge and abilities required to perform tasks within a particular job or organizational role.
Chapter 3: Values and Personality Traits
- Terminal Values: represent long-term goals and aspirations that individuals strive to achieve throughout their lives.
- Instrumental Values: describe desired modes of conduct or approaches that individuals seek to adopt in their daily interactions and decision-making.
- Extraversion: a personality trait characterized by a tendency to experience positive emotions, positive self-image, and a generally positive outlook on the world.
- Negative Affectivity: a personality trait characterized by a tendency to experience negative emotions, distress, and a more critical view of oneself and others.
- Agreeableness: a personality trait marked by a willingness to cooperate with others, a tendency to get along well, and a focus on building and maintaining positive relationships.
- Conscientiousness: a personality trait characterized by carefulness, thoroughness, perseverance, and a strong sense of responsibility towards oneself and others.
- Openness to Experience: a personality trait associated with originality, a broad range of interests, a willingness to explore new stimuli, and a propensity for taking risks.
Chapter 4: Ethics and Social Responsibility
- Utilitarian Rule: ethical decisions are those that create the greatest good for the largest number of people.
- Moral Rights Rule: ethical decisions protect the fundamental rights and privileges of all individuals involved.
- Justice Rule: ethical decisions distribute benefits and burdens fairly and equitably, ensuring impartiality in decision-making.
- Practical Rule: ethical decisions are those that managers feel comfortable communicating to the public, as they would be deemed acceptable by the general society.
- Social Ethics: standards that govern how individuals interact in society, addressing issues such as fairness, justice, poverty, and individual rights.
- Occupational Ethics: standards that guide the conduct of professionals within specific fields, focusing on ethical practices within their respective industries.
- Individual Ethics: personal values and principles that determine how individuals perceive their responsibilities towards others and act in situations where their self-interest is at stake.
- Organizational Ethics: the set of values, beliefs, and rules that guide how an organization and its members interact with each other and external stakeholders.
- Obstructionist Approach: companies and managers prioritize profit over ethics, engaging in unethical and illegal conduct.
- Defensive Approach: companies and managers adhere to the law but operate at the minimum ethical level, focused on avoiding legal repercussions.
- Accommodative Approach: companies and managers acknowledge ethical concerns and strive to balance the interests of various stakeholders while operating within legal constraints.
- Proactive Approach: companies and managers actively embrace social responsibility, actively seeking to understand and address stakeholder needs and promote their interests beyond legal obligations.
Chapter 5: Diversity and Inclusion
- Distributive Justice: the fair allocation of rewards, promotions, and other organizational resources based on individual contributions rather than personal characteristics.
- Procedural Justice: the use of fair procedures in decision-making processes, ensuring transparency and impartiality in how outcomes are distributed to employees.
- Overt Discrimination: the deliberate and conscious exclusion of diverse individuals from opportunities and outcomes within an organization.
Chapter 10: Organizational Structure and Culture
- Functional Structure: organizes departments based on specialized functions required to produce goods or services.
- Divisional Structure: organizes separate business units, each focused on a specific product, customer, or geographic region, with dedicated functions within each unit.
- Product Structure: organizes divisions based on specific product lines or businesses, allowing each product to have its own management and operational team.
- Geographic Structure: organizes divisions based on geographic regions, allowing for localized responses to market demands and customer needs.
- Market Structure: organizes divisions based on customer segments, focusing on specific customer needs and delivering customized solutions.
- Matrix Structure: a hybrid structure that combines functional and product-based structures, providing a more flexible approach to project management and resource allocation.
- Product Team Structure: assigns employees permanently to cross-functional teams dedicated to specific products, reporting directly to product team managers.
- Organizational Culture: the shared values, beliefs, expectations, and norms that influence how members interact and cooperate to achieve organizational goals.
- Organizational Ethics: the set of moral values, beliefs, and rules that govern ethical behavior within the organization and its interactions with external stakeholders.
Chapter 11: Organizational Culture and Control
- Adaptive Cultures: Cultures that encourage growth, change, and adaptation based on feedback and respond to challenges effectively.
- Inert Cultures: Cultures that resist change, lack motivation, and are prone to stagnation and potential failure.
- Feedforward Control: anticipates potential problems by proactively monitoring the environment and adjusting operations to minimize risk.
- Concurrent Control: takes corrective action during the conversion process by monitoring performance real-time and adjusting activities to ensure efficient output.
- Feedback Control: monitors customer satisfaction and feedback to identify areas for improvement and take corrective action based on customer experiences.
Chapter 7: Decision Making
- Administrative Model: a decision-making approach that acknowledges the presence of uncertainty, risk, and limited information, resulting in satisfactory rather than optimal decisions.
- Bounded Rationality: the cognitive limitations that constrain one’s ability to process and understand complex information.
- Risk: refers to the probability of possible outcomes occurring for a specific course of action.
- Uncertainty: the unpredictability of events and the lack of definitive information about potential outcomes.
- Ambiguous Information: information that can be interpreted in multiple and often conflicting ways, leading to uncertainty in decision-making.
- Satisficing: choosing an acceptable or satisfactory solution instead of striving for the optimal decision due to limited time, resources, or information.
- Systematic Errors: repetitive mistakes that lead to poor decision-making, often stemming from cognitive biases.
- Heuristics: mental shortcuts or rules of thumb that simplify decision-making but can lead to biased choices.
- Confirmation Bias: the tendency to favor information that confirms existing beliefs and disregard conflicting evidence.
- Representative Bias: generalizing from small samples or vivid events without considering broader data and context.
- Illusion of Control: overestimating one’s ability to influence events and outcomes, ignoring external factors and complexities.
- Escalating Commitment: continuing to invest resources in a failing project even when evidence suggests abandonment is more appropriate.
- Groupthink: a pattern of faulty decision-making within groups that prioritizes consensus over critical thinking and objective assessment of information.
- Devil’s Advocacy: a structured approach where a group member challenges the preferred alternative to encourage a critical and thorough evaluation of all options.
- Dialectical Inquiry: a structured approach where two opposing viewpoints are presented and debated to generate a more comprehensive understanding and potentially a better solution.
Chapter 12: Performance Appraisal and Feedback
- Performance Appraisal: the process of evaluating employees’ job performance and contributions to the organization.
- Performance Feedback: the communication of performance appraisal information to employees, allowing for self-reflection and development of future plans.
- Objective Appraisal: based on quantifiable data, such as sales figures, production output, or specific achievements.
- Subjective Appraisal: based on managers' perceptions of traits, behaviors, or overall results, often requiring subjective judgment and interpretation.
Chapter 13: Motivating Employees
- Maslow’s Hierarchy of Needs: a theory proposing five levels of needs that motivate human behavior: physiological, safety, love/belonging, esteem, and self-actualization, with the lowest unmet need being the primary motivator.
- Alderfer's ERG Theory: a theory proposing three universal needs – existence, relatedness, and growth – which can motivate behavior simultaneously.
- Herzberg’s Motivator-Hygiene Theory: a theory distinguishing between motivator needs (intrinsic job satisfaction) and hygiene needs (extrinsic factors related to the work environment), suggesting that both are essential for high motivation and job satisfaction.
- Need for Achievement: the desire to perform challenging tasks well and strive for excellence.
- Need for Affiliation: the desire to build and maintain positive interpersonal relationships and feel accepted by others.
- Need for Power: the desire to influence and control others.
- Equity Theory: a theory that emphasizes people’s perceptions of fairness in the workplace, focusing on the balance between inputs (efforts, skills, etc.) and outputs (rewards, recognition, etc.).
- Distributive Justice: the fair allocation of outcomes based on individual contributions and effort.
- Procedural Justice: the use of fair procedures to determine the distribution of outcomes.
- Interpersonal Justice: the perception of fairness in the way individuals are treated by those who distribute outcomes.
- Informational Justice: the perception of fairness in the way information about decision-making processes is communicated to employees.
- Positive Reinforcement: providing desired outcomes for performing desired behaviors, increasing the frequency of those behaviors.
- Negative Reinforcement: eliminating or removing undesirable outcomes when desired behaviors are performed.
- Extinction: withholding reinforcement for undesirable behaviors to reduce or eliminate their frequency.
- Punishment: administering undesired consequences for dysfunctional behaviors to discourage their future occurrence.
Chapter 14: Leadership
- Legitimate Power: the authority derived from a manager's position within the organizational hierarchy.
- Reward Power: the ability to give or withhold tangible and intangible rewards.
- Coercive Power: the ability to punish or discipline others.
- Expert Power: power derived from specialized knowledge, skills, and expertise.
- Referent Power: power based on respect, admiration, and loyalty from employees and colleagues.
- Transformational Leadership: leadership that inspires and motivates employees by focusing on higher-level needs, such as personal growth, purpose, and shared vision.
- Charismatic Leader: a leader who inspires enthusiasm and loyalty by effectively communicating a vision of success and positive change.
- Intellectual Stimulation: encouraging followers to think critically, challenge assumptions, and approach problems in new ways.
- Developmental Consideration: supporting and encouraging followers' professional growth and development.
- Transactional Leadership: leadership that motivates employees through rewards for high performance and corrective actions for low performance.
- Directive Behavior: setting clear goals, assigning tasks, and providing guidance and support for completing tasks.
- Supportive Behavior: showing consideration and concern for employees' well-being and interests.
- Participating Behavior: encouraging employee involvement in decision-making processes that affect them.
- Achievement-oriented Behavior: motivating employees to achieve high levels of performance by setting challenging goals and demonstrating belief in their capabilities.
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