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Questions and Answers
What does satisficing refer to in decision-making?
Which of the following describes confirmation bias?
What is meant by groupthink?
Which statement best describes the illusion of control?
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In performance appraisal, what is an objective appraisal?
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What does Alderfer's ERG Theory propose?
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What is systematic error in decision making?
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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?
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What characterizes the need for achievement?
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Which form of justice focuses on fairness of interpersonal treatment?
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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?
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What does transformational leadership primarily focus on?
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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?
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What does procedural justice emphasize in a workplace context?
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What key aspect is targeted by negative reinforcement?
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What is a terminal value?
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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?
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How is an obstructive approach characterized in corporate ethics?
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What does the term 'matrix structure' refer to in organizational design?
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What is the primary focus of distributive justice?
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Which of the following is NOT a characteristic of adaptive cultures?
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What role does feedback control serve in an organization?
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What best describes the defensive approach in organizational ethics?
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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?
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What is a key feature of organizational culture?
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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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