MGT101 Exam 1 Review Guide PDF

MGT101 Exam 1 Review Guide Dr. Guo Part I. Key concepts (75 Points) Chapter 1 ​ Definition Management: getting work done through others to accomplish tasks that help fulfill organizational efforts ​ Efficiency vs. Effectiveness: Efficiency: getting...

MGT101 Exam 1 Review Guide Dr. Guo Part I. Key concepts (75 Points) Chapter 1 ​ Definition Management: getting work done through others to accomplish tasks that help fulfill organizational efforts ​ Efficiency vs. Effectiveness: Efficiency: getting work done with minimal effort, expense, or waste Effectiveness: accomplishing tasks that help fulfill organizational objectives ​ Four processes/functions of management Planning: the action of setting performance objectives and determining what action should be taken to achieve them Organizing: the process of assigning tasks, allocating resources, and coordinating activities of individuals and groups Leading: the process of arousing people’s enthusiasm to work hard and inspire their efforts to fulfill plans and accomplish the objective Controlling: the process of measuring work performance, comparing results to objectives, and taking the correct action *not linear circular ​ Types and levels of management Top-level - middle managers - first-line managers - nonmanagerial Top managers: make term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it. Middle Managers: implement policies and plans of top managers above them and supervise first line First-line managers: short-term operating decisions, directing daily tasks on the floor  ​ Management skills and their relative importance across management levels Technical skills: ability to use a special proficiency or expertise to use or do special tasks Conceptual skills: ability to think critically and anaticlitally Human skills: ability to work with and motivate others, high level of emotional intelligence Chapter 2 ​ Fredrick Taylor and scientific management: one of many contributions was maxin gout efficiency, the first person to give employees breaks, they wrote principles of scientific management in 1911 and believed in finding maximum prosperity for employer and employee Scientific management: a theory of management that analyzes and synthesizes workflow processes, improving labor productivity Rate buster: the most efficient worker that was used as a model for the others Gave rise to the assembly line ​ Limitations of the scientific management approach: low job security, low job satisfaction, mistakes can be made, high stress, dehumanized workers, AI taking jobs ​ Max Weber and bureaucratic management: bureaucracy, defined by Max Weber in the late 19th century, focused on definitions of authority, responsibility, and process. Intended to address the inefficiencies of organizations at that time. Characteristics of bureaucracy: -​ Clear division of labor, jobs well defined, and workers become highly skilled -​ Clear hierarchy: authority and responsibility are well defined, and each job has a boss to report to  -​ Formal rules and procedures: written guidelines describe expected behavior -​ Impersonality: no special treatment -​ Careers based on merit: selected and promoted based on ability ​ Limitations of bureaucracy: large organizations are unhappy, have limited flexibility, lack quick adaptation, lack quick response, and are not the best choice for all organizations ​ Objective, findings, and implications of Hawthorne studies: try to determine how economic and physical incentives affected productivity like taking breaks and lighting ​ Illumination studies: the purpose was to examine different light levels and measure worker productivity ​ Regardless of the lighting production went up because workers knew they were being observed and had the manager’s attention ​ Productivity influenced more by social and psychological factors ​ Gave rise to human resources ​ Theory X managers vs. Theory Y managers: Theory X: believe employees generally dislike work, are unmotivated, use classical directive or command and control style, give people little say Theory Y: willing to work, responsible, capable, creative participative style, involve employees in decision-making Chapter 11 ​ Personality: a combination of individual characteristics that makes us unique and similar ​ Dimensions of the Big Five personality traits: extroversion, agreeableness, conscientiousness, neuroticism, openness ​ Definition of Perception: process for receiving and interacting information from the environment ​ Selective perception/attention: not just watching but specifically analyzing, focusing on one thing. You can't watch everything at once ​ Locus of control (internal vs. external): Internal: your fate is up to your control over success and failure  External: little personal control over what happens ​ Halo effect: using one characteristic (e.g., physical appearance) to form their overall impression ​ Stereotypes: using limited attributes of a group to describe an entire group or individuals in a group ​ Projection: assume everyone is just like us Chapter 12 ​ Definition of motivation: psychological processes that arouse and direct goal-directed behavior ​ Maslow’s hierarchy of needs: Unmet needs motivate people Self-fulfillment needs: self actualization Physiological needs: esteem and love and belonging Basic needs: physiological and safety What satisfies higher order needs: self-actualization and esteem needs What satisfies lower-order needs: social, safety, and physiological needs Not intended as a work motivation theory. Lacks research support. Multiple needs are active at a time. More of a life stages approach (age 20 vs. age 55). A need, once satisfied, may lose its motivational potential. ​ McClelland’s acquired needs: no hierarchy -​ Need for achievement: desire to do something better and master complicated goals -​ Need for affiliation: good relationships -​ Need for power: control influence or be possible for people ​ Two forms of power: -​ Personal: control others for self-interest manipulative -​ Social: control others for the good of others and socially responsible -​ ​ Equity theory: how social supervisors can motivate individual behavior -​ Inputs: employees’ contribution to the company -​ Outcomes: rewards employees earn -​ Referents: comparison to others -​ Self O/I = Referent O/I  ​ Inequity: When a person's O/I is different than their referent’s O/I ​ negative inequity vs. positive inequity -​ Negative inequity: Under Rewarded -​ Referent’s O/I ratio is greater than yours -​ Experience anger or frustration -​ Attempt to restore equity by working less or quitting ​ Positive inequity: -​ The referent’s O/I ratio is less than yours -​ Experience guilt -​ Attempt to restore equity through extra effort ​ Goal setting theory: specific, measurable, achievable,realistic, timely/ time bound Chapter 13 ​ Team definition: A collection of people with complementary skills who work together to accomplish shared goals while holding each other mutually accountable for performance results ​ Types of teams (formal, informal, project, virtual, cross-functional): ​ Team norms: Informally agreed-upon standards that help regulate team behavior, Powerful influence on work behavior, Regulate the everyday behaviors of the team ​ Team cohesiveness: The extent to which the members are attracted to the team and motivated to stay in the team Cohesive teams: - We instead of I - Retain their members - Promote cooperation - Have achieved high levels of performance ​ Team size and its impact on team performance: Are bigger teams better-performing teams? Ideal size: 4-6 Too small, lower production, too high slackers  ​ Five stages of team development : Forming, storming, norming, performing, adjourning Chapter 14 ​ Definition of Leadership: ability to influence employees to voluntarily pursue organizational goals ​ Trait theory of leadership/ the great man theory: “Leaders are born, not made.” limitations don’t study situational contingencies ​ There are two types of Leadership behaviors: initiating structure job centered Consideration and employee-centered ​ Path-goal leadership theory: leaders need to adopt leadership styles based on employees and contingency factors ​ Different responsibilities of managers vs. leaders : Leaders: managing people, articulating a vision, acting division, putting people first Managers: manage resources, execute plans, implement visions, act responsibly, put the customer first Leaders study the overall direction for company organization managers more short-term Part II. Short Essay Questions (25 Points) 1.​ Identify and define five stages of the team development process. Forming people get to know each other, getting oriented and acquainted Leaders should allocate enough time for members to get to know each other. The storming of people's different personalities and individual roles comes about. Stage with potential disagreement trying to figure out your specific role and individual contribution. Leaders should encourage everyone to suggest ideas, voice disagreements, and work through their tasks and goals. Norming is understanding each other's differences where we come from and trying to figure out each other's norms trying to agree on who's doing what when and where. Leaders should emphasize unity and help identify team  goals and values. Performing is delivering the results. Leaders should allow members to complete their work. Adjourning is saying what's next? Can we help members transition and celebrate the completion of work ease the transition let people know about working together again in the future? 2.​ For each stage, discuss the tasks and responsibilities of the leader in facilitating the team development process. 3.​