Final Exam Review MGMT PDF

1. What are values? The comprehensive evaluation of all work activities, material flows, and paperwork to determine the value they add for customers. Individual beliefs that guide behavior and motivate to act in a certain way. 2. (Chapter 8) What are programmed vs non-programmed decisio...

1. What are values? The comprehensive evaluation of all work activities, material flows, and paperwork to determine the value they add for customers. Individual beliefs that guide behavior and motivate to act in a certain way. 2. (Chapter 8) What are programmed vs non-programmed decisions? A programed decision is one that is relatively structured and reoccurs with some frequency, non programmed decision are relatively unstructured and occur much less often 3. (Chapter 8) What are the conditions under which decisions are made (things like certainty)? State of certainty: The decision maker knows with reasonable certainty what the alternative are and what conditions are associated with each alternative (airplane are going to be good no matter what brand) Stat of risk: Condition in which the availability of each alternative and its potential payoffs and costs are all associated with probability estimates (probabilities) State of uncertainty: The decision maker does not know all the alternatives, the risk associated with each, or consequences each alternative is likely to have. (Most prone to error) The chance of making a bad decision increases with each: certainty> risk> uncertainty 4. (Chapter 20-6) What is cross training? Training employees to perform a number of different jobs, allows firms to work with fewer workers because workers can be transferred easily to areas needed most 5. (Chapter 20-2) What is a product service mix?  How many and what kind of products or services to offer 6. (Chapter 20-2) What is capacity utilization? The amount of products, services, or both that can be produced by an organization 7. What is job design? The determination of a person's work related responsibilities, the first building block of organization structure. 8. What is an organizational structure? The set of elements that can be used to configure an organization, the building blocks themselves Six building blocks in constructing an organization: designing jobs, grouping jobs, establishing reporting relationships between jobs, distributing authority among jobs, coordinating activities among jobs, and differentiating among positions. 9. What is a staff position? The last building block of organization structure. A line position is a position in the direct chain of command that is responsible for the achievement of the organizations goals. A staff position on the other hand is intended to provide expertise, advice, and support for the line position. In modern organizations these differences have started to disappear. 10. What is job specialization? Degree to which the overall task of the organization is broken down into components evolved from the concept of division of labor Pros: Workers become proficient, transfer time decreases, specialized equipment, manager can train at low cost  Cons: Bored and dissatisfied workers, benefits do not always occur, should avoid extreme specialization 11. What is job enrichment? An alternative to specialization that includes increasing the number of tasks the worker does and the control the worker has over the job. 12. What is organizational change? Any substantive modification to some part of the organization 13. What is organizational development? A special area that focuses almost exclusively on people. Organizational development (OD) An effort that is planned, organization-wide, and managed from the top, intended to increase organizational effectiveness and health through planned interventions in the organization’s process, using behavioral science knowledge. Employees need a desire to grow and develop, accepted by others, collaboration is necessary. OD techniques include diagnostic activities, team building, survey feedback, education, intergroup activities, third party peacemaking, technostructural activities, process consultation, coaching and counseling, and planning and goal setting (10). 14. What are the various types of change (like planned change)? Some examples are reactive change which is a response to something they didn’t see coming, planned change designed in an orderly fashion 15. What is resistance to change (and how do we overcome it)? Things that cause resistance to change are uncertainty, threatened self interests, different perceptions, and feelings of loss  Overcome resistance to change by having participation- allowing employees to take part in planning and implementing a change, education and communication facilitation- making only necessary changes, announcing well in advance and allowing people time to adjust. Force field analysis- tip the forces to have more forces outweighing the resistance 16. What are labor relations? Also known as the Wagner Act, set up a procedure for employees to vote on a union, if they vote on a union then management is required to bargain with them. Balance power and union management 17. What is ranking vs rating (with respect to evaluating employees)? A part of performance appraisal- a formal assessment of how well an employee is doing their job. A judgemental method, ranking is comparing employees directly with one another and ordering from best to worst. Overlooks strengths and weaknesses, do not provide useful information. Rating compares each employee against a fixed standard, gives better data. 18. What is the trademark law revision of 1988? Which of the following federal laws does not have a direct impact on human resource management: Trademark Law Revision of 1988 19. What is title 7 of the 1964 civil rights act? Forbids all discrimination in all areas of employment relationship. Ensure employment based on the basis of qualifications rather than personal biases. Reduced direct and indirect forms of discrimination. A part of the legal environment of Human Resource Management. 20. What are the various types of communication?  Interpersonal communication: Digital, Oral, Nonverbal, Written Organizational communication: Vertical: up and down along formal reporting lines more Horizontal: Colleagues and peers on the same organizational level Upward: someone talking to their boss Downward: CEO sending out an email to all their employees 21. What are the types of power? Legitimate power- granted through the organizational hierarchy - Authority does not make someone a leader Reward power- is the power to give or withhold rewards Coercive power- power to force compliance - Builds resentment Referent power- personal accrued power based on identification, loyalty or charisma. - Most abstract, but also the most associated with leadership. Expert power- personal accrued power based on information or expertise possessed - People who are both leaders and managers tend to possess 22. What is the communication process? Information is encoded > Sent to receiver > Decoded by receiver Several opportunities for information to become messed up (noise) 23. What is a psychological contract? Overall set of expectations held by an individual with respect to their contributions to the organization and what the organization will provide in return Contributions are effort, skill, time, loyalty, or ability Inducements (rewards) are pay and status (tangible and intangible respectively) 24. What is perception management? Perception: The set of processes where an individual becomes aware of and interprets information about the environment Selective perception: the process of screening out information that we are uncomfortable with or challenges our beliefs Stereotyping: process of categorizing or labeling based off a single attribute 25. What is attribution? Related to perception, a mechanism through which we observe behavior and attribute causes to it, most common is attributing cause to behavior of others The basic framework around which we form attributions is consensus (the extent to which other people in the same situation behave the same way), consistency (the extent to which the same person behaves in the same way at different times), and distinctiveness (the extent to which the same person behaves in the same way in other situations). 26. What are the various functions of management? Planning and decision making, organizing, leading and controlling; management process. Make the organization run smoothly. 27. What is an operations manager? The set of managerial activities used by an organization to transform resource input into products, services, or both Operations is an important functional concern for organizations because efficient and effective management of operations goes a long way toward ensuring competitiveness and overall organizational performance, as well as enhancing quality and productivity.  Inefficient or ineffective operations management, on the other hand, will almost inevitably lead to poorer performance and lower levels of both quality and productivity. 28. What is negotiation? Negotiation is the process in which two or more parties reach agreement on an issue even though they have different preferences 29. What are the levels of management (such as middle) and what are the various function at each level? Top, middle, and first line managers Top managers are a small group of executives who manage the overall organization, in charge of overall strategy and operating policy ex CEO and board of directors and presidents Middle managers are the largest group of managers in most organizations implement the policy and plans developed by the top managers and for supervising and coordinating the activities of lower level managers First line managers supervise and coordinate the activities of operating employees, oversee the day to day operations of stores, hire employees, and handle other administrative duties required of them 30. What is Chester Barnard theory? Under the Administrative management area, proposes a theory about the acceptance of authority, the theory suggests that subordinates weigh the legitimacy of a supervisor’s directives and then decide whether to accept them. An order is accepted if the subordinate understands it, is able to comply with it, and views it as appropriate. 31. What is administrative management?  A classical management technique that focuses on managing the whole organization and how to make it more efficient and effective as a whole 32. What is theory X and theory Y Theory X is a pessimistic and negative view of workers saying that they don't like to work and have little ambition, are just a cog in the machine, consistent with views of scientific management Theory Y is a optimistic and positive view of workers saying that they do not naturally dislike work, they are motivated, and committed to goals, consistent with views of human relations advocates 33. What is quantitative management? Applies quantitative techniques to management, focuses on decision making, economic effectiveness, mathematical models , and use of computers. Two branches are management science and operations management 34. What is a Gantt chart? Author of scientific management, Henry Gantt created the Gantt chart as a means of scheduling work and can be generated for each worker or an entire project, made for improving worker output. 35. What is a board of directors and what do they do? Governing body elected by shareholders and charged with overseeing the general management of the firm to make sure it's running in the best interests of the stockholders 36. What is the internal environment, external environment, and sociocultural environment? External environment is everything outside an organization's boundaries that might affect it. Made up of the general environment and the task environment. Internal environment  consists of conditions and forces within an organization, Internal environment is the board of directors, owners, employees, physical environment, culture. External environment is competitors, customers, suppliers, regulators, and strategic partners. Dimensions as well, international, technological, economic, sociocultural, political legal dimension. 37. What is ethics? Standards of behavior that guide managers in their work, three important ways- treatment of employees by the organization, how employees treat the organization, how the firm and employees treat the outside world 38. What is informational justice? The perceived fairness of information used to arrive at decisions 39. What is social responsibility? The set of obligations an organization has to protect and enhance the social context in which it functions Obstructionist stance- Do as little as possible to solve social or environmental problems. Defensive stance- Whereby the organization does everything that is required of it legally, but nothing more. Accommodative stance- Meets its legal and ethical obligations but will also go beyond these obligations in selected cases. Proactive stance- They view themselves as citizens in society and proactively seek opportunities to contribute. For: 1. Business creates problems and should therefore help solve them.  2. Corporations are citizens in our society. 3. Business often has the resources necessary to solve problems. 4. Business is a partner in our society, along w/ the government and the general population. Against: 1. The purpose of business in U.S. society is to generate profit for owners. 2. Involvement in social programs gives businesses too much power. 3. There is potential for conflicts of interest. 4. Business lacks the expertise to manage social programs. 40. What is whistle blowing? The disclosure by an employee of illegal or unethical conduct on the part of others within the organization, how an organization acts shows their stance on social responsibility, may either get fired, or contributions might be welcome 41. What is competition? No organization is isolated from the effects of foreign markets and competition 42. What is infrastructure? A part of the economic environment, schools, hospitals, power plants, railroads, highways, ports, commercial distribution systems of a country 43. What is organizational stability? as the ability of a given government to stay in power against opposing factions in the country and as the permanence of government policies toward business 44. What is autonomy?  A part of the job characteristic approach which is an alternative to job specialization that does not take into account the work systems and employee preferences. The degree of control the worker has over how the work is performed. 45. What is an import/export strategy? The first time type of international business a firm usually gets involved in. Exporting is making a product domestically and then selling it in another country. Importing is bringing goods and services home from another country. An import/export operation has several advantages. For example, it is the easiest way of entering a market with a small outlay of capital. Because the products are usually sold “as is,” there is no need to adapt the product to the local conditions, and little risk is involved. Nevertheless, there are also disadvantages. For example, imports and exports are subject to taxes, tariffs, and higher transportation expenses. Furthermore, because the products are not adapted to local conditions, they may miss the needs of a large segment of the market. Finally, some products may be restricted and thus can be neither imported nor exported. 46. What is a strategic plan? Strategic plans are the plans developed to achieve strategic goals. Plans are set by the board of directors and top managers, have extended time lines, address questions of scope, resource deployment, competitive advantage, and synergy. 47. What is a tactical plan? Tactical plans are aimed at achieving tactical goals, and developed to implement specific parts of a strategic plan. Involve upper and middle management, have a shorter time  frame and are more specific and focused. More concerned with actually getting things done. 48. What is a mission statement? Mission is a statement of its fundamental, unique purpose that sets a business apart from other firms of its type and identifies the scope of the business’s operations in product and market terms. 49. What are the various types of goals? Strategic goals: set by and for top management of the organization Tactical goals: set by and for middle managers of the organization Operational goals: set by and for lower-level managers of the organization 50. What is a diversification strategy? Diversification: The number of different businesses that an organization is engaged in and the extent to which these businesses are related to one another single-product strategy A strategy in which an organization manufactures just one product or service and sells it in a single geographic market related diversification A strategy in which an organization operates in several businesses that are somehow linked with one another unrelated diversification A strategy in which an organization operates multiple businesses that are not logically associated with one another 51. What is scope? Specifies the range of markets in which an organization will compete 52. What is an emergent strategy? A pattern of action that develops over time in an organization in the absence of mission and goals or despite the mission and goals. Involves allocation of resources despite organization not explicitly choosing the strategy 53. What is the decision making process? Recognizing and defining the nature of a decision situation and choosing the best alternative 1. Recognize and define the decision situation. 2. Identify appropriate alternatives. 3. Evaluate each alternative in terms of its feasibility. 4. Satisfactoriness and consequences. 5. Select the best alternative. 6. Implement the chosen alternative. 7. Follow up and evaluate the results of the chosen alternative. 54. What is an inducement? Things an organization provides to an individual, pay, benefits, status, tangible and intangible 55. What is motivation? A need or desire that energizes and directs behavior 56. What is two factor theory?  Suggests that people's satisfaction and dissatisfaction are influenced by two independent sets of factors, motivation factors and hygiene factors Motivation factors- achievement, recognition, the work itself, responsibility, growth Hygiene factors- supervisors, working conditions, interpersonal relationships, pay and job security, company policy 57. How do we reduce the frequency of a behavior that we don't want? Punishment, which weakens a behavior by providing an undesirable consequence 58. What is a compressed work schedule? Under the alternative forms of work arrangements, a compressed work schedule is working a full 40 hour work week in fewer than 5 traditional days. One problem found is that if employees work too much in a day they get tired and perform at a lower level. 59. What is merit pay? Merit reward systems- Merit pay is pay to employees based on their value of contributions to the organization. The higher contribution the higher pay. Makes up a merit pay plan where majority or pay is based on merit, most common example is annual salary increase. 60. What is a leader vs manager? Leader hires trains and motivates employees while a manager overlooks employees and makes sure they carry out goals of the organization 61. (Chapter 16) What is impression management? A direct and intentional effort by someone to enhance their image in the eyes of others. May do it to further career, boost self esteem, acquire more power and control. A part of political behavior in organization 62. What is a group or a team? Two or more people who interact regularly to accomplish a common purpose or goal. Arranged for many different reasons ranging from socially to formally. Functional groups- permanent group created by organization to accomplish processes for an unspecified period Informal or interest groups- created by its members for purposes that may or may not be relevant to the organization Task group- created by an organization to accomplish a narrow range of processes in a stated or implied time period Team is a group of workers that function as a unit with little to no supervision to carry out work related functions, tasks, and activities 63. Why do people join groups Interpersonal attraction- people become attracted to one another Group activities- activities of a group appeal to them Group goals- the goals of a group might motivate people to join Need satisfaction- Need to satisfy some need or desire Instrumental benefits- Being in the group might provide benefits to the individual 64. What is group cohesiveness? The extent to which members are loyal and committed to the group, closely identify with the group, and want to remain in the group. The higher the cohesiveness is in the group the better they will work together, the more they will trust one another, and more effective they will be. 65. What is group leadership and how does it work? Maybe not have to designate a leader and if they do they can also have an informal leader who engages in leadership activities without being formally recognized.