GVSU MGT 331 Exam #1

Organization

Collection of people who work together and coordinate their actions to achieve a wide variety of goals or desired outcomes.

Management

The planning, organization, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.

Effectiveness

A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.

Planning

Identifying and selecting appropriate goals; one of the four principal task of management.

Leading

Articulating a clear vision of energizing and enabling organizational members so they understand the part they play in achieving organizational goals; one of the four principal tasks of management.

Controlling

Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principal tasks of management.

Department

A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their job.

First-line manager

A manager who is responsible for the daily supervision of non-managerial employees.

Middle Manager

A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.

Top manager

A manager who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.

Top management team

A group composed of the CEO, COO, the president, and the heads of the most important department.

Organizational Behavior

The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

Planning (Strategy)

The process of determining an organization’s desired future position and the best means of getting there.

Organizing (Structure)

The process of designing jobs, grouping into units, and establishing patterns of authority between jobs and units.

Leading (Vision)

The process of getting the organization’s members to work together toward the organization’s goals.

Controlling (Measure)

The process of monitoring and correcting the actions of the organization and its members to keep them directed toward their goals.

Managerial Skills

Technical, interpersonal, conceptual, diagnostic

Technical Skills

The skills necessary to accomplish specific tasks within the organization.

Interpersonal Skills

The ability to effectively communicate with, understand, and motivate individuals and groups.

Conceptual Skills

The ability to think is in the abstract; recognizing opportunities when others see roadblocks or problems.

Diagnostic Skills

The ability to understand cause and effect relationships and to recognize the optimal solutions to problems.

Hawthorne Studies

Listening to suggestions of 5 women at Western Electric over several years.

Hawthorne Effect

The belief that people perform better under supervision.

2 characteristics of a great team member

1. Quality and conversation

2. Ostentatious listening

What makes a great team?

1. Psychological Safety

2. Being able to depend on each other

3. Clear structures - everyone knows their roles

4. Meaning of work - purpose of what to be achieved is important

5. Impact - does the work have a positive impact?

Bruce Tuckman - Stages of Team Development

Forming, Storming, Norming, Performing, Adjourning

Henri Fayol - 14 principles of management

Unity of command, unity of direction, stability of tenure of personnel, espirit de corps

Theory X

Negative assumptions about workers that leads to a conclusion that a manager’s task is to supervise workers closely and observe their behavior.

Theory Y

Positive, encourages commitment to organizational goals, provides opportunities for workers to be imaginative and to exercise initiative and self-direction.

Who came up with Theory X and Y?

Douglas McGregor

Media Richness of Face-to-Face

High

Media Richness of Videoconferences

High

Media Richness of Telephone

Moderate

Media Richness of Instant Messaging

Moderate

Media Richness of Email

Moderate

Media Richness of Personal Written

Low

Media Richness of Formal Written Correspondence

Low

What percentage of message is
delivered non-verbal, tonally, or
verbally in F2F?

55% nonverbal, 38% tonality, 7% words

Google Project Aristotle

Psychological safety, dependability, structure & clarity, meaning, impact

Bruce Tuckman

Forming, Storming, Norming, Performing, Adjourning

Social Loafing

The tendency of some members to put forth less effort in a group than they would working alone.

Hofstede National Model of Culture Index says that individualism

is ranked very important in the US

The McKinsey study on diversity concluded

Highly diverse businesses are 35% more likely to outperform their competitors.

Big Five Personality Traits

Agreeableness, conscientiousness, neuroticism (negative affectivity), extraversion, introversion, openness.

Agreeableness

Person’s ability to get along with others.

Conscientiousness

Dependable and organized.

Neuroticism (Negative Affectivity)

A person’s tendency to experience unpleasant emotions such as anger, anxiety, depression, feelings of vulnerability.

Extraversion

Where a person draws their energy and is related to a person’s comfort level with social settings and attention.

Introversion

The tendency to be less comfortable in relationships and social situations. Draws energy from internal sources and are more reflective, thoughtful, and private individuals.

Openness

The capacity to entertain new ideas and to change as a result of new information.

Locus of Control

The extent to which people believe that they influence or control what happens to them.

Internal Locus of Control

When a person believes that they are in control of their own life.

External Locus of Control

When a person believes that external factors control their life.

Expectancy Theory

Suggests that people are motivated by how much they want something and the likelihood they perceive of getting it.

Expectancy Theory Elements

Instrumentality, Outcome, Valence

Instrumentality

The individual’s perception of the probability that performance will lead to certain outcomes.

Outcome

Anything that results from performing a particular behavior

Valence

The degree of attractiveness or unattractiveness a particular outcome has for a person.

Two-Factor Theory

Identifies motivation factors, which affect satisfaction, and hygiene factors, which determines dissatisfaction.

Who came up with Two-Factor Theory?

Frederick Herzberg

Motivation Factors

Intrinsic to the work itself and includes factors such as achievement and recognition.

Hygiene Factors

Extrinsic to the work itself and includes factors such as pay and job security.

Who came up with Need Theory?

David McClellan

Need Theory

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes satisfy those needs.

Need for achievement

The desire to accomplish a task or a god more effectively than was done in the past.

Need for affiliation

The need for human companionship

Need for power

The desire to control the resources in one’s environment including financial, material, informational, and human resources.

Who came up with Expectancy Theory?

Victor Harold Vroom

Reinforcement Theory (Operant Conditioning)

The idea that behavior is a function of its consequences; people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Who came up with reinforcement theory?

B.F. Skinner

Equity Theory

Focuses on people’s desire to be treated with what they perceive as equity and to avoid perceived inequity; People in orgs want to be treated fairly.

Who came up with equity theory?

John Stacey Adams

Maslow’s Hierarchy of Needs

physiological, security, belonging, esteem, self-actualization

How is Simon Sinek’s golden circle structured?

Inner - why they do it

Middle - how they do it

Outer - what they do

Daniel Pink’s three core motivators

Autonomy, mastery, purpose

What is the candle problem that Daniel Pink presents?

We have a problem when we see the box that we need to overcome. This problem is called “functional fixedness”. We believe the box can only have one purpose which is to hold the tax, but when creativity is applied, it can also be used to hold the candle to the wall.

What were the personality traits that were looked at to promote a candidate to manager?

Emotional intelligence, locus of control, organizational citizenship

What are the elements of psychological safety that Google Project Aristotle discovered?

1. Conversation Turn-Taking

2. Ostentatious Listening

What were Daniel Goldman’s five components of emotional intelligence?

Self-awareness, self-motivation, self-management, empathy, and social skills

DiSC Personality Test

Dominance, Influence, Steadiness, Conscientiousness