BOH4M1 Exam Review

OCEAN: What does ‘O’ stand for? What does it mean? What’s the opposite?

Openness: Open to change and new ideas
Opposite: Narrow-mindedness

OCEAN: What does ‘C’ stand for? What does it mean? What’s the opposite?

Conscientious: Responsible, dependable
Opposite: Careless

OCEAN: What does ‘E’ stand for? What does it mean? What’s the opposite?

Extraversion: Ability to be social, outgoing, create large # of relationships
Opposite: Introversion

OCEAN: What does ‘A’ stand for? What does it mean? What’s the opposite?

Agreeableness: Cooperative, good-natured
Opposite: Disagreeable (source of conflict)

OCEAN: What does ‘N’ stand for? What does it mean? What’s the opposite?

Neuroticism: Emotionally stable, calm or confident
Opposite: Lacks emotion regulation

Maslow’s Hierarchy of Needs: List from bottom to top

Physiological needs, safety, love and belonging, self-esteem, self actualization

6 Steps of Communication Process

1. Sender

2. Message

3. Method/Medium

4. Noise

5. Receiver

6. Feedback

Types of Barriers

1. Process Barrier

2. Physical Barrier

3. Semantic Barrier

4. Perception Barrier

Process Barrier: Definition and Example

Blocked or broken step in communication process (Filtering, Emotional disconnect, Gossip)
Ex: Alice can’t share her ideas because she’s afraid of criticism (eg. emotional barrier)

Physical Barrier: Definition

Any form of physical distraction
Eg. Wall, poor cellphone reception

Semantic Barrier: Definition and Example

Distorted words to convey message
Eg. Person doesn’t understand technical jargon

Perception Barrier: Definition

The way people receive and interpret messages (Stereotypes, preconceived notions, etc.)

4 Types of Perceptual Distortions

1. Stereotypes
   Stereotype Threat: When stereotypes are internalized → into reality

2. Halo Effect
   Draw conclusion based on visual characteristics

3. Selective Perception
   Define one’s problem based on one’s perspective

4. Projection
   Project oneself onto someone else

3 Levels of Management: Definitions and Examples

1. Top
   Responsible for organization’s performance as a whole
   eg. CEO

2. Middle
   Oversee work of large divisions and reports to top managers
   eg. HR

3. Team Leaders/Supervisors
   Someone in charge of a small work group
   eg. someone who looks over team

4 Functions of Management

1. Planning

2. Organizing

3. Leading

4. Controlling

3 Types of Position Power

1. Reward Power: Ability to offer something to others

2. Legitimate Power: Ability to influence with status

3. Coercive Power: Ability to influence with punishment

2 Types of Personal Power

1. Expert Power: Ability to influence based on expertise

2. Referent Power: Ability to influence based on admiration

5 Stages of Team Development

1. Forming: Establish ground rules

2. Storming: Communicate feelings but still hostile

3. Norming: Start becoming a team

4. Performing: Team performs working together

5. Adjourning: Assess and give feedback

1. of 7. Scientific Management

• Father of Scientific Management: Frederick Taylor

• Efficiency, productivity

• Workers assigned tasks they’re naturally good at

• Doesn’t care for worker wellbeing

• Based on time studies

2. of 7. Administrative Theory

• Father of Management: Henry Fayol

• 14 principles of management

  • Planning, controlling, organizing, etc.

• Vertical structure (hierarchy)

3. of 7. Bureaucratic Theory

• Max Weber

• Efficiency based on logic, authority, and organization

• Still doesn’t consider well being

3. of 7. Hawthorne Studies

• Father of Human Relations: Elton Mayo

• People work differently when they know they’re being watched

• Employees motivated by relational factors

4. of 7. Theory Z

• William Ouchi

• Combo of American + Japanese management

• Generalists — Continuous learning = well-rounded employees

• Lifers: Loyal employees who stick to the company

5. and 6. of 7. Theory X and Y

• Douglas McGregor

• Theory X: Workers don’t like to work = need +supervising and micromanaging

• Theory Y: Workers like to work = self-control

7. of 7 Behavioural Theory

• Frederick Herzberg

• Hygiene (external factors): Salary, work conditions, etc.

• Motivation (internal factors): Recognition, achievement, etc.

3 Leadership Styles

1. Autocratic

2. Laissez-Faire

3. Democratic

3 Leadership Styles: Autocratic (Definition and When It’s Effective)

Strict — exactly what to do, doesn’t consider opinions

Used when: Limited time, lack of skill/knowledge/teamwork

3 Leadership Styles: Laissez-Faire (Definition and When It’s Effective)

Laid-back — little to no direction, self-led

Used when: Existing skill and teamwork

3 Leadership Styles: Democratic (Definition and When It’s Effective)

Takes opinions into consideration, promotes collaboration

Used when: Available time, members are motivated and cooperative

Internal Control vs. External Control

Internal: Ability to control yourself (self-control)
External: Managers control workers (supervision)

SMART GOALS Definition

A good goal fits this criteria:
Specific
Manageable
Attainable
Realistic
Timely

SWOT

Strengths/Weaknesses = internal
Opportunities/Threats = external

Mission

What the company’s goal is right now

Vision

What the company’s goal is for the future

3 (Main) Types of Organizational Structures: Functional

People of similar skills work together

3 (Main) Types of Organizational Structures: Divisional

People grouped based on either:

1. Product

2. Geography

3. Customer

4. Process

3 (Main) Types of Organizational Structures: Matrix

Combo of functional and divisional structure
Employees have both functional and divisional managers

3 Trends in Organizational Structures We’re Seeing More of Today

1. Decentralization (Shorter chain of command, wider spread of control)

2. Hybrid (digital work)

3. AI

4 Social Responsibility Strategies: Definitions

1. Obstructionist: Know they’re violating ethics but don’t care

2. Defensive: Stay within the law but don’t attempt social responsibility

3. Accommodating: Realize need for social responsibility

4. Proactive: Above and beyond

Network Organization: Definition, Example, 3 Pros and Cons

Individual employees teamed based on specialization + relationships and network amongst each other.

Pros: Exchange ideas, increased knowledge in particular field

Cons: Lack of secrecy, lack of control

Ex: H&M — Distributes functions for different companies across different countries

4 Steps in Human Resource Process

1. HR Planning

   • Analyze needs

2. Attracting Employees

   • Typical process:

     1. Application Review

     2. Interview

     3. Testing

     4. Reference Checks

     5. Comparison

3. Developing Employees

   • Orientation/Training (on/off job)

4. Retaining Employees

   • Diversity + labour management

4 Views of Ethical Behaviour

1. Utilitarianism

2. Individualism: Long-term self interests

3. Moral rights

4. Justice

   1. Procedural: Follow policies + rules

   2. Distributive: Unbiased respect

4 Planning Approaches

1. Contingency Planning: Plan for the worst/emergency

2. Forecasting: Examine trends + past experience

3. Strategy: Allocate resources to reach strategic goals

4. Benchmarking: Comparing results + performance with industry leaders

6 Methods of Group Decision Making

1. Lack of Response: Members throw ideas until 1 sticks, silence = lack of agreement, or no response

2. Authority Rule: 1 person decides after hearing opinions

3. Minority Rule: Minority group has higher power over others

4. Majority Rule: Majority has higher power

5. Consensus: Everyone ends up agreeing after discussion

6. Unanimity: Everyone agrees from the get-go

Channel Richness

Low-richness = impersonal (eg. text, memo, etc.)

High-richness = personal (eg. one-on-one, call)

Functional Chimney Problem

Employees report to higher ups without coordination or communication amongst divisions