MGMT 340 Exam 2 Study Guide

This set of flashcards covers key concepts and definitions from the MGMT 340 course material, aimed at preparing students for Exam 2.

Job Rotation

Periodic switching of a worker from one task to another.

Job Expansion / Enrichment

Vertical expansion of jobs.

Job Sharing

The practice of having 2 or more people split a 40 hour a week job.

Flextime

Employees work during a common core time each day but are allowed to create their total workday from a flexible set of hours outside of the core.

Employee Stock Ownership Plans (ESOPs)

Company established benefit plans in which employees acquire stock as part of their benefit.

Participative Management

Process in which subordinates share a significant degree of decision making power with their immediate superiors.

Two Factor (Motivation Hygiene) Theory

Theory stating that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Cognitive Evaluation Theory

Providing extrinsic reward for behavior that has previously been intrinsically rewarding tends to decrease overall level of motivation.

Edwin Locke's Goal Setting Theory

The theory that specific and difficult goals, with feedback, lead to higher performance.

Job Characteristics Model (JCM)

Any job can be defined with 5 core dimensions: Skill variety, Task identity, Task significance, Autonomy, Feedback.

Expectancy Theory

Willingness to act in a certain way depends on the strength of an expectation that the act will lead to a given outcome and how attractive that outcome is to the individual.

David McClelland's Theory of Needs

Identifies three needs: Need for Achievement, Need for Affiliation, Need for Power.

Operant Conditioning

Applying punishment/consequence after a behavior, used to strengthen or weaken behaviors.

Classical Conditioning

Involves placing a neutral sign before a reflex.

Stages of Group Development

Stages include Forming, Storming, Norming, Performing, Adjourning.

Role Perception

An individual's view of how he or she is supposed to act in a given situation.

Role Conflict

A situation in which an individual is confronted with opposing role expectations.

Social Loafing

Tendency for individuals to expend less effort when working collectively than when working individually.

Group Cohesiveness

Degree to which group members are attracted to each other and motivated to stay in the group.

Ways to Increase Group Cohesiveness

Include making smaller groups, encouraging agreement with group goals, spending more time together, stimulating competition with other groups, and physically isolating the group.

Groupthink

Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.

Groupshift

A change in decision risk between the group's decision and the individual decision that a member within the group would make.

Work Group

Group that interacts primarily to share information and to make sure decisions help each group member perform within his area of responsibility.

Work Team

A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.

Types of Teams

Include Problem Solving Teams, Self-Managed Work Teams, Cross Functional Teams, Virtual Teams.

Problem Solving Teams

Groups of 5-12 from the same department who meet to discuss ways to improve quality and efficiency.

Self Managed Work Teams

Groups of 10-15 people who take on responsibilities of their former supervisors.

Cross Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Virtual Teams

Teams that use computer technology to connect physically dispersed members.

Team Effectiveness

Factors include Context, Composition, Work Design, Process.

Barriers to Effective Communication

Include Filtering, Selective Perception, Information Overload, Emotions, Language, Communication Apprehension.

High-Context Cultures

Cultures that rely heavily on nonverbal and subtle situational cues to communication.

Low-Context Cultures

Cultures that rely heavily on words to convey meaning in communication.