B EC 342 Exam 3

What is communication?

process of exchanging information through symbols, signs, or behavior to transmit information, and facilitate coordination.

What comprises the communication process model?

Sender(originates message), Encoding(translating thoughts into words/symbols), Medium(method of conveyance), Decoding(assigning meaning), Receiver(person receiving), and Noise(anything distorting the message).

What is the difference between effective and efficient communication?

Effective communication ensures the intended meaning is fully understood by the receiver, and efficient communication occurs at the minimum possible cost.

What is filtering in communication?

sender intentionally withholds or distorts information to manage how the receiver will react.

What is selective perception?

receiver-side barrier where individuals screen, select, and notice information only in ways that suit their own specific needs.

What is channel richness?

capacity of a medium to convey information, ranging from Low(web postings, memos, texts) to High(phone, video conference, face-to-face).

What are some communication best practices?

being a good listener, observing without judgment, using appropriate media, watching non-verbal cues, and maintaining organizational transparency.

What is Management by Walking Around (MBWA)?

organizational communication strategy where managers increase understanding by wandering through the workplace to listen directly to employees.

How do groups differ from teams?

Group is a collection of individuals whose actions impact one another and Team is a cohesive coalition working toward mutual goals with compensation tied to shared outcomes.

What are the benefits of teamwork?

mutual support, collective accountability for outcomes, individual need satisfaction, task interdependence to cover blind spots, and increased resilience through collective efficacy.

What is social loafing?

tendency of individuals to exert less effort when working within a group context compared to working alone.

What are Tuckman’s stages of group development?

Forming(coming together), Storming(becoming authentic/conflict), Norming(defining rules), Performing(improving procedures), and Adjourning(separating).

What is the performance equation?

results from Motivation(desire), Ability(skills/knowledge), and Environment(resources and support).

What is intrinsic motivation?

driven by the enjoyment of the activity itself, impacting the quality of performance.

What is the difference between intrinsic and extrinsic motivation?

Intrinsic motivation is driven by internal satisfaction from the activity, while extrinsic motivation is driven by external rewards.

What is ERG Theory?

collapses Maslow's hierarchy of needs into three non-hierarchical categories, such as Existence(physiological/safety), Relatedness(social), and Growth(esteem/actualization).

What are the types of organizational justice?

Distributive(fairness of outcomes), Procedural(fairness of decision-making processes), and Interactional(fairness in interpersonal treatment, dignity, and respect).

What are the four steps of the control process?

establishing standards, measuring performance, comparing performance to those standards, and taking corrective action.

What is lean management?

maximizing customer value by eliminating muda and promoting continuous kaizen.

What does the PDCA cycle stand for?

Plan, Do, Check, Act, representing a continuous improvement loop.

What are the four pillars of Strategic Human Resource Management (SHRM)?

Building Competence(hiring/placing talent), Ensuring Consequence(aligning rewards with mission), Enhancing Governance(effective policies/structures), and Improving Learning & Leadership(fostering adaptive capacity).

productivity=

output/input

gross margin=

(revenue-cogs)/revenue

operating margin=

(operating income)/revenue

net profit margin=

net income/revenue

contextual misunderstanding

cultural nuances, non-verbal cues, or background information—is missing, ignored, or assumed incorrectly

Communication Barriers

Filtering/selective perception, Contextual misunderstanding, improper channels, Failure to read non-verbal signals, and Cultural differences

Informal group

two or more individuals who are associated with one another in ways not prescribed by the formal organization. 

formal group

made up of managers, subordinates, or both—with close associations among group members that influence the behavior of individuals in the group.

Benefits of teamwork (Ecclesiastes)

its better for you to be with another person so that you can help each other out if failure occurs. A person standing alone can be attacked and defeated, but two can stand back-to-back and conquer.

right players

competent and hard-working

right seats and on the same bus

fitting assignments; role clarity. Task interdependence.

headed in the same direction

 clear and shared objectives. Cohesive culture.

collective efficacy

high collective efficacy maintains belief in the group’s capability to pursue its agreed-upon course of action and attain its goals.

pooled task interdependence

team members plan to work on separate components and combine their efforts to create the team’s output

sequential task interdependence

team members take turns in working on tasks where one person’s output becomes another person’s input

reciprocal task interdependence

team members work together on each phase of the task and work is passed back and forth until the task is complete.

cohesion

tendency of a group to stick together and remain united in the pursuit of its objectives and/or for the satisfaction of members’ affective needs.

groupthink

practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility.

Ideal team player

Humble, or lack of ego, Hungry or Always looking for more, and Smart, or having common sense about people.

Herzberg’s Dual Factor theory

Hygeine Factors, which is extrinsic to job and prevents dissatisfaction, and Motivators which are Intrinsic to job, and truly motivated.

McClelland’s Acquired Needs theory

Need for achievement, affiliation(being liked and accepted), and power(being in charge and seeking status).

Equity theory; 

person’s outcomes/inputs= referent other outcomes/inputs

expectancy theory

whether the person believes that high levels of effort will lead to desired outcomes.

Reinforcement theory

positive, where behavior will likely be repeated, negative, where behavior with negative outcomes are reduced, extinction, where rewards are removed, and punishment, where there are negative consequences to a unwanted behavior.

benefits of control

cost and productivity management, quality control, opportunity recognition, handles uncertainty and complexity, and enables decentralized decision-making

Strategic control

tracking strategy as it is being implemented, detecting any problem areas or potential problem areas, suggesting that the strategy is incorrect, and making any necessary adjustments.

operational control

executing the strategy. function within the framework established by the strategy. 

Feedforward

active monitoring of problems to prevent them.

concurrent

monitoring & adjusting ongoing activities to prevent worsening.

feedback

evaluation of completed activities

financial measures

Revenue, Gross profit margin, operating profit margin, net income, net profit margin, cash position, cash flow

non-financial measures

operational efficiency, customer leads, loyalty, referrals, employee satisfaction

Plan, Do, Act, Check cycle

Establish performance objective, Measure, Take action, Compare

Lean management

customized, small-batch, mass manufacturing and Multi-skilled workers &flexible/automated machines

Muda-”waste”, “futility”, “uselessness” types

overproduction, overprocessing, stocks, defective produces, transportation, movement, time, and unused talent

kaizen

Continuous Improvement or activities that continuously improve all functions and involve all employees and maximizing customer value

just in time manufacturing

management strategy that aligns raw material orders from suppliers directly with production schedules, to increase efficiency and reduce waste

5 core principles of lean

Define value from the customer’s perspective, Describe the value stream for each product or service, Create flow in each value stream, Produce pace at the actual customer’s demand, and Strive to continuously improve in all business operations.

Dynamic capabilities

integrate, build and reconfigure competencies to address rapidly changing environments

strategic human resource management

links human resources with strategic goals and objectives to improve business performance and develop an organizational culture that fosters innovation, flexibility, and competitive advantage

building competence(SHRM)

attracting talents, selecting the right people, placing the right people in the right roles.

establishing consequences (SHRM)

Establishing the right measures, rewards, and incentives to align people’s efforts with the company’s mission and strategy.

enhancing government (SHRM)

Developing the right structures, communications systems, and policies to increase effectiveness

improving learning and leadership (SHRM)

Creating an environment that fosters learning and adaptive capacity to change.

maslow’s hierarchy of needs

self-actualization, self-esteem, love and belonging, safety and security, and physiolgical needs

compensation strategy

Market-leading: Higher than market average, Market-matching: Match market average, and Market-lagging: Lower than market averag