Management Exam #1

what are the four functions of management?

planning, organizing, leading, controlling

what function of management:

defines the future of the organization which includes long-term plans

defines goals and tackles them, strategic plans and short-term practical plans

planning

what function of management:

decides how best to implement plans and decides how an organization is structured

assigns authority/responsibility, acquires resources, decides coordination

organizing

what function of management:

uses knowledge, charisma, and character to inspire the achievement of goals

leads by communication, creating commitment and shared values, encourage performance

leading

what function of management:

process or monitoring activities, measuring performance, comparing results and making corrections, observing and responding to what happens

the feedback loop; managers must be kept informed

controlling

what are the different levels of management?

top level, middle managers, first line managers, team leaders

what level of management:

responsible for long term success

set goals and pay careful attention to external environment

make financial investments

what level of management:

links between top and first line managers

receives broad strategic plans with specific objectives

encourages, supports, and fosters employees, provides leadership

middle managers

what level of management:

entry level “on the line,” close contact with workers

responsible for organization objectives and plans

focuses on internal issues and must communicate

first line managers

what level of management:

develops timelines, work assignments, provides training to team, communicates clear instructions

makes sure team is operating efficiently

team leaders

what are taylor’s four principles of scientific management?

“best way” to perform a task, hire right workers for each job, monitor worker performance and provide training, divide work between management and labor

the gilbreths’ research has been incorporated into what current-day programs?

the science of ergonomics and industrial psychology, quality control programs

bureaucratic management focuses on operating in a(n) ____ and ____ manner

effective, rational

which early theorist believed that “similar activities should be the responsibility of one person?

frederick w taylor

humanistic management emphasis is on ____ and ____ relationships

people and work

after the hawthorne studies were completed, mayo believed that workers were more motivated by ____ dynamics than ____ and ____ factors

social dynamics, economic/environmental

online data privacy, lack of engagement, technology, uneven information quality, sustainability, aging workforce

current issues facing management today

higher creativity in decision making, better understanding and service of customers, more satisfied workforce, higher stock prices, lower litigation expenses, higher company performace

benefits of diversity management

generalizations about a particular group of people

stereotypes

men make more money than women in similar positions

the earnings gap

reference to women being promoted to leadership positions in struggling firms with a higher risk of failure

the glass cliff

men are 4x more likely to reach the c-suite than women

the glass ceiling

prohibits race discrimination in all employment-related decisions. protects race, color, religion, sex, and national origin

civil rights act of 1964

power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long vs short term orientation, indulgence vs restraint

6 factors of hofstede’s cultural dimensions theory

hofstede - the degree to which a society views an unequal distribution of power as acceptable

power distance

hofstede - people define themselves as either individuals with looser ties to their group, or as part of a group with strong bonds and membership

individualistic vs collectivistic

hofstede - the degree to which people feel threatened by ambiguous, risky, or unstructured situations

uncertainty avoidance

hofstede -

aggressive cultures value achievement, competitiveness, and acquisition of money/other material objects

nurturing cultures value maintaining good relationships, caring for the weak, and emphasizing quality of life

masculinity vs femininity

hofstede - reflects whether a culture prioritizes future rewards over immediate results, or whether a culture prioritizes immediate results over personal stability and maintaining established traditions

long vs short term orientation

hofstede - how freely societies allow people to gratify their desires or whether cultures place greater emphasis on self control and following social norms

indulgence vs restrained

what are the benefits of having multiple generations in the workforce?

each generation brings a unique value to the organization

men - engage in report talk, direct, image-focused, judged by what they say and do

women - engage in rapport talk, request, information-focused, judged by their appearance

gender communication differences

the age discrimination act of 1975

title VII of the civils rights act of 1964

the americans with disabilities act of 1990

the equal employment opportunity commission (EEOC)

laws that promote racial diversity

what laws and regulations protect against sexual orientation and gender identity discrimination?

civil rights act of 1964

the degree to which a person’s skills, knowledge, abilities, and other characteristics match the job demands

person-job fit

the degree to which a person’s values, personality, goals, and other characteristics match those of the organization

person-organization fit

encompasses the relatively stable feelings, thoughts, and behavioral patterns a person has

personality

a set of moral and mental qualities and beliefs that makes a person different from others

character

refers to stable life goals that people have, reflecting what is most important to them

values

the degree to which a person has overall positive feelings of themself

self-esteem

a belief that one can perform a specific task successfully

self-efficacy

a person’s inclination to fix what is perceived as wrong, change the status quo, and use initiative to solve problems

proactive personality

the degree to which people feel accountable for their own behaviors

locus of control

the extent to which a person is capable of altering his or her own actions and appearance in social situations

self-monitoring

what are the benefits of supporting individuality?

increase job satisfaction

what are the eight components of the myers-brigg personality test?

introvert, extrovert, sensing, intuition, thinking, feeling, judging, perceiving

what are the five components of the BIG five assessment?

openness, conscientiousness, extraversion, agreeableness, neuroticism

the process by which individuals detect and interpret environmental stimuli

perception

the explanation we give for an observed behavior

attribution

the tendency to attribute our failures to the situation while attributing successes to internal causes

self-serving bias

a system of shared assumptions, values, and beliefs that indicate what behavior is appropriate within an organization

organizational culture

what is the impact of a strong corporate culture?

increased performance, competitive advantage

the deep, taken for granted beliefs, emotional orientations, and mental models that shape how people think and act

underlying assumptions

our opinions, beliefs, and feelings about aspects of our environment

attitude

create a sense of urgency, change leaders and other key players, role model, change the reward system, create new stories and symbols

changing corporate culture

what is the most important attitude with respect to one’s job?

job satisfaction

what are the five external environmental factors, and how do they impact organizational culture?

political, economic, industry, social, and technology factors

what is a psychological breach?

when employees feel that management has failed to fulfill policies or job satisfaction

occurs when an individual faces competing demands from different roles

role conflict

the employees role is not well defined

role ambiguity

involves the use of power and influence within an organization. usually for the benefit of an individual and not the organization

organizational politics

the probability that an employee will keep their job

job security

decisions that occur frequently enough that one develops an automated response to them

programmed decisions

1. identify the problem

2. establish decision criteria

3. weigh decision criteria

4. generate alternatives

5. evaluate the alternatives

6. choose the best alternative

7. implement the decision

8. evaluate the decision

decision making process

1. clearly define the issue that requires a decision by determining the gap between the current situation and the desired outcome

identify the problem

2. identify the factors that are important to the decision. these criteria represent what matters most

establish decision criteria

3. assign relative importance or priority to each criterion

weigh decision criteria

4. develop a list of possible courses of action that could solve the problem

generate alternatives

5. analyze each alternative by measuring how well it satisfies the the established decision criteria

evaluate the alternatives

6. select the option that best meets the decision criteria and provides the most favorable overall outcome

choose the best alternative

7. put the chosen alternative into action by allocating resources, assigning responsibilities, and communicating the decision to relevant stakeholders

implement the decision

8. evaluate the results of the decision to determine whether it solved the original problem

evaluate the decision

a pattern of decision making in which individuals or groups continue to invest in a chosen course of action despite mounting evidence that the decision is wrong or that the project is unlikely to succeed

escalation of commitment

influenced by the way that a situation or problem is presented

framing bias

an individual decision maker trusts their own judgement and allows it to override the judgement of others

overconfidence bias

what are the advantages of group decision making?

sum of knowledge, skills, and creativity

increased understanding of the issue

the conscious mind requires more effort using logic and reason to make a decision

rational decision making

asks a key question “has such a course of action been proven to be effective for others in similar situations?”

even if the data itself is reliable, how it is used remains a key consideration

evidence based decision making

useful tools for situations where financial data and probability of outcomes are relatively reliable

branch is created for each choice and along each branch are pathways

decision tree

a recognition that human knowledge and capabilities are limited and imperfect

bounded reality

analytical and decision making tools that help simplify the analysis process by relying on tried and tested rules of thumb

heuristics