UCF MAN 3025 exam 1-degeorge

________ is having preconceived unreasonable attitudes regarding members of a certain demographic, population, or group

Prejudice

When prejudice becomes active, it turns into _________, a time when members of a group are given unfair treatment in the organization.

Discrimination

An unseen barrier that stops minority groups and women from attaining high positions in organizations, despite adequate experience and qualifications, is:

Glass Ceiling Effect

An arrangement of workers who collaborate to accomplish a collective goal is a:

Organization

Since an organization is a system that both responds to and has an effect on its environment, it is considered an _________

Open System

____________ is a measure of "input" that describes how well resources were used in completing an objective

Performance efficiency

____________ is a measure of "output" in a form of a goal or objective accomplishment

Performance effectiveness

The lowest-level management position is that of a:

supervisor

____________have expertise in a single area, such as production, accounting, human resources, sales, or marketing

functional managers

______________is the psychological process of determining appropriate activities that achieve the objectives and goals of the organization

planning

Douglas McGregor identifies two main approaches to management: Theory X and Theory Y. McGregor states that managers who subscribe to either theory will create a___________

self-fulfilling prophecy

This refers to a field of study that analyzes the way goods and services are rendered and attempts to improve the process:

operations management

This utilizes different management approaches when the situation calls for it, because there is no 'one size fits all' solution to every problem.

contingency thinking

This type of organization is based on a structure with a specific hierarchy of authority, a well-defined division of labor, clear rules and procedures on behavior and performance, impersonal relationships, and career advancement based on merit. This classical approach to management is called:

Bureaucratic Organization

Those working in the field of operations management view an organization as a system, or a set of smaller coordinated parts that work in tandem to produce a desired result. These smaller coordinated parts of the system are known as:

Subsystems

There are three classical approaches to management, they are:

Bureaucratic organization, scientific management and administrative principles

Those working in the field of operations management view an organization as a ________, or a set of smaller coordinated parts that work in tandem to produce a desired result.

System

In the Hawthorne Studies, Elton Mayo led a series of studies that tried to test the effects of lighting and worker fatigue on _____

Worker Productivity

In order to solve problems and reconcile differences, Mary Parker Follett believed there should be ________ between managers and employees.

Clear lines of communication

Frederick W. Taylor believed that if employees performed their tasks in the 'best' way, after analyzing the activities and creating an optimal standard operating procedure, productivity would be increased. This classical approach to management is called:

Scientific Management

In Expectancy Theory, ___________ is the belief that if you do perform, your performance will be noted and rewarded.

Instrumentality

Achievement motivation is most easily demonstrated by examining the simple formula....

Achievement Motivation = nAch - Fear of Failure

In the job characteristics model, ________ is the degree to which an employee can perceive the impact of his/her work on the final product, other employees, or the work environment.

Task Significance

In the two-factor theory, _______ are those things that tend to be extrinsic to the job. When these factors are low, employees tend to report they are dissatisfied at work.

Hygeine Factors

In the two-factor theory, _______ tend to be intrinsic in nature, and they have the potential to create satisfaction in employees.

Motivation Factors

Maslow referred to the concept of satisfying one need before moving to another as __________

Satisfaction Progression

__________ primarily focuses on the unfair delivery of resources.

Distributive Justice

In the ERG theory, _______ needs are the highest form of needs

Growth

In Maslow's Needs Theory, people are motivated to first satisfy ________ needs.

Physiological

__________ is a person's sense of fair treatment so far as it is involved the communication process.

Interactional Justice

This refers to the set of competencies that allow us to perceive, understand, and regulate emotions in ourselves and others.

Emotional Intelligence

This consists of the attitudes employees hold regarding factors in their work environment, particularly pay and benefits, the characteristics of the job, supervision, fellow workers, and opportunities for advancement.

Job satisfaction

Self-Efficacy has three dimensions, these are:

Magnitude, Strength, and Generality

When we observe someone else's behavior, we tend to overestimate the influence of personality traits and underestimate situational influences. This is a conclusion of:

Attribution theory

When the mind is interpreting and organizing sensations, this is known as:

Perception

This indicates the degree to which one's expectations are widespread across many situations or restricted to an isolated instance.

Generality

This refers to a belief in one's ability to perform a specific activity, determined primarily by how well the person has learned and practiced the task:

Self-efficacy

This dimension of the Big Five Personality Model represents the degree to which an individual is dependable or reliable. A person who rates high on this dimension is perceived as careful, organized, persistent, and hardworking.

Conscientiousness

This refers to the relative strength of an individual's identification with and involvement in an organization.

Organizational Commitment

A manager notes that one of his employees is always on time. His perception of this employee's timeliness leads him to believe that this worker is also very smart. This is known as:

The Halo Effect

intellectual capital

the total sum of a workforce's knowledge and ability that can be used for the organization's benefit.

Employees are an organizations backbone

true

work force diversity

creating and maintain a workforce that is represented by groups of people of different age groups, ethnicities, genders, races, religions, and sexual orientations.

Prejudice

having preconceived unreasonable attitudes regarding:

1.)Members of a certain demographic population

2.)Race

3.)Gender

4.)Age

Discrimination

when members of a particular group are given substandard and unfair treatment

glass ceiling effect

an unseen barrier that stops minority groups and women from attaining high positions in organizations

Globalization

the process by which different countries and regions have become interdependent in regard to resources, markets, and competition

Ethics

a moral philosophy that differentiates between what is "right" and what Is "wrong" in the actions of an organization or individual

manager duties

supervise employees, and act as driving force to direct and enhance the performance of other workers

levels of managers:

Staff Managers: support the line workers with certain technical skills

Functional Managers: have expertise in a single area (production, sales, human resources, accounting, or marketing)

General Managers: have an area of responsibility that encompasses many of the above functional areas

There are four main functions of management:

Planning: the psychological process of determining appropriate activities that achieve the objectives and goals of the organization.

Organizing: process of coordinating financial, physical, and human resources to accomplish the plan in place

Leading: motivating others to accomplish goals and objectives by fostering enthusiasm and dedication

Controlling: keeping track of performance and taking corrective action if the expected outcomes are not reached

Interpersonal Roles:

(type of managerial role)

the way a manager communicates with others, both inside and outside of the work unit

-Leader

-Figurehead

-Liaison

Informational Roles

(type of managerial role)

the way a manager analyzes and passes on information

-Disseminator

-Spokesperson

-Monitor

Decisional Roles

(type of managerial role)

the way a manager utilizes information when making a decision; the manager will attempt to solve problems and take advantage of opportunities

-Resource Allocator

-Disturbance Handler

-Negotiator

-Entrepreneur

networking

creates good relationships with many acquaintances and associates both inside and outside of the firm

social capital

the ability to utilize one's network connections and relationships to accomplish goals

skill

ability or proficiency that comes from one's knowledge or training

Technical Skills

special knowledge or expertise that allows a person to operate in a specialized field.

Human Skills

a person's social ability and the capacity to work well with others.

Conceptual Skills

allow a manager to think about and analyze complex or abstract situations.

Bureaucratic Organization

An organizational structure that has a specific hierarchy of authority, defined division of labor, clear rules and procedures on performance and behavior, impersonal relationships, merit based career advancement

-Max Weber's Theory

Scientific Management

Frederick Taylor

Every employee does assigned tasks in the most efficient way

According to motion study, employees break down tasks into its fundamental activities. Analyze these activities and create standard operating procedures

Expanded on by:Frank and Lilian Gilberth- said that

4 basic elements - break down tasks into its essential components, select workers that have the right attributes and skillset for the job, effectively train workers and provide incentives, and management should provide assistance and direction.

Administrative Principles

Henry Fayol

Management can be taught

5 main duties:

Foresight—forecasting and planning for the future

Command—making sure the best workers are selected for the job and then both lead and evaluate them

Organization—proffering the necessary resources and supplies

Coordination—ensuring that there is a clear flow of information and that all of the employees work together, in addition to solving any complications that may occur

Control—monitoring progress of the plan and correcting any problems that occur along the way

Hawthorne Studies

Elton Mayo

Results of these studies indicated that workers under scrutiny showed increased performance. Since the group of workers were given special attention, they improved their performance. This is known as Hawthrone effect.

These studies helped to start organizational behavior, and human relations movement.

Follett's Organizations as Communities

Mary Parker Follett

Managers are responsible to facilitate cooperation between organization's members and clear communication between managers and employees would help to solve problems.

Argyris's Theory of Adult Personality

Chris Argyris

Treating employees like responsible adults = highest level of productivity

Poor management results in employee related problems

Theory X and Theory Y

Douglas McGregor

Self-actualization and the importance of social relationships at work

Theory X and Theory Y are opposites where theory x includes negative characteristics such as lazy worker, unmotivated, irresponsible; and theory y includes positive characteristics such as creative, willing to work, responsible, self-directed

Self- fulfilling prophecy: when one person's expectations cause another person to act as originally expected.

operations management

the way goods and services are renders and attempts to improve the process. Each subsystem (smaller coordinated parts, for e.g., finance department) must be functioning well and coordinating well with other subsystems for an organization to be effective.

operations research

Inventory Analysis: keeps inventory costs as low as possible

Mathematical Forecasting: helps predict future sales

Queuing Theory: helps allocate employees

Network Models: Reduce task, organize, and develop completion timeline

Contingency Thinking

-Utilizing different management approaches when the situation calls for it. No "one size fits all".

-High uncertainty conditions require flexible, more information organizational structure with open lines of communication.

-Low uncertainty conditions require highly efficient and streamlined structure such as Weber's bureaucracy.

Total Quality Management (TQM)

Edward Deming and Joseph Juran

Constant improvement in all aspects, effective employee training, and use of quantitative analysis

Knowledge Management

using information to gain an edge over the competition by cultivating, refusing, and sharing.

Learning Organizations (Peter Senge)

System's Thinking: become aware of how the organization functions

Mental Models: abandon the previous ways of thinking

Personal Mastery: devoted to learning

Shared Vision: members agree on a vision to pursue

Team Learning: align and act together to attain that vision

Evidence Based Management

Uses actual scientific data and information on which approaches really work to make management decisions

Scientific methods: observation of problem generate hypotheses create well-design studies analyze the data and draw conclusions choose to accept or reject the hypothesis.

Motivation

"to move"; initiating a behavior towards a set goal. Motivation at work is important to accomplish organization's goal(s).

Why is Motivation Important?

80/20 rule (80% of work comes from 20% of people)

Far fewer employees who are highly motivated to accomplish the organization's goal at work than there are who are highly motivate to do just enough to stay out of trouble.

Satisfaction

Condition of need fulfilment

Need Theories

Understanding what a person wants/ needs and what they will do to satisfy need(s).

Maslow's Hierarchy: humans have 5 needs (from lowest to highest)

1.)Physiological - food, water, rest

2.)Security - safety

3.)Social - social relationships, friends, intimate relationships

4.)Esteem - respect and recognition, accomplishments

5.)Self-actualization - achieving one's full potential, personal/professional growth

Alderfer's take on Motivation (ERG theory)

Existence - basic and material needs

Relatedness - interaction with others

Growth - highest form (two forms: external esteem and internal esteem)

Frustration regression principle - a person would regress or go to a lower order need if that person is frustrated.

McClelland's Manifest Needs

Need for Power (nPOW)

Need for Affiliation (nAFF)

Need for Achievement (nACH)

Achievement motivation

= need for achievement - fear of failure

-A person high in nACH may desire challenges but may not act upon it if the fear of failure is higher.

Process Theories:

Define the terms of a rational cognitive process

--Expectancy theory

1.)Expectancy: person's efforts will lead to performance

Define the terms of a rational cognitive process

2.)Instrumentality: if you do perform, you will be rewarded

3.)Valence: degree to which the reward is valuable to you

Adam's Equity theory

--balance of fairness based on inputs and outputs

1.)Work inputs - e.g., time, talent, efforts, etc.

2.)Workplace outcomes - e.g., pay, bonuses, benefits, etc.

3.)Referents - others we compare ourselves to

The Caustic Effects of Unfairness

1.)Procedural justice: process of allocating reward or punitive measures is just

2.)Distributed justice: unfair distribution of resources

3.)Interactional justice: sense of fair treatment in communication process

Two-Factor Theory (Motivator-Hygiene Theory) (Herzberg)

Hygiene factors - extrinsic to job, lead to dissatisfaction

Motivating factors - intrinsic to job, create satisfaction

Lessons highlighted on slide 14

---The absence of hygiene factors leads to dissatisfaction, but an abundance of these factors does not create motivation (satisfaction).

Intrinsic motivational factors lead to high levels of satisfaction (motivation).

Even jobs with relatively high levels of motivation factors that have low hygiene factors will usually not produce an environment conducive to motivation. Hence, efforts to provide recognition, achievement, etc., may be useless if the environment does not contain the fundamental elements that workers expect (hygiene factors).

Learning Theories

--Classical conditioning (Pavlov)

Conditioned response: when one event automatically triggers a fixed response

Learning Theories

--Operant conditioning (Skinner)

Law of effect: behaviors that are rewarded will tend to be repeated

Shaping behavior: rewarding incremental changes in behavior

Reinforcement schedules

Positive reinforcement: adding a stimulus to increase the desired behavior. E.g., mother gives her daughter a candy for doing her homework.

Negative reinforcement: removing a stimulus to increase the desired behavior. E.g., Erin takes a shower to remove the bad smell from his body

Positive punishment: adding a stimulus to decrease an undesired behavior. E.g., Tom was assigned additional assignment for coming late to class.

Negative punishment: removing a stimulus to decrease an undesired behavior. E.g., Jack was grounded for talking back to his mother.

Goal setting and management by objectives (Latham and Locke)

Goal setting: goals are energizing, encourage key and relevant learning outcomes, and stimulate strategic thinking

Management by objectives: systematic and organized approach that aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization.

Job Characteristics Model (Hackman and Oldham) - model includes:

Five core job characteristics: skill variety, task identify, task significance, autonomy, and feedback

Three physiological states

Six affective outcomes

Motivating potential score (MPS) = (skill variety + task identity + task significance) / 3 * (autonomy) * (feedback)

Perception:

Process of receiving and interpreting environmental stimuli.

Perceptual process:

3 main components:

1.)Sensation- using our senses of sight, smell, taste, touch and hearing

2.)Attention- paying attention to the environmental stimuli that interest us.

How?

Size - the larger an object is, the more likely it is to be perceived

Intensity- The greater the intensity of a stimulus, the more likely it is to be noticed. Example: a loud noise.

Frequency- The greater the frequency a stimulus is presented, the more likely you will notice it. Example: repetition.

Contrast- stimuli that are different by color, size stand out.

Motion- stimuli that are moving stand out.

Novelty (new) - unique or new stimuli are noticed.

3.)Perception- involves organizing and interpreting the sensations we attend to

Perceptual inferences

This occurs when we tend to categorize people using limited pieces of information and then act on this information.

Perceptual organization

The process of grouping environmental stimuli into recognizable patterns.

The process of grouping environmental stimuli into recognizable patterns.

Figure-ground- People tend to perceive objects that stand against a background

3 main aspects:

1.)Similarity - Stimuli that have common physical traits

2.)Proximity- Stimuli that occur in the same proximity

3.)Closure- Since most of the stimuli we perceive are incomplete, we naturally tend to extrapolate information and project additional information to form a complete picture.

Cognitive complexity

Occurs when we have complex thinking and reasoning structures, we are able to perceive small differences in what we see.

Perceptual errors:

Halo effect- refers to the tendency to allow one personality trait to influence our perceptions of other traits.

Selective perception - The process of systematically screening out information we do not wish to hear.

Implicit personality theories- Based on our interactions with many people, we create our own system of personality profiles and use them to categorize new acquaintances.

Projection- The tendency to attribute our own feelings and characteristics to others.

First impressions- The tendency to attribute our own feelings and characteristics to others. Allowing first impressions to have a disproportionate and lasting influence on later evaluations is known as the primacy effect.

Stereotyping- categorizing individuals based on one or two traits, and attributing other characteristics to them based on their membership in that category.

Discrimination and Prejudice

Illegal discrimination on the basis of race, religion, or sex

Perceptual tendencies related to discrimination and prejudice:

1.)Visibility (When a small percent of the group belong to a particular category, these individuals are more visible.)

2.)Contrast (When one or more individuals who are different are added to a group, their presence creates a self-consciousness among the dominant group about what makes them a separate class.)

3.)Assimilation (the application of stereotypes and familiar generalizations about a person's social category)

Self-fulfilling prophecy (also called the Pygmalion effect)

Explains how the expectations in the mind of one person about how others should behave are communicated in a variety of ways, until these individuals actually behave in the way expected. Occurs due to output expected, reinforcement and feedback.