BNMG 310 Exam

Different types of managers

Includes top managers, middle managers, and first-line managers, each with specific responsibilities.

Strategic management

The process of defining the strategy, direction, and decision-making for an organization.

POLC framework

The management functions of Planning, Organizing, Leading, and Controlling.

Environmental scanning

The process of collecting, analyzing, and using information about the external environment to aid in decision-making.

Levels of analysis in organizational behavior

Different perspectives such as individual, group, and organizational levels used to analyze behavior.

Hypothesis

A testable prediction about the relationship between two or more variables.

Meta-analysis

A statistical technique that combines the results of multiple studies to determine overall trends.

Triple bottom line

A framework that evaluates a company's commitment to social, environmental, and economic performance.

Hawthorne studies

Research that revealed the impact of social relations and worker participation on productivity.

Strategy and the POLC framework

Strategy is part of the Planning function within the POLC framework.

SWOT analysis

A tool that identifies Strengths, Weaknesses, Opportunities, and Threats related to a business.

Intended strategy

The strategy that an organization plans to implement.

Glass ceiling

An invisible barrier preventing women and minorities from advancing to top roles.

Diversity programs benefits

Enhance company performance, innovation, and employee satisfaction.

Big Five personality dimensions

Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism, each with unique traits.

Self-monitoring

The ability of an individual to adjust their behavior based on external situational factors.

Emotional intelligence

The capability to recognize, understand, and manage our own emotions and those of others.

Tuckman's model of group development

Stages of group development: Forming, Storming, Norming, Performing, and Adjourning.

Groupthink

A phenomenon where the desire for harmony in a decision-making group leads to irrational results.

Cohesion

The degree to which team members stick together and unite in pursuit of a common goal.

Social loafing

The tendency of individuals to put forth less effort when working in a group compared to working alone.

Organizational culture

The shared values, beliefs, and practices that shape how members of an organization interact.

Leadership styles

Different approaches to leading teams, including autocratic, democratic, and laissez-faire styles.

Change management

The process of preparing, supporting, and helping individuals and organizations in making organizational change.

Corporate social responsibility (CSR)

The practice of integrating social and environmental concerns in business operations and interactions.

Motivation theories

Frameworks that explain what drives individuals to act, such as Maslow's hierarchy of needs and Herzberg's two-factor theory.

Performance management

A systematic process for improving organizational performance by developing the performance of individuals and teams.

Job design

The process of defining how work will be performed and what tasks will be required in a given job.

Stakeholder theory

The view that organizations should create value for all stakeholders, not just shareholders.

Decision-making process

The steps taken to identify and choose alternatives based on values and preferences.

Conflict resolution styles

Approaches to manage and resolve conflict, including avoidance, accommodation, competition, compromise, and collaboration.