Cumulative Final Exam MGT 3404 Theories

Classical Management Theory

Focuses on efficiency, tasks, and productivity

Behavioral Management Theory

Focuses on people, motivation, and behavior at work.

Maslow’s Hierarchy of Needs

People are motivated by 5 levels of needs. (Basic → Self Fulfillment)

McGregor’s Theory X

Believing that employees are irresponsible and resistant to change.

McGregor’s Theory Y

Believing that employees are capable of self-direction and creativity.

Herzberg’s Two-Factor Theory

Hygiene factors (basic job conditions like pay, work environment, policies) prevent dissatisfaction, but motivators create satisfaction.

McClelland’s Acquired Needs Theory

People are motivated by achievement, affiliation, or power.

Equity Theory

People compare their effort vs. rewards to others for fairness.

Expectancy Theory

Employees’ are motivated when they believe:

• Expectancy: "Will my effort lead to performance?"

• Instrumentality: “Will my performance lead to a reward?”

• Valence: “Do I value that reward?"

Goal-Setting Theory

Specific, difficult goals + feedback = better performance

Self-Determination Theory

Motivation comes from autonomy, competence, and relatedness.

Rational Decision-Making Model

Logical, step-by-step process to choose the best solution.

Bounded Rationality

Decisions are limited by time, information, and complexity.

Satisficing Model

Choosing a solution that is “good enough.”

Intuition Model

Decisions based on gut feelings or experience.

Competing Values Framework

4 cultures: Clan, Adhocracy, Market, Hierarchy

Person-Organization (P-O) Fit

How well a person’s values match the company culture

Person-Job (P-J) Fit

How well a person’s skills match the job.

Lewin’s Change Model

Unfreeze → Change → Refreeze

Force-Field Analysis

Change happens by balancing forces for vs. against change.

Organizational Development

Planned change to improve performance and effectiveness.

Big Five Personality Theory

5 traits: Extroversion, Agreeableness, Conscientiousness, Emotional Stability, Openness

Core Self-Evaluations

Self-view based on confidence, control, and stability

Perception Process Model

How people notice, interpret, store, and recall information.

Pygmalion Effect

Expectations influence behavior (people rise/fall to expectations)

Halo Effect

Judging someone based on one trait.

Tuckman’s Stages of Team Development

→ Forming (Members meet and roles are unclear)

→ Storming (Conflict arises over roles and direction)

→ Norming (Group agrees on roles and starts working together)

→ Performing (Team works efficiently towards goals)

→ Adjourning (Team finishes and disbands)

Punctuated Equilibrium Model

Teams change suddenly at key moments (like deadlines)

Six Sources of Power

Legitimate, Reward, Coercive, Expert, Referent, Informational

Influence vs Power

Power = ability

Influence = acutally using it

Communication Process Model

→ Sender → Message → Receiver → Feedback (+ noise)

Media Richness Theory

Some communication methods are better for complex messages

Control Process Model

→ Set standards → Measure → Compare → Correct

Three Types of Control

Feedforward (before)

Concurrent (during)

Feedback (after)

Utilitarian Approach

Greatest good for the most people

Moral-Rights Approach

Protects individual rights

Justice Approach

Fairness and equality

Kohlberg’s Moral Development Theory

People move from self interest → social rules → personal values