Mgmt 340 exam 1 CSUF

Managerial activities

make decisions, allocate resources, direct activities of others to attain goals

organization

A coordinated social unit composed of 2 or more people that function under a common goal

Management Functions

planning, organizing, leading, controlling

Mitzberg's Managerial Roles

interpersonal, informational, decisional

Katz essential managerial skills

Technical skills, human skills, conceptual skills

4 types of managerial activity

Traditional management, communication, human resource, and networking

Organizational behavior

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness.

Psychology

Individual study of behavior

Sociology

the systematic study of human society (group or organization system)

Anthropology

The study of humans (group or organization system)

contingency variables "it depends!"

situational factors: variables that moderate the relationship between two or more variables

workplace diversity

the ways in which people in an organization are different from and similar to one another

The dependent variables

Productivity, absenteeism, turnover, deviant workplace behavior, OCB, job satisfaction

Indipendent variables

Individual, group, and organizational system

surface-level diversity

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

deep-level diversity

differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better

Discrimination

Noting of a difference between things, unfair discrimination, making judgements about an individual

biographical characteristics

personal characteristics - such as age, gender, race, and ethnicity - that are objective and easily obtained from personnel records. these characteristics are representative of surface-level diversity

social psychology

the scientific study of how we think about, influence, and relate to one another (group)

Dimensions of Intellectual Ability

number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, memory

physical abilities

the capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics

Nine Physical Abilities

Strength factors (dynamic, trunk, static, explosive)

Flexibility factors ( extent, dynamic)

Other factors ( body coordination, balance, stamina)

Diversity Management

the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

Attitudes

evaluations of people, objects, and ideas

cognitive component (evaluation)

the opinion or belief segment of an attitude

affective component (feeling)

this involves a person's feelings / emotions about the attitude object. For example: "I am scared of spiders".

behavioral component (action)

an intention to behave in a certain way toward someone or something

cognitive dissonance

Incompatibility between 2 or more attitudes or between behavior and attitudes

A-B relationship

Attitudes predict behaviors

self-perception theory

the theory that when we are unsure of our attitudes, we infer them much as would someone observing us - by looking at our behavior and the circumstances under which it occurs

Dimensions of organizational commitment

Affective, continuance commitment, normative

Types of Attitudes

Job satisfaction, job involvement, organizational commitment, perceived organizational support (POS), employee engagement

Organizational citizenship behavior

Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it

Conscientiousness

how dependable, responsible, achievement-oriented, and persistent one is

affect

a broad range of feelings that people experience

Emotions

intense feelings that are directed at someone or something

Moods

feelings that tend to be less intense than emotions and that lack a contextual stimulus

emotional labor

a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work

Felt vs. Displayed Emotions

Felt: an individuals actual emotions

Displayed emotions: organizationally required and considered appropriate in a given job

Affective Events Theory (AET)

a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors

emotional intelligence

self-awareness, self-management, social awareness, relationship management, empathy, social skills

Personality Determinants

heredity, environment, situation

Myers-Briggs Type Indicator

a personality test that taps four characteristics and classifies people into 1 of 16 personality types

Big 5 Model of Personality

extraversion, agreeableness, conscientiousness, emotional stability, openness to experience

High Risk-taking Managers

-Make quicker decisions

-Use less information to make decisions

-Operate in smaller and more entrepreneurial organizations

Low Risk-taking Managers

-Are slower to make decisions

-require more information before making decisions

-Exist in larger organizations with stable environments

Type As

Always on the Move, feel impatient, multitask, cannot cope with leisure time, obsessed with numbers

Type B

Never care about time urgency, doesn't display accomplishments or achievements, play for fun and relaxation, can relax without guilt

locus of control

The degree to which people believe they are masters of their own fate. Internal or external's

Machiavellianism

displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles

self-monitoring

being attuned to the way one presents oneself in social situations and adjusting one's performance to create the desired impression

value system

a hierarchy based on a ranking of an individual's values in terms of their intensity

terminal values

desirable end-states of existence; the goals a person would like to achieve during his or her lifetime

Instrumental values

preferable modes of behavior or means of achieving one's terminal values

Boomers

1965-1985, 50-70's,

Success achievement ambition dislike of authority loyalty to career

Xers

entered the workforce 1985-2000; 30-50's, work/life balance, team-oriented, dislike of rules, loyalty to relationships

Millennials

2000 to present to mid 30's, Confident, financial success, self-reliant but team oriented, loyalty to both self and relationships

personality-job fit theory

a theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover

personality types

realistic, investigative, artistic, social, enterprising, conventional

Organizational culture profile

Useful for determining person organization fit.

Hofstede's Cultural Dimensions

power distance, individualism vs collectivism, uncertainty avoidance, long-term orientation vs short term . Masculinity vs femininity

power distance

Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals' physical and intellectual capabilities and heritage

Collectivism

giving priority to the goals of one's group and defining one's identity accordingly

long-term orientation

a value orientation in which people stress the importance of virtue

uncertainty avoidance

the degree to which societies are willing to tolerate uncertainty and risk

Factors that influence perception

situation, perceiver, target

attribution theory

the theory that we explain someone's behavior by crediting either the situation or the person's disposition

fundamental attribution error

the tendency for observers, when analyzing another's behavior, to underestimate the impact of the situation and to overestimate the impact of personal disposition

self-serving bias

the tendency for people to take personal credit for success but blame failure on external factors

selective perception

The phenomenon that people often pay the most attention to things they already agree with and interpret them according to their own predispositions.

halo effect

the tendency to draw a general impression about an individual on the basis of a single characteristic

Contrast effects

Evaluation of a person's characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

Link between perception and decision making

Decision making occurs as a reaction to a perceived problem

Perception influences:

Awareness that a problem exists

The interpretation and evaluation of information

Bias of analysis and conclusions

Steps in the Rational Decision-Making Model

1. Define the problem

2. Identify the decision criteria

3. Allocate weights to the criteria

4. Develop the alternatives

5. Evaluate the alternatives

6. Select the best alternative

rational decision making

a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions

bounded reality

The "real world" model: seeks satisfactory and sufficient solutions from limited data and alternatives

intuition

the ability to understand something immediately, without the need for conscious reasoning.

overconfidence bias

the bias in which people's subjective confidence in their decision making is greater than their objective accuracy

anchoring bias

a tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information

confirmation bias

Selecting and using only facts that support our decision

availability bias

Emphasizing information that is mostly readily at hand

escalation of commitment

an increased commitment to a previous decision in spite of negative information

randomness error

Creating meaning out of random events - superstitions

risk aversion

The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.

hindsight bias

After an outcome is already known, believing it could have been accurately predicted beforehand

The three component model of creativity

expertise, creative thinking skills, intrinsic task motivation

Perception

the ability to see, hear, or become aware of something through the senses.

Motivation

the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal

Maslow's Hierarchy of Needs

physiological, safety, love/belonging, esteem, self-actualization. Low order needs: satisfied externally; physiological and safety needs. Higher- order needs: needs that satisfied internally: social, esteem, and self actualization needs.

Assumptions of Maslow's Theory

Individuals cannot move to the next higher level until all needs of the current lower level are satisfied.

Theory X managers

Having little ambition, disliking work, avoid responsibility

Theory Y managers

Self directed, enjoying work, accepting responsibility

Herzberg's Two-Factor Theory

hygiene factors and motivators. Satisfaction and dissatisfaction or not opposite ends of the same thing!

Hygiene Factors (Herzberg)

Salary, working conditions, interpersonal relations (extrinsic). Associated with dissatisfaction caused by discomfort or pain

Motivators (Herzberg)

Achievement, recognition, stimulating work, growth, advancement, positive culture

David McClellands theory of needs

need for achievement, need for affiliation, need for power. Individuals have different levels of needs in each of these areas, and those of us will drive their behavior.

Contemporary Theories of Motivation

-Self Determination Theory

-Job Engagement

-Goal Setting Theory

-Self Efficacy Theory

-Equity Theory

-Expectancy Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation

Goal Setting Theory

a theory that says that specific and difficult goals, with feedback, lead to higher performance

Management of objectives

A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress