MGMT340 Exam 2, 2024-2025 Spring UWEC

CH.8

What do People Learn? (Types of Knowledge)

Explicit Knowledge: Easy to communicate and teach 

Tacit Knowledge: More difficult to communicate; gained with experience (learn culture of the organization)

CH.8

How do People Learn?

Reinforcement (conditioning): Behavior shaped by consequences. If something good follows your action, you’re more likely to do it again. If something bad happens, you’re less likely to repeat it.

Observation/Role Modeling (Social Learning Theory): People learn by observing others, especially leaders.

CH.8

What is the most effective reinforcement?

“Skinner Box”, Operant Conditioning was most effective as it introduces element of surprise and high dopamine release.

CH.8

Rational Decision Making Model (DGECI)

1. Determine appropriate criteria for the decision

2. Generate list of alternative

3. Evaluate alternatives against criteria

4. Choose solutions that maximize value

5. Implement Solution

CH 8

Can organizations also learn or is it just the people? And if so, how?

Yes, organizations can learn through feedback loops, innovation, and adapting to change.

CH.8

Why do people make bad decisions? (LFFE)

Limited Information: Limited info, time or processing

Faulty Perceptions: Biases distort judgement

Faulty Attributions: Over attribute others’ actions to personality or blame failures on others

Escalation of Commitment: Continuing a bad course of action due to past investment.

CH.9

What is Self-concept?

Mix of personality, values, and identities

CH.9

What are the BIG FIVE Personality Traits (CANOE)

Conscientiousness: Dependable, goal driven

Agreeableness: Cooperative, kind

Neuroticism: Emotional Stability

Openness to Experience- Creative, curious

Extraversion: Social, energetic

CH.9

Who developed the Big 5?

Goldberg

CH.9

Who developed the extraversion facet of the Big Five

Carl Jung

CH.9

What are the Unsupported Personality Assessments? (MST)

Myers-Briggs Type Indicator

Strengths Finder

True Colors

CH.9

What are the TWO main continuums of Personal Values (Schwartz)

• Self-enhancement ↔ Self-transcendence

• Conservation ↔ Openness to change

CH.9

What is the utility of Personality and personal values in the organizational setting? (HPTC)

• Hiring/Selection

• Person-job & Person-organization fit

• Team composition

• Corporate values & vision

CH.7

What are the types of trust? (DC)

• Disposition-Based: Natural trust tendency.

• Cognition-Based: Based on ability, benevolence, integrity.

What are the types of Fairness?

• Distributive justice: Fairness in outcomes (e.g., compensation, rewards). 

• Procedural justice: Fairness in decision-making processes (e.g., clear, unbiased procedures). 

• Interpersonal justice: Fairness in treatment (e.g., respect, dignity in interactions). 

• Informational justice: Fairness in communication (e.g., transparency, providing clear explanations). 

CH 7

How do people make ethical decisions? (Four part process, AJIE)

• Moral Awareness: Recognizing that a situation has ethical implications. It’s about identifying whether an action or decision has moral consequences or could harm others.  

• Moral Judgment: Deciding what the right action is. This component involves evaluating different options and determining which one aligns with moral standards or principles. 

• Moral Intent: Having the intention to act ethically. Even after recognizing a moral issue and determining the right action, one needs the resolve or motivation to carry out that decision. 

• Ethical Behavior : Actually carrying out the ethical decision. This component involves acting on the moral judgment and following through with the ethical choice, despite any obstacles or challenges.

What is the Thomas-Kilmann Conflict Model and what are the 5 Options? (CCCAA)

• Competing: High assertiveness, low cooperativeness. This style focuses on pursuing one's own goals, often at the expense of others. 

• Accommodating: Low assertiveness, high cooperativeness. This style involves putting others' needs ahead of one's own, often to maintain harmony. 

• Avoiding: Low assertiveness, low cooperativeness. This style involves sidestepping or postponing the conflict, avoiding confrontation altogether. 

• Collaborating: High assertiveness, high cooperativeness. This style seeks a win-win solution that satisfies both parties’ concerns, aiming for mutual benefit. 

• Compromising: Moderate assertiveness, moderate cooperativeness. This style involves finding a middle ground where both parties give up something to reach a resolution. 

CH 11-12

What are the stages of team developing? (Tuckman’s Model) (FSNPA)

• Forming: Team members get to know each other; roles are unclear and everyone is polite. There is often excitement but also uncertainty 

• Storming: Conflicts or tension may arise as personalities clash, ideas compete, and team members push against boundaries. This stage is crucial for growth but can be challenging.  

• Norming: The team starts to settle in. Roles and expectations become clearer, conflicts lessen, and collaboration improves.  

• Performing: The team functions efficiently toward goals. Trust is strong, communication flows well, and members work independently and collaboratively with confidence.  

• Adjourning: The Project ends and the team disbands. This stage involves reflection and sometimes a sense of loss or celebration.  

CH 11-12

What are the characteristics of highly effective teams? (CPM)

Cohesion: Cohesion is the emotional bond between team members.

Potency: Potency is the team's shared belief in its ability to succeed.

Mental Models: Mental models are shared understandings among team members about how the team works—its goals, processes, and each other’s roles.

CH 11-12

What are the different forms of interdependence (TGO)

Task: how much team members rely on each other for information, materials, and resources to complete their work. 

Goal: exists when team members have a shared vision of the team’s goal and align their individual goals with that vision as a result 

Outcome: exists when team members share in the rewards that the team earns. 

CH 13-14

Managerial Philosophy: McGregor’s

What is theory x and theory y?

Theory X: People are unmotivated. Dislike work. Avoid responsibility. Need supervision as
every step. No ambition to work

Theory Y: People are motivated. Take initiative. Seek responsibility. Want decision-making
latitude. Want work to be fulfilling and challenging.

CH 13-14

Managerial Philosophy: McGregor’s

What do Theory X and Theory Y influence?

(LDTC)

Leadership style

Decision making style

Types of power/influence used

Conflict resolution styles

CH 13-14

What are the LEADERSHIP Theories (STTA)

Servant leadership (Greenleaf, 1977; Liden 2008) - focus on employees’ growth and development

Transformational leadership (Bass and Avolio, 1985) – Focus on crafting compelling
vision and inspiring employees via charisma.

Transactional leadership – exchange of time and effort for money. Contractual focus.

Autocratic/ directive/authoritarian leadership – (Fredrick Taylor’s work on scientific
management). Emphasis is TOTAL CONTROL

CH 13-14

What are the LEADER Decision Making Styles? (ACFD)

• Autocratic: No input.

• Consultative: Ask input but leader decides.

• Facilitative: Consensus-driven, leader helps.

• Delegative: Leader gives full authority to team.

CH 13-14

What are the Types of Power and their Effectiveness? (French & Raven) (LRCE)

• Legitimate: Based on role.

• Reward – use rewards and incentives to convince others

• Coercive – use punishment/ threats to convince others

• Expert – use logic and information to reason with people.

CH 13-14

What are the responses to influence?

Internalization: Full agreement

Compliance: Go along with the vision, but don’t fully embrace/ believe in the
organization/team/leader.

Resistance: Employees resist/ “losing your team

Theory

Operant Conditioning

Skinner

Behavior is shaped by reinforcement or punishment

Theory

Social Learning Theory

Bandura

People learn by observing others, especially leaders

Theory

Big 5 Traits

Golderberg

Jung (extraversion)

Personality Traits (CANOE)

Theory

Values Theory

Schwartz

Values influence what kind of work and team culture people prefer

Theory

Team Stages

Tuckman

5 Team Development stages

Theory

X and Y

Mcgregor

People are lazy or people are self motivated

Theory

Conflict Styles

Thomas-Killman

5 styles to manage conflict

Theory

Power Types

French and Raven

5 types of power

Theory

Leadership Theories

Servant: Focus on employee growth and wellbeing (Grenelead,Liden)

Transformational: Inspire with vision, charisma, motivation (Bass and Avolio)

Transactional: Do work, get reward

Autocratic: Total control (Taylor)