MGMT 300 FINAL EXAM CSULB

Big Five Personality Factors

Five core traits—openness, conscientiousness, extraversion, agreeableness, and neuroticism—that describe human personality.

Internal vs. External Locus of Control

Belief about control of outcomes; internal = "I control my fate," external = "outside forces control my fate."

Self-Serving Bias

Tendency to take credit for success and blame external factors for failure.

Confirmation Bias

Favoring information that supports your existing beliefs.

Internal and External Attributions

Judging behavior as caused by the person (internal) or the situation (external).

Fundamental Attribution Error

Overemphasizing personal traits and underestimating the situation in judging others.

Halo Effect

Letting one positive trait influence your overall impression of a person.

Role Conflict

When expectations from different roles clash.

Role Ambiguity and Stress

Unclear job expectations can create stress.

Determination/Self-Regulation/Self-Control

Managing your impulses and actions to stay focused and reach goals.

Emotional Intelligence (EI)

Ability to understand and manage your own emotions and those of others.

Organizational Trust

Confidence in the fairness, integrity, and reliability of people and systems in your workplace.

Decision Making

The process of choosing between alternatives.

Programmed Decision

A routine or automatic decision using established rules.

Nonprogrammed Decision

A new, unstructured decision requiring judgment.

Risk

A decision situation where outcomes are known and probabilities are assigned.

Uncertainty

A situation where outcomes are unknown and probabilities can't be determined.

Ambiguity

When the problem and goals are unclear.

Rational Decision-Making Model

A logical, step-by-step approach to making decisions.

Administrative Decision-Making Model

Recognizes limits on time and information; uses satisficing.

Bounded Rationality

We make decisions within the limits of time, information, and mental capacity.

Maximizing

Seeking the best possible outcome.

Optimizing

Best balance of costs and benefits.

Satisficing

Settling for a good enough option.

Political Decision-Making Model

Decisions made through negotiation and power plays among groups.

Psychological Biases

Mental shortcuts that distort decision-making.

Anchoring

Relying too much on the first piece of information received.

Escalation of Commitment / Sunk Cost Fallacy / Loss Aversion

Continuing a failing course of action due to already invested resources.

Status Quo Bias

Preference for keeping things the same.

Overconfidence

Overestimating your own abilities or knowledge.

Groupthink

Desire for group harmony overrides realistic evaluation.

Devil's Advocate

Role of questioning assumptions to avoid groupthink.

Team

A group with shared goals and mutual accountability.

Five Contributions of Teams

Creativity, quality, speed, productivity, and employee satisfaction.

Functional vs. Cross-Functional Teams

Functional = same department; Cross-functional = different departments.

Three Characteristics of Effective Work Teams

Trust, shared goals, and open communication.

Team Task Specialist Role

Focuses on achieving goals and tasks.

Team Socioemotional Role

Maintains relationships and team harmony.

Five Stages of Team Development

Forming, storming, norming, performing, adjourning.

Task vs. Relationship Conflict

Task = about work; Relationship = personal and emotional.

Determinants & Consequences of Team Cohesiveness

What builds cohesion and its effects on performance.

Four Sources of Team Conflict

Competition, miscommunication, goal differences, unclear roles.

Freerider Problem

Team members who benefit without contributing.

Five Dysfunctions of a Team

Absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results.

Human Capital vs. Social Capital

Human = your skills; Social = your network.

Resource Benefits of Social Networks

Access to funding, help, or connections.

Information Benefits of Social Networks

Getting knowledge, advice, or new ideas.

Network Structure

The shape or pattern of your relationships.

Redundant Ties and Non-Redundant Ties

Redundant = people who know each other; Non-redundant = people who don't (more valuable for new info).

Sparse Network / Dense Network

Sparse = few connections; Dense = many interconnections.

Opportunity Costs

Trade-offs for choosing one relationship or use of time over another.

Structural Hole

A gap between two networks you could bridge.

Network Efficiency, Effectiveness, Saturation

How well a network delivers value or new information.

Bridging Network

Connects disconnected groups; gives access to new info.

Bonding Network

Strong, close ties that offer support and loyalty.

Persuasion as Process

It takes time and multiple steps.

Credibility

Built through expertise and relationships.

Framing the Message

Presenting your idea in a way that fits the audience's perspective.

Mutual Goals Framing

Aligning your idea with shared interests.

Evidence-Based Persuasion

Using data and facts to convince.

Emotional Appeal

Connecting through feelings.

Storytelling in Persuasion

Making your message memorable through stories.

Two-Way Persuasion (Dialogue)

Listening and adapting your message.

Iterative Persuasion Cycle

Repeating the process with feedback and adjustments.

atalyst Role (Manager as Catalyst)

Helps people grow by leveraging their strengths.

Strengths-Based Management

Focus on what people do best.

Individualization

Managing based on each person's uniqueness.

Casting for Talent

Putting the right person in the right role.

Defining Right Outcomes

Focus on results, not how the job is done.

Managing by Outcomes (Not Steps)

Giving freedom on how to achieve results.

Workaround for Weaknesses

Avoiding reliance on people's weak spots.

Unique Motivators

Identifying what drives each person.

Strengths Alignment

Matching people's strengths with their roles.

In the context of team characteristics, teams need to be large enough to incorporate the diverse skills needed to complete a task and small enough to permit members to feel an intimate part of the team.

True

2 multiple choice options

In the context of the types of negotiation, which of the following occurs when conflicting parties embark on an integrative negotiation approach?

They want to come up with a creative solution that benefits both sides.

3 multiple choice options

In the _____ of team development, individual personalities emerge and team members become more assertive in clarifying their roles and what is expected of them.

storming stage

3 multiple choice options

Barry, the safety officer at a company that owns copper mines, had assembled a team to review the company's policy for disaster management. The task required employees to stay together in a harsh environment. The members worked together and examined the various measures in place for damage control. After achieving their main purpose, they were asked to wrap up and were presented with plaques to signify the achievement of the set goal. In the context of the stages of team development, the team members are in the ______.

adjourning stage

3 multiple choice options

In the context of the different types of conflict, one study of top management teams found that _____ was associated with higher decision quality, greater commitment, and more decision acceptance.

relationship conflict

3 multiple choice options

Collin is the leader of a team that has resolved all its conflicts and has developed a sense of cohesion. The members have accepted each other and there is consensus over team members' roles. As the leader of a team that is yet to reach the problem-solving stage of team development, Collin should:

emphasize unity within the team and help to clarify team norms and values.

3 multiple choice options

Distributive negotiation is collaborative and typically leads to positive long-term relationships.

False

2 multiple choice options

Heidi likes to start team meetings with a joke or a funny story that breaks the ice and makes people talk and laugh. She is very receptive to her team members' ideas and encourages them to contribute to conversations. When conflicts arise within the group, Heidi helps the disagreeing members to reach an agreement. In the context of the different roles played by team members, which of the following roles does Heidi play?

A socioemotional role

3 multiple choice options

Hilary was put on a new team by her manager. Ever since she shifted teams, Hilary has felt energized and motivated toward higher performance because her friends work on the same team. She and her friends work together to come up with creative ideas and solutions to problems. In the given scenario, Hilary's manager recognized that _____ was most likely to produce a positive work life change for Hilary.

social facilitation

3 multiple choice options

Which of the following is true of virtual teams?

Virtual teams can be local, national, global, and include members from one firm or many.

3 multiple choice options

Bart works at an accounting firm. He is not respected by his team members because he spends a lot of time on the Internet playing games. He does not participate in team activities or contribute to the team's work. His team members feel he is being unnecessarily rewarded for the hard work of others. In the context of the dilemmas of teamwork, Bart is a _____.

free rider

3 multiple choice options

In the context of the types of teams that organizations use, a _____ is composed of a manager and his or her subordinates in the formal chain of command.

functional team

3 multiple choice options

Which of the following is the most likely outcome when there is a lack of trust within organizational teams?

People do not feel safe to reveal mistakes.

3 multiple choice options

Angelo has decided to set specific rules for reordering office supplies when inventories reach a particular level. He has made this decision so that his subordinates would not have to constantly ask him when they must place orders to refill the company's stock. In the context of managerial decision making, Angelo is making a:

programmed decision.

3 multiple choice options

Reema is a manager at a fast food restaurant. She uses rational methods to solve day-to-day issues and makes quick decisions that supports the needs of the restaurant. Reema encourages her team members to adhere to existing rules and policies when they make their own decisions and come up with simple solutions to problems. In the context of personal decision styles, Reema is a manager who follows a(n) ______.

directive style

3 multiple choice options

In the context of personal decision styles, the _____ is used by people who like to consider a broad amount of information and who tend to solve problems creatively.

conceptual style

3 multiple choice options

The classical model of decision making is considered to be normative, which means that it defines how a decision maker should make decisions.

True

2 multiple choice options

Managers with an analytical style of decision making like to:

consider complex solutions based on as much data as they can gather.

3 multiple choice options

While developing alternatives during decision making, managers:

Managers who make the judgment bias of perpetuating the status quo will:

base decisions on what has worked in the past without exploring new options.

3 multiple choice options

Making a choice is the biggest part of the decision-making process.

False

2 multiple choice options

A small company that manufactures pet food and toys is planning to start a new line of products that is related to pet health care. The company's top managers meet with potential venture capitalists to discuss the investments for a research and development (R&D) setup. In this case, the company is making a:

nonprogrammed decision.

3 multiple choice options

Which of the following is true of brainstorming?

It is highly effective for quickly generating a wide range of alternatives.

3 multiple choice options

Anastasia decides to use most of her savings in opening a cafe. After a year, she realizes that her cafe is consistently not making any profits. Instead of closing the cafe or selling it to a third party, she decides to keep the cafe open and working in the hope that it will soon become well-known and earn good profits. In the context of the biases that cloud judgment, Anastasia is:

justifying past decisions.

3 multiple choice options

In the _____ stage of the managerial decision-making process, decision makers gather information that tells them how well the decision was implemented and whether it was effective in achieving its goals.

evaluation and feedback

3 multiple choice options

When faced with a problem, Emmanuel likes to gather all the data possible so he can come up with the best possible decision. If a subordinate brings a problem to him, he considers all possible alternatives and makes a decision based on rational data. In the context of personal decision styles, Emmanuel uses the:

analytical style.

Burt defines social capital as a person's natural abilities combined with the skills he or she acquires in formal education and job experience

False