principles of management - exam 1

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what are the four management functions?

1) planning

2) organizing

3) leading

4) controlling

what is management?

a practice that includes art, craft, and science held together by judgement about the situation in front of you

what is the definition of planning?

identify and select appropriate goals and corses of action

what is the definition of organizing?

establish task and authority relationships so people can work together

what is the definition of leading?

articulate a vision and energize and enable people to perform

what is the definition of controlling?

evaluate how well goals are being met, and act to maintain or improve performance

what is the Mintzberg triangle in management?

the balancing of craft (bottom right), art (top), and science (bottom left)

what are examples of art according to Mintzberg triangle?

vision, insight, and intuition

what are examples of craft according to Mintzberg triangle?

experience and learning on the job

what are examples of science according to Mintzberg triangle?

analysis and systematic evidence

what is the actual pace of managerial work?

unrelenting and strongly oriented to action

what are the managerial levels?

• factory foremen

• middle managers

• chef executives

What is Mintzberg’s perspective on managerial work?

frantic, fragmented, and oral, driven by action rather than neat, reflective planning

what are the big five personality and dimensions?

• conscientiousness

• agreeableness

• negative affectivity

• extraversion

Definition: conscientious

the tendency to be careful, organized, and disciplines in pursuing goals.

Definition: agreeableness

the tendency to get along well with other people, valuing cooperation over competition

Definition: negative affectivity

the tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

Definition: open-ness (to experience)

the tendency to be curious, imaginative, and open to new ideas and experiences

Definition: extraversion

the tendency to be outgoing, energetic, and socially engaged (versus reflective and reserved)

which of the big five personality dimensions is the strongest predictor of job performance?

conscientiousness

What personality does not predict about workplace behavior and performance?

• no single trait guarantees success

• self-awareness helps you choose roles and adapt your style

What personality does predict about workplace behavior and performance?

predicts general job performance, teamwork, and counterproductive work behaviors. teams benefit from a mix of trait profiles, not uniformity

what is the locus of control?

belief about control over outcomes

what is an example of internal locus of control?

“what can I influence?”

• work on studying harder for the next test after failing the previous one

what is an example of external locus of control?

what outside forces decide

• blame the test for being extra hard or the classroom too noisy

definition: values

your personal beliefs about what is important and worth pursuing

4 reasons values are changing

1) cost of living

2) AI disruption

3) global target markets

4) manager takeaway

3 ways values guide decisions

1) decides which job offer to accept

2) decides how you respond when profit and principle conflict

3) decides what kind of manager you want to become

why the value - action gap exists

attitude alone isn’t enough and social pressure and perceived control determine behavior

the value-action gap

we often don’t act on what we say we value

what are emotions?

intense and relatively short lived feelings that are usually linked to what caused them

how long do emotions last?

seconds to minutes

what are moods?

lower intensity and diffuse feelings that may persist after the trigger is gone

how long to moods last?

hours to days

definition of affect

the umbrella term for feeling states

what are the 2 forms of affect

• emotions

• moods

emotional intelligence

the ability to understand and manage one’s own moods and emotions and the moods and emotions of other people

emotional labor

managing feelings and expressions to meet the emotional requirement of a job

what does emotional labor cause in workers?

surface acting and deep acting

surface acting

• change what I saw

• “upset, but I put on a smile”

• more consistently linked to strain

deep acting

• try to change what I feel

• “they have had a difficult day”

• mixed, sometimes beneficial

valence

measures whether an attitude, emotion, or response is positive (pleasant/supportive) or negative (unpleasant/opposing).

activiation

measures the level of energy or behavioral intensity, ranging from active (high energy, voiced, engaged) to passive (low energy, quiet, withdrawn).

affective events theory

a work place event leads to an emotional reaction that ends with an attitude and behavior change in the employee.

how do emotions affect our reasoning

it changes:

• what we notice and what we ignore

• how we interpret ambiguous information and what we remember

• how risky an option feels and which action seems available

what can fear do to our decisions?

• causes uncertainty and low control

• raises perceived risk

how will an employee act in fear?

they will use caution, delay, and aviodance

what can anger to do our decisions?

• causes: certainty and own control

• lowers perceived risk

how will an employee act in anger?

they will use approach, action, and confrontation

emotional regulation: reprisal

the automatic impulse to retaliate, strike back, or escalate a conflict when you feel wronged or provoked

emotional regulation: suppression

strategy where you hide, block, or deny outward emotional expression while an emotion is happening

what is a stakeholder?

anyone that is affected by the companies decisions and actions

what happens during stakeholder conflict?

ethical decisions are difficult because the benefits and harms oftern fall on different people

what are the 4 rules for ethical decision making?

1) Utilitarian

2) Moral Rights

3) Justice

4) Practical

four rules: utilitarian

an ethical decision produces the greatest good for the greatest number of people

four rules: moral rights

an ethical decision best maintains and protects the fundamental or inalienable rights of people affected by it

four rules: justice

an ethical decision distributes benefits and harms among people and groups in a fair, equitable, or impartial way

four rules: practical

a manager has no reluctance about communicating the decision outside the company because the typical person in society would think it is acceptable

what are the 4 approaches to social responsibility?

1) obstructionist

2) defensive

3) accommodative

4) proactive

four approaches: obstructionist

deny, defend, obstruct

• deny the problem

• obstruct investigation

four approaches: defensive

comply with law only

• tell supplier to meet local regulations (no more)

four approaches: accommodative

balances ethics and profits

• work with supplier to improve and share costs

four approaches: proactive

actively design for good

• redesign supply chain to make unsafe conditions impossible or uncompetitive

what would normative ethics ask?

what SHOULD we do

what would behavioral ethics ask?

why might ordinary people FAIL to notice or do it?

what is behavioral ethics?

why good intentions do not guarantee ethical behavior

what are the components of the ethical decision process?

• notice

• interpret

• decide

• act

ethical decision process: notice

can you even see the ethical problem?

ethical decision process: interpret

is this an ethics problem or a business/technical problem?

ethical decision process: decide

which option wins given competing pressures?

ethical decision process: act

can you actually DO the right thing when it costs you?

ethical fading

a decision can be framed as a business problem, so the ethical dimension becomes less salient

ethical blindspots: motivated blindness

you want to close a deal, so you don’t notice the problematic clause

ethical blindspots: indirect blindness

you don’t see the harm because someone else pulled the trigger

ethical blindspots: overvauling outcomes

if the outcome seems good enough, the unethical process feels justified

what actually shapes good behavior?

• goals

• incentives

• norms

• leadership

what is the behavioral reallity?

good intentions + poor system design = unethical behavior

• attention, incentives, norms, and leadership shape conduct

moral agency

an individual's or entity's ability to make ethical judgments based on notions of right and wrong and to be held accountable for those actions

individual responsibility

every manager and employee is morally accountable for their own choices, actions, and treatment of others, rather than blindly following orders or hiding behind company policy

motivation

the psychological forces that determine the direction of a person’s behavior, their level of effort, and their level of persistence in the face od obstacles

question hiding inside motivation definition: direction

what do you choose to do?

question hiding inside motivation definition: effort

how hard do you push?

question hiding inside motivation definition: persistence

do you keep going when it gets difficult?

maslow’s hierarchy of needs

five levels of need, and lower needs must be satisfied before higher ones matter

what are the five levels to Maslows Hierarchy of needs? (starting at the bottom)

1 - physiological (water, food, rest, shelter)

2 - safety (job security, physical safety)

3 - belongingness (friendship, love, connection)

4 - esteem (personal) (respect, recognition, status)

5 - self-actualization (realizing your potential)

what is the main idea Maslow is trying to convey?

needs are real and they must be satisfied strictly in order, bottom to top, before the next level matters

what are Maslow’s limitations?

need fulfillment is linked to wellbeing but not in strict sequence. each need had an independent effect, not a gated one

what is Herzberg’s two-factor theory?

hygience factors can only cause dissatisfaction, while motivators are the only things that create real satisfaction

what are hygiene factors?

salary, working conditions, company policy, job security, and supervisor relationship

what are motivators?

achievement, recognition, the work itself, responsibility, growth

what is Herzberg’s claim with the two factor theory?

hygiene factors and motivators are cleanly seperate

• hygiene NEVER satisfies

• motivators NEVER dissatisfy

what are the limitations to Herzberg’s two factor theory?

• motivators link to outcomes somewhat more than hygiene factors, not a strict either/or

• the clean split is due to Herzberg’s interview method, people self-servingly credit themselves for good events, while blaming the situation for bad ones

McClelland’s Acquired Needs Theory

three learned needs, developed through life experience - the mix varies person to person

what are the 3 needs in McClelland’s acquired needs theory?

1) achievement

2) affiliation

3) power

acquired needs theory: need for achievement

desire to excel against a personal standard

acquired needs theory: need for affiliation

desire for close, friendly relationships

acquired needs theory: need for power

desire to have impact and influence

what is the claim under test for McClelland’s acquired needs theory?

these three needs predict real behavior, and a self-report survey can measure them

what are the limitations to the acquired needs theory?

• implicit measures and questionnaire self-report measures are only modestly correlated

• the two measurement approaches predict DIFFERENT outcomes

reinforcement theory

behavior that is rewarded gets repeated. behavior that is punished or ignored gets extinguished. motivation is shaped by consequences, not by internal needs