Untitled Flashcards Set

Chapter 1: Management Basics

Q: Different types of managers and their responsibilities
A: - Top managers: Set overall strategy, make long-term decisions.

• Middle managers: Implement policies, coordinate departments.

• First-line managers: Supervise employees, handle day-to-day operations.

Q: What is strategic management?
A: The process of formulating and implementing strategies to achieve organizational goals.

Q: What are the four management functions in the POLC framework?
A: Planning, Organizing, Leading, Controlling

Q: Types of planning and what each involves
A: - Strategic: Long-term goals

• Tactical: Medium-term actions to support strategy

• Operational: Day-to-day tasks and procedures

Q: What is environmental scanning?
A: The process of analyzing external factors that may impact an organization’s performance.

Q: How do individual performers and managers differ?
A: - Individual performers focus on personal tasks and skill execution.

• Managers guide and coordinate teams to achieve objectives.

Chapter 2: Organizational Behavior & Research

Q: What are the three levels of analysis in organizational behavior?
A: Individual, Group, Organizational

Q: What is a hypothesis?
A: A testable statement predicting a relationship between variables.

Q: What is meta-analysis?
A: A statistical technique combining results from multiple studies to identify trends.

Q: What is the triple bottom line?
A: People, Planet, Profit – measuring social, environmental, and financial performance.

Q: Different research methods in OB
A: - Surveys (questionnaires)

• Field studies (real-world observations)

• Case studies (in-depth company analysis)

• Laboratory studies (controlled experiments)

Q: What did the Hawthorne studies reveal?
A: Productivity increases when employees feel observed and valued (Hawthorne Effect).

Chapter 3: Strategy & Competitive Advantage

Q: What is strategy, and where does it fit in POLC?
A: Defines how an organization competes and fits under Planning in POLC.

Q: What is the purpose of diversification?
A: Spreads risk across different products/markets and increases growth.

Q: What are the four types of strategy?
A: - Intended: Planned strategy

• Deliberate: Executed as planned

• Emergent: Unplanned, arises from changes

• Realized: Actual strategy implemented

Q: Porter’s Generic Strategies
A: Cost leadership, Differentiation, Focus

Q: What is a VRIO analysis?
A: Evaluates Value, Rarity, Imitability, Organization for competitive advantage.

Q: Porter’s Five Forces model components
A: Industry Rivalry, Threat of New Entrants, Threat of Substitutes, Bargaining Power of Suppliers, Bargaining Power of Buyers

Chapter 4: Diversity & Inclusion

Q: Surface-level vs. deep-level diversity
A: - Surface-level: Observable traits (age, race, gender)

• Deep-level: Psychological traits (values, personality, beliefs)

Q: Why implement diversity programs?
A: - Improves creativity & decision-making

• Expands talent pool

• Enhances company reputation

• Reduces legal risks

Q: What is the glass ceiling?
A: An invisible barrier preventing women and minorities from advancing to top positions.

Q: Four types of affirmative action programs
A: Outreach, Mentorship, Training, Preference in hiring

Q: Hofstede’s cultural dimensions
A: Power Distance, Individualism vs. Collectivism, Uncertainty Avoidance, Masculinity vs. Femininity, Long-term vs. Short-term Orientation, Indulgence vs. Restraint

Q: What is ethnocentrism?
A: The belief that one’s own culture is superior to others.

Chapter 5: Personality & Intelligence in the Workplace

Q: Two types of fit in hiring
A: - Person-Job Fit: How well skills match job demands

• Person-Organization Fit: How well values align with company culture

Q: What are the Big Five personality traits?
A: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism

Q: Best Big Five predictor of job performance
A: Conscientiousness

Q: What is self-monitoring?
A: The ability to regulate behavior based on social cues.

Q: What is emotional intelligence?
A: The ability to recognize, understand, and manage emotions in oneself and others.

Q: Internal vs. external locus of control
A: - Internal: Believes they control success

• External: Believes success is due to luck/external factors

Q: Traditional vs. practical intelligence
A: - Traditional: Academic ability (IQ tests)

• Practical: Problem-solving in real-world settings

Q: Characteristics of a proactive personality
A: - Takes initiative

• Seeks out opportunities

• Persistent in goal achievement

Chapter 11: Groups & Teams

Q: Tuckman’s five stages of group development
A: Forming, Storming, Norming, Performing, Adjourning

Q: Difference between groups and teams
A: - Groups: Loosely organized, individual accountability

• Teams: Collaborative, shared goals and responsibility

Q: Examples of formal vs. informal groups
A: - Formal: Project teams, committees

• Informal: Lunch groups, social circles

Q: Types of team norms
A: - Performance norms (work expectations)

• Behavior norms (conduct)

• Communication norms (how info is shared)

Q: What is groupthink?
A: A situation where a group prioritizes harmony over critical thinking, leading to poor decisions.

Q: What is cohesion?
A: The level of bonding and unity among team members.

Q: How to increase group cohesion
A: - Shared goals

• Small team size

• Frequent interaction

• Common enemy (competition)

Q: Three types of social loafing
A: - Free rider effect (someone slacks off)

• Sucker effect (others reduce effort to avoid being the "sucker")

• Dispersion of responsibility (no clear accountability)

Q: How to prevent social loafing
A: - Set individual accountability

• Keep teams small

• Increase task significance