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MNGT 361 Midterm Exam With
Complete Solution
Organization - ANSWER a group of people who work together to achieve some specific purpose
management - ANSWER working as an organization to achieve objectives efficiently and effectively, using POLC
POLC - ANSWER planning, organizing, leading, controlling
top manager - ANSWER make long-term and strategic decisions (1-5 years)
middle manager - ANSWER implement top managers policies, supervise/direct lower manager's work
first line managers - ANSWER make short-term, operational decisions, motivate/supervise lower level
functional manager - ANSWER have responsibility for a single line of work
general manager - ANSWER responsible for multiple areas of work
interpersonal roles - ANSWER figurehead, leadership, liaison
informational roles - ANSWER monitor, disseminator, spokesperson
decisional roles - ANSWER entrepreneur, disturbance handler, resource allocator, negotiator
technical skills - ANSWER Skills that consist of the job-specific knowledge needed to perform well in a specialized field
human skills - ANSWER "soft skills," the ability to interact well with people to get things done
conceptual skills - ANSWER skills that involve the ability to think analytically, to visualize an organization as a whole and how the parts work together
classical viewpoint - ANSWER emphasis on ways to manage work
efficiency; assume rationality
behavioral viewpoint - ANSWER emphasis on importance of understanding human behavior (psychology)
motivating/encouraging toward achievement
quantitative viewpoint - ANSWER apply quantitative techniques to management
(i.e. how to go about building a large building)
systems viewpoint - ANSWER organization with open systems with interrelated parts (inputs, transformational process, generate outputs, feedback)
contingency viewpoint - ANSWER there isn't a best way to manage; need to fit management behavior with individuals/environment
quality viewpoint - ANSWER satisfied customers
quality control - ANSWER tactic to minimize error
quality assurance - ANSWER workers strive to minimize defects
total quality management - ANSWER continuous quality improvement
ethical climate - ANSWER employee's perception of the work environment
countries
tariffs - ANSWER trade barriers (taxes, customs)
low context culture - ANSWER shared meaning are primarily derived from written and spoken words
high context culture - ANSWER people rely on situational cues
GLOBE project - ANSWER 1. power distance
- uncertainty avoidance
- institutional collectivism
- in-group collectivism
- gender egalitarianism
- assertiveness
- future orientation
- performance orientation
- humane orientation
expropriation - ANSWER government seizes domestic or foreign company assets
expatriates - ANSWER people who live and work abroad
business plan - ANSWER goals, how to achieve, ,measures of success
business model - ANSWER how you compete, expected revenue/loss, what activities you partake in
strategy - ANSWER goals and methods to achieve the goals
strategic planning - ANSWER strategy for 1-5 years (whole firm)
tactical planning - ANSWER strategy for a unit, given resources, with constraints for 6-24 months
operational planning - ANSWER strategy for completing tasks, taking 1- weeks
SMART goals - ANSWER Specific
Measurable
Attainable
Results-oriented
Target date
management by objectives - ANSWER 1. manager and subordinate need and set objectives for subordinate
- subordinate develops an action plan
- manager and subordinate meet regularly to evaluate progress
- manager bases performance appraisal on progress made
corporate level strategy - ANSWER focuses on a corporation as a whole (i.e image)
business level strategy - ANSWER focuses on a single business unit (i.e. shirt
has its own legal rights
rational model of decision making - ANSWER explains how managers should make decisions; it assumes that managers will make logical decisions that will be the optimum in furthering the organizations best interest
bounded rationality - ANSWER the ability of decision makers to be rational is limited by constraints
availability bias - ANSWER tendency of managers to use information readily available from memory to make judgements
representative bias - ANSWER tendency to generalize from a small sample or single event
confirmation bias - ANSWER biased way of thinking in which people seek information that supports their point of view and discount data that doesn't
framing bias - ANSWER tendency of decision makers to be influenced by the way a situation or problem is presented to them
groupthink - ANSWER a cohesive group's blind unwillingness to consider
alternatives
organizational culture - ANSWER system of shared beliefs and values that develops within an organization and guides the behavior of its members
espoused values - ANSWER explicitly stated values and norms preferred by an organization
enacted values - ANSWER values and norms actually exhibited in the organization
clan culture - ANSWER internal focus, values flexibility
collaboration, morale, development, commitment
family restaurant
adhocracy culture - ANSWER external focus, values flexibility
creative, adaptable, innovation, growth
Google, start-up company
hierarchy culture - ANSWER internal focus, values stability
control, consistency, efficiency, timeliness
functional structure - ANSWER people with similar occupational specialties are put together in formal groups
divisional structure - ANSWER people with diverse occupational specialties are put together in formal groups according to products and/or services, customers, and/or clients, or geographical regions
HR management - ANSWER activities to plan for, attract, develop, and retain an effective workforce
human capital - ANSWER productive potential of employees based on knowledge, experience, and actions
knowledge worker - ANSWER focus on generating/interpreting information, versus manual labor
social capital - ANSWER productive potential of strong, trusting, cooperative relationships
job analysis - ANSWER analysis to determine basic elements of a job
job description - ANSWER summary of activities and why/how they are
performed
HR inventory - ANSWER report listing employees by nam, education, training, language, etc.
recruiting - ANSWER process of locating and attracting qualified people for jobs
selection process - ANSWER screening job applicants
orientation - ANSWER helping fit smoothly into job and organization
performance management - ANSWER manage performance expectations
workplace discrimination - ANSWER when employment decisions are based on reasons not relevant to the job
big five personality dimensions - ANSWER 1. agreeableness
- extroversion
- conscientiousness
- emotional stability
fundamental attribution bias - ANSWER tendency whereby people attribute another person's behavior to his or her personal characteristics rather than to situational factors
organizational commitment - ANSWER behavior that reflects the extent to which an employee identifies with an organization and is committed to its goals
organizational citizenship behavior - ANSWER employee behaviors that are not directly part of employee's job description such as constructive statements about the department
motivation - ANSWER psychological processes that arouse and direct goal-directed behavior
acquired needs theory - ANSWER three needs (achievement, affiliation, and power) are major motives in determining peoples behavior in the workplace
two factor theory - ANSWER work satisfaction and dissatisfaction are caused by certain factors
equity theory - ANSWER motivation explained by fairness and justice in social exchanges
distributive justice - ANSWER perceived fairness of resource/reward allocation
procedural justice - ANSWER perceived fairness in procedures for allocation decisions
interactional justice - ANSWER perceived quality of interpersonal treatment when procedures are implemented
expectancy theory - ANSWER effort depends on perceived outcome
goal-setting theory - ANSWER motivation comes from setting gals that are specific, challenging, and achievable
job characteristics model - ANSWER 1. skill variety
- task identity
- task significance
- autonomy
team - ANSWER a small group of people with complimentary skills who are committed to a common purpose, performance goals, and approach to accountability
forming - ANSWER stage 1: team forming
people get oriented and get acquainted
storming - ANSWER stage 2: team forming
individual personalities, roles, and conflicts within the group emerge
norming - ANSWER stage 3: team forming
conflicts are resolved, close relationships develop, and unity/harmony emerges
performing - ANSWER stage 4: team forming
members concentrate on solving problems and completing the assigned task
adjourning - ANSWER stage 5: team forming
members of an organization prepare for disbandment
task role - ANSWER behavior that helps get the task done
maintenance role - ANSWER behavior that fosters relationship development
functional conflict - ANSWER conflict that benefits performance and serves its interest (with group/team)
dysfunctional conflict - ANSWER conflict that hinders performance or threatens its interest (within group)
power - ANSWER the ability to get something done (in a group)
legitimate power - ANSWER stems from position in organization
reward power - ANSWER authority to reward subordinates
coercive power - ANSWER authority to punish subordinates
expert power - ANSWER results from specialized knowledge
referent power - ANSWER results from being well-liked
servant leadership - ANSWER focuses on providing services to others, meeting the goals of both followers and the organization, rather than yourself
path-goal leadership - ANSWER makes available to followers desirable rewards in the workplace and increases in their motivation by clarifying paths that will help them achieve goals
transformational leadership - ANSWER followers pursue organizational goals beyond self-interest
leader-member exchange - ANSWER leaders have different sorts of relationships with different subordinates
media richness - ANSWER indication of how well a particular medium conveys information and promotes learning
controlling - ANSWER how firms continuously improve; monitoring performance, comparing it with goals, and taking corrective action as needed
control process steps - ANSWER 1. establish standards
- measure performance (collect data)
- compare performance to standards
- take corrective action as needed
feedforward control - ANSWER take corrective action before measuring performance
concurrent control - ANSWER take corrective action and measure performance simultaneously
feedback control - ANSWER measure performance before taking corrective action
supply chain - ANSWER sequence of suppliers from raw materials to production to final product sale
balanced score card - ANSWER tool to measure organizational performance using 1) customer satisfaction, 2) internal processes, 3) innovation and improvements, and 4) financial measures
