Question 1

Manager, an individual who achieves goals through other people. Mangers, those individuals in organizations who make decisions about the use of resources and who concerned with planning, organizing, staffing, directing and controlling the organization\'s activities to reach its objective.

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Manger & Managers

Question 2

A group of people who work \"come\" together to achieve some specific goals

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Organization

Question 3

The people who oversee the activities of others and who are responsible for attaining goals in these organizations are managers (sometimes called administrators, especially in not-for-profit organizations).

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Managers or Administrator are

Question 4

Plan, Organize, Lead and Control

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Management Functions

Question 5

the process of defining an organization\'s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities.  Evidence indicates this function increases the most as managers move from lower-level to mid-level managers.

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Planning

Question 6

It includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

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Organize

Question 7

When managers motivate employees, direct their activities, select the most effective communication channels, or resolve conflicts among members, they\'re engaging in leading.

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Leading

Question 8

ensure things are going as they should, management must monitor the organization\'s performance and compare it with previously set goals. If there are any significant deviations, it is management\'s job to get the organization back on track. monitoring, comparing, and potential correcting

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Controlling

Question 9

Interpersonal Roles, Informational Roles, Decisional Roles

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Management Roles

Question 10

How a manager interacts with other people; Figurehead, Leader, Liaison

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Interpersonal Roles

Question 11

Acting in  Required to perform a number of routine duties of a legal or social nature.  someone who appears to be in charge, but someone else was really in control

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Figurehead

Question 12

This role includes hiring, training, motivating, and disciplining employees.  Responsible for the motivation and direction of employees

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Leader

Question 13

Contacting others who provide the manager with information.  A communication between different groups; the person in charge of a communication  Maintains a network of outside contacts who provide favors and information

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Liaison

Question 14

key roles include the monitor the disseminator and the spokesperson

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Informational Roles

Question 15

Collect information from outside organizations and institutions, typically by scanning the news media (including the Internet) and talking with other people to learn of changes in the public\'s tastes, what competitors may be planning  Receives a wide variety of information; serves as nerve center of internal and external information of the organization

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Monitor

Question 16

Transmit information to organizational members  Transmits information received from outsiders or from other employees to members of the organization

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Disseminator

Question 17

When they represent the organization to outsiders.  Transmits information to outsiders on organization\'s plans, policies, actions, and results; serves as expert on organization\'s industry

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Spokesperson

Question 18

Entrepreneur, disturbance handler, resource allocator, negotiator. Managerial roles that involve making choices

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Decisional Roles

Question 19

Managers initiate and oversee new projects that will improve their organization\'s performance..  a person who uses their ideas and takes risks in order to create a new business.  Searches organization and its environment for opportunities and initiates projects to bring about change

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Entrepreneur

Question 20

Managers take corrective action in response to unforeseen problems.  Helping to solve various problems, including clashes between individuals and groups.  Responsible for corrective action when organization faces important, unexpected disturbances.

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Disturbance handler

Question 21

Managers are responsible for allocating human, physical, and monetary resources.  Manage and decide who will get what resources and in what amounts.  Makes or approves significant organizational decisions.

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Resource allocator

Question 22

In which they discuss issues and bargain with other units to gain advantages for their own unit  Engaging in negotiations with parties outside the organization as well as inside.  Responsible for representing the organization at major negotiations.

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Negotiator

Question 23

Skills managers need. Includes technical skills, human skills, and conceptual skills.

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Management Skills

Question 24

The ability to apply specialized knowledge or expertise

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Technical skills

Question 25

The ability to understand, communicate with, motivate, and support other people, both individually and in groups.  Because managers get things done through other people, they must have good human skills

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Human skills

Question 26

Managers must have the mental ability to analyze and diagnose complex situations

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Conceptual skills

Question 27

1. Traditional management. 2. Communication. 3. Human resource management. 4. Networking.

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Managerial activities

Question 28

Decision making, planning, and controlling.

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Traditional management

Question 29

Exchanging routine information and processing paperwork.

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Communication

Question 30

Motivating, disciplining, managing conflict,staffing, and training.

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Human resource management

Question 31

Socializing, politicking, and interacting with outsiders.

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Networking

Question 32

Spent 32 percent of his or her time in traditional management activities, 29 percent communicating, 20 percent in human resource management activities, and 19 percent networking.

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Average managers

Question 33

(defined in terms of speed of promotion within their organization), networking made the largest relative contribution to success, and human resource management activities made the least relative contribution.

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Successful managers

Question 34

(defined in terms of quantity and quality of their performance and the satisfaction and commitment of employees), communication made the largest relative contribution and networking the least.

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Effective managers

Question 35

A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations\' effectiveness.  is the study of what people do in an organization and how their behavior affects the organization\'s performance  Concerns such as jobs, work, absenteeism, employment turnover, productivity, human performance, and management.

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Organizational behavior

Question 36

looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidenceâthat is, on data gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner.  Behavior generally is predictable.

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OB Systematic study

Question 37

The basing of managerial decisions on the best available scientific evidence.

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Evidence based management (EBM)

Question 38

A gut feeling not necessarily supported by research.  What we are advising is to use evidence as much as possible to inform your intuition and experience.

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Intuition

Question 39

Organizational behavior is an applied behavioral science built on contributions from a number of behavioral disciplines, mainly psychology and social psychology, sociology, and anthropology

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Identify the major behavioral science disciplines that contribute to OB.

Question 40

Seeks to measure, explain, and sometimes change the behavior of humans and other animals.  Silence that deal with mental process and behavior or The study of the human mind.  their contributions have expanded to include learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making processes, performance appraisals, attitude measurement, employee-selection techniques, work design, and job stress

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Psychology

Question 41

One major study area is change âhow to implement it and how to reduce barriers to its acceptance. Social psychologists also contribute to measuring, understanding, and changing attitudes; identifying communication patterns; and building trust. Finally, they have made important contributions to our study of group behavior, power, and conflict.

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Social Psychology

Question 42

studies people in relation to their social environment or culture. Sociologists have contributed to OB through their study of group behavior in organizations, particularly formal and complex organizations.

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Sociology

Question 43

is the study of societies to learn about human beings and their activities. Anthropologists\' work on cultures and environments has helped us understand differences in fundamental values, attitudes, and behavior between people in different countries and within different organizations.

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Anthropology

Question 44

Because we are not alike, our ability to make simple, accurate, and sweeping generalizations is limited.  We can say x leads to y, but only under conditions specified in z âthe contingency variables .

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Demonstrate why few absolutes apply to OB

Question 45

Responding to Economic Pressures Responding to Globalization Managing Workforce Diversity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with \"Temporariness\" Working in Networked Organizations Helping Employees Balance Work-Life Conflicts Creating a Positive Work Environment Improving Ethical Behavior

Accepted Answer

Identify the challenges and opportunities managers have in applying OB concepts

Question 46

Anybody can run a company when business is booming, because the difference between good and bad management reflects the difference between making a lot of money and making a lot more money. When times are bad, though, managers are on the front lines with employees who must be fired, who are asked to make do with less, and who worry about their futures. The difference between good and bad management can be the difference between profit and loss or, ultimately,between survival and failure.

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Responding to Economic Pressures

Question 47

The world has become a global village. In the process, the manager\'s job has changed.  Increased Foreign Assignments Working with People from Different Cultures Overseeing Movement of Jobs to Countries with Low-Cost Labor

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Responding to Globalization

Question 48

a wide variety of workers with different backgrounds, experiences, ideas, and skills in the workplace. *) The concept that org. becoming more heterogeneous in terms of gender race, ethnicity, sexual orientation and inclusion other diverse groups.

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Workforce diversity

Question 49

focuses on differences among people from different countries.

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Managing Workforce Diversity

Question 50

Service jobs include technical support representatives, fast-food counter workers, sales clerks, waiters and waitresses, nurses, automobile repair technicians, consultants, credit representatives, financial planners, and flight attendants. The common characteristic of these jobs is substantial interaction with an organization\'s customers. And because an organization can\'t exist without customers. management needs to ensure employees do what it takes to please customers. Also, employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs, and willing to do what\'s necessary to please the customer.

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Improving Customer Service

Question 51

learn ways to design motivating jobs,techniques for improving your listening skills, and how to create more effective teams.

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Improving People Skills

Question 52

Today\'s successful organizations must foster innovation and master the art of change, or they\'ll become candidates for extinction. Victory will go to the organizations that maintain their flexibility, continually improve their quality, and beat their competition to the marketplace with a constant stream of innovative products and services.

Accepted Answer

Stimulating Innovation and Change

Question 53

Globalization, expanded capacity, and advances in technology have required organizations to be fast and flexible if they are to survive. The result is that most managers and employees today work in a climate best characterized as \"temporary.\" Workers must continually update their knowledge and skills to perform new job requirements.

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Coping with \"Temporariness\"

Question 54

Networked organizations allow people to communicate and work together even though they may be thousands of miles apart.

Accepted Answer

Working in Networked Organizations

Question 55

First, the creation of global organizations means the world never sleeps. today\'s workplace presents opportunities for workers to create and structure their own roles.  Second, communication technology allows many technical and professional employees to do their work at home, in their cars, or on the beach in Tahitiâbut it also means many feel like they never really get away from the office.  Third, organizations are asking employees to put in longer hours.  Finally, the rise of the dual-career couple makes it difficult for married employees to find time to fulfill commitments to home, spouse, children, parents, and friends.  Organizations that don\'t help their people achieve work-life balance will find it increasingly difficult to attract and retain the most capable and motivated employees

Accepted Answer

Helping Employees Balance Work-Life Conflicts

Question 56

we all have things at which we are unusually good, yet too often we focus on addressing our limitations and too rarely think about how to exploit our strengths  area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential.

Accepted Answer

Creating a Positive Work Environment

Question 57

Situations in which individuals are required to define right and wrong conduct.

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Improving Ethical Behavior Ethical dilemmas and ethical choices

Question 58

An abstraction of reality. A simplified representation of some real-world phenomenon.

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model

Question 59

Variables that lead to processes.

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Input

Question 60

Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.

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processes

Question 61

Key factors that are affected by some other variables

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Outcomes

Question 62

*) Attitudes and stress Employee attitudes are the evaluations employees make, ranging from positive to negative, about objects, people, or events.  Stress is an unpleasant psychological process that occurs in response to environmental pressures.  Attitudes often have behavioral consequences that directly relate to organizational effectiveness.

Accepted Answer

Variables of interest(Attitudes and Stress)

Question 63

*) Task Performance The combination of effectiveness and efficiency at doing your core job tasks is a reflection of your level of task performance.  Task performance is the most important human output contributing to organizational effectiveness

Accepted Answer

Variables of interest(Task performance)

Question 64

*) Citizenship behavior The discretionary behavior that is not part of an employee\'s formal job requirements, and that contributes to the psychological and social environment of the workplace. Employees who engage in \"good citizenship\" behaviors help others on their team, volunteer for extra work, avoid unnecessary conflicts, respect the spirit as well as the letter of rules and regulations, and gracefully tolerate occasional work-related impositions and nuisances.

Accepted Answer

Variables of interest(Citizenship behavior)

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