MGT FINAL EXAM – Flashcards

managing by diversity, globalization, IT, ethical standards, sustainability, life goals------ managing for competitive advantage- YWCA never launched this event before so staying ahead of rivals is difficult because they don't know what worked for them yet, you can research but if you don't have experience it is hard to get going and be innovative, have good quality, and efficiency the first time you do it

Meghan did more of the organizing aspect- arranging tasks for completion and meeting with groups to discuss, we would send her finished products and she would then approve them etc- she didn't do as much leading (that was professor kwesiga), suggestions: planning aspect with communication would go under planning- we did not even know we had to address other parties in this project and that others had- better organization could have been done so we could get our objectives clearly stated right from the get go

Meghan did a good job interacting between work units (interpersonal role) but she didn't relay the information to Machley and CIS department, it was difficult to get in touch with her at times because of vacation for crucial weeks of the parts of the project we needed better communication of information (informational role), Meghan was good at making decisions and problem solving (decisional) we would give her something and she would approve it or make corrections like the different logo

strengths of employees, triggers to activate strengths, learning styles of each employee----------- strengths of employees: assigning tasks that were equivalent to strengths (sam and alex good at organizing, josh good at computers), triggers that activate strengths: stickers, recognition, giving more responsibility for those strengths, learning styles: we had many forms like dashboard (pictures), Gantt chart (organized list of deliverable), text and emails by Meghan (written), missed opportunities: probably allocating differently, anything to do with computers was handed to josh but could have been given to andrew because he is also good

Our team successfully planned and implemented our plans for our project during this semester------planning tools: team contract and project plan and Gantt chart to put action and dates-----recommendation: spend a lot of time and effort on the planning process- if you rush through and don't have contingency plans, you will have problems in the end- plan out action items

coping with uncertainty, coordinating acts, thinking ahead, checking progress------- we did think ahead because the event is in the spring, we checked our progress with Gantt chart, missed opportunities: could have had more contingency plans instead of waiting for an answer from Meghan and then re-evaluating, could have coordinated acts better to get things done more efficiently instead of doing things only on days of the meeting

strategic planning for top managers (1-5 years- long term), visionary thinking and directive thinking, overview on how events will be layed out----tactical planning by middle managers (6-24 months), determine what contributions different departments are gunna do, supervise and coordinate the people below----operational planning by first-line managers (1-52 weeks), determine how to accomplish specific tasks with available resources, decisions are predictable, with routine procedures

specific, measurable, attainable, results-oriented, target dates------EX: registration aspect is SPECIFIC- needed to provide forms, activities agenda, food...MEASURABLE- quantifiable- physical copies of all forms, activities agenda, etc. ATTAINABLE- lots of parts to complete, but with good time management skills it can be done in that amount of time RESULTS-ORIENTED- needed to supported organization's vision of providing a fun, interactive, learning filled day for girls TARGET DATES- deadlines on Gantt chart and the day of the event is a deadline

ANALYTICAL- high tolerance for ambiguity, task and technical concerns oriented (efficient, logical, systematic approach to problem solving), CONCEPTUAL- high tolerance for ambiguityy, people and social concerns oriented (people like to consider more information and more alteratives/careful decision makers, DIRECTIVE- low tolerance for ambigutity, task and technical concerns oriented, (long-term perspective and rely on intuition and discussion with others to obtain information, willing to take risks), BEHAVIORAL- low tolerance for ambituity, people and social concerns oriented (supportive, warmth, verbal to written information, like to avoid conflict)----------- Primary characteristics: TOLERANCE FOR AMBIGUITY and VALUE ORIENTATION (a person's preference about how to allocate resources)

the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization.- Involving setting goals, making decisions, solving problems and making changes in the organization-----------factors: Employees trust managers, Employees are ready, Top management is continually involved, Middle and supervisory managers are supportive

GROUP THINK - cohesive group blindness to consider alternatives--- SATISFICING - seeking a decision that is good enough because of lack of time, limited amounts of right information, or the inability to handle large amounts of information----- group think once at the beginning of the year during the Desert Survival Scenario, where we blindly picked one of the most likely choices and therefore ignored some of the alternatives that we didn't think would have any importance in this case- groupthink and satisificing was when we had to change the date- stressed us out- looked into it quickly and just decided because that was a decision that was put under pressure

people with similar occupational specialties are put together to form groups-----A: each subsection is highly specialized, and well versed in their respective fields- units are very effficient------D: Units do not usually work together with each other

people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions-------A: Teams are efficient because they focus on one specific task. Divisions can build their own subculture and add to cohesion among the team.--------D: can cause infighting among divisions over allocation of resources. Since the division's work independently of one another incompatibilities between divisions may arise, IE one division uses a different programming language than another.

combination of divisional and functional chain of commands in a grid. -----A: efficient exchange of information: departments work closely with one another and communicate accordingly. Democratic leadership style allows workers to supply their input before the managers make their final decisions.------D: Expensive to maintain: increase in overhead as a result of the need to essentially double management. The complex system could confuse employees as to who they actually serve under.

Horizontal/hollow are beneficial to the innovative process because in a hollow design, non-key operations are outsourced to other vendors who can do them cheaper and or faster, so the firm is able to keep overhead, and payroll down. Also a firm can operate on a larger scale while still maintaining a relatively small core: the firm works more efficiently.

- authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

authority is decentralized, there are fewer rules and procedures, and the network of employees are encouraged to cooperate and respond quickly to unexpected tasks.-SPONSOR (BOTH)- were encouraged to work and cooperate/ coordinate with the other teams in our class, and there were relatively few limitations put on us by our sponsor, much like in an organic organization. At the end of the day, Meghan had the final say on whatever we had submitted to her, which expresses a clear centralization of authority, which is associated with a mechanist structure. Therefore, I would claim that our sponsor organization could fall in between, or under, both categories.

Differentiation- is the tendencies of parts of an organization to disperse and fragment-----Integration- is the tendencies of parts of an organization to come together to achieve a common goal or purpose.------Balance- in achieving a balance between integration and differentiation one must first understand the causes of each. Differentiation is caused by having specialists in given fields or subjects, separated from other specialists in your firm, causing them to work alone without coordinating with other specialists. And integration is caused by having your specialists work with one another. So to achieve a balance between integration and differentiation managers must ensure that their specialists are in small enough groups that they can work efficiently, but that they also have the ability/ opportunity to coordinate with the other specialists in their firm.------This concept could be extended to the organizational structure of our sponsor, by having Meghan encourage inter-team communication and cooperation

Locus of Control - "I am/am not the captain of my fate" - indicates how much people believe they control their fate through their own efforts-------Manager - Internal (what i do affects your destiny) vs. External (everything else affects you), there is a difference in structure and compliance, internal locus of control requires less supervision and a job with high initiative and low compliance. External - higher structured jobs with greater compliance--------Team - We have an internal locus of control within the group. None of us believe that how the project is going will affect the quality of their work but rather we believe that what we are doing is going to affect the team and group overall. Doing our parts would lead to a good project and a good project would lead to a good grade for example.

Self Efficacy - "I can/can't do this task" - the belief in one's personal ability to do a task--------Manager - high self efficacy from employees can lead to more sales which, but low self efficacy may require attention such as assigning jobs accordingly and helping employees develop it--------Team - We all have high levels of self efficacy, we all felt that we had the capability to complete the tasks assigned to us via the Gantt Chart. We developed our self efficacy to be even higher by rewarding each other or giving the proper recognition.

Self-Esteem - "I like/dislike myself" - the extent to which people like or dislike themselves; their overall self evaluation--------Manager - People with high self esteem tend to handle failure better, emphasize the positive, take more risks; low self esteem - focused on their weaknesses and have primarily negative thoughts. Self esteem can be built through positive reinforcement of employees' skills, positive feedback, and coaching whenever employees experience difficulty-------Team - We for the most part have high levels of self esteem. We handled failure by trying harder and getting a better grade on the second paper we did, we emphasize everything that is going well with our project, we take risks and succeed and the project has been successful since the start on day 1

1.) Stereotyping - the tendency to attribute a person's characteristics one believes are typical of the group. a.) Example: Muslims right now in their associations to terrorists, or in the classroom- athletes and how they don't do well on projects because of their practice/game schedule 2.) The Halo Effect - we form an impression of an individual based on a single trait a.) Example: Attractive people, or people with more desirable traits, get a first impression of the employee that now defines them, regardless of the person's experience or necessary qualifications 3.) Recency Effect - tendency to remember recent information better than earlier information a.) Example: People buy stocks based on if they hear good things in the news or students retain newer information rather than the information that was covered first semester last year. 4.) Causal Attributions - the activity of inferring causes for observed behavior a.) Example: A person doesn't perform a job well enough. One attribution is that the person be reprimanded, another declares that the person requires training because he/she has a lack of ability to perform in that job.

1.) Extroversion - how outgoing, talkative, sociable, and assertive a.) Robert likes to talk and is a very good and outgoing public speaker for example 2.) Agreeableness - how trusting, good-natured, cooperative, and soft-hearted a.) Everyone got their work done on time and no one gave any reason for any member of the group to not trust them 3.) Conscientiousness - how dependable, responsible, achievement-oriented and persistent a.) Each member was well focused on their tasks and wanted to make sure each of their parts was done on time and to the best of their ability 4.) Emotional Stability - how relaxed, secure, and unworried a.) Everyone was hurried and worried that the project wouldn't be finished on time b.) This was the most difficult for us because this is a huge project that counts not only as a large percentage of our grade but will be used by the YWCA and implemented in the Spring, so there was huge responsibility we had to get this thing done and perfected before the end of the semester 5.) Openness to Experience - how intellectual, imaginative, curious, and broadminded a.) We challenged each other's ideas to make sure that we considered all of the alternatives and that we come up with good ideas that others may not be able to think of so easily. - Conscientiousness is most related to job performance the most because it depends on how much you can be trusted and dependable to others and how focused you are on achieving the goals you set. - Extroversion is also related to job performance seeing that assertive yourself and being talkative and active creates a larger impact on job performance than being soft-hearted and soft-spoken

1.) Stereotypes and Prejudices a.) Example: blacks and whites are better at basketball than Asian Americans 2.) Fear of Discrimination against Majority Group Members a.) Example: blacks and asians may be promoted over more qualified whites so the company looks more racially diverse 3.) Resistance to Diversity Program Priorities a.) Example: Some companies are offering classes teaching tolerance for diversity. 4.) Unsupportive Social Atmosphere a.) Example: Diverse employees may be excluded for office "cliques" and social events 5.) Lack of Support for Family Demands a.) Example: Offices aren't as flexible to mothers who may not be able to work late, weekends, or take long business trips 6.) Lack of Support for Career Building Steps a.) Companies may not provide diverse employees with the types of work assignments that will qualify them for senior management positions.

Expectancy Theory: suggests that people are motivated by how much they want something and how likely they are to get it -3 Elements: -Expectancy: "Will I be able to perform at the desired level on a task?" -the belief that a particular level of effort will lead to a particular level of performance -"Effort-to-performance expectancy" -Instrumentality: "What outcome will I receive if I perform at this level?" -the expectation that successful performance of the task will lead to the outcome desired -"Performance-to-reward expectancy" -Valence: "How much do I want the outcome?" -value, the importance a worker assigns to the possible outcome or reward

focuses on employee perceptions as to how fairly they think they are being treated compared with others -3 Elements: -Inputs: "What do you think you're putting into the job?' -Outputs/Rewards:"What do you think you're getting out of the job?" -Comparison: "How do you think your ration of inputs and rewards compares with those of others?"

● Differences: ○ Hygiene factors are the lower level needs ("What will make my people dissatisfied?") ■ Factors associated with job dissatisfaction such as salary, working conditions, interpersonal relationships, and company policy...all of which affect the job context in which people work ○ Motivating factors are the higher-level needs ("What will make my people satisfied?") ■ factors associated with job satisfaction such as achievement, recognition, responsibility and advancement...all of which affect the job content or the rewards of work performance

1. Pay for performance: bases pay on one's results a. Ex: piece rate: employees are paid according to how much output they produce b. Ex: sales commission: sales representatives are paid a percentage of the earnings the company made from their sales 2. Bonuses: cash awards given to employees who achieve specific performance objectives 3. Profit sharing: the distribution to employees of a percentage of the company's profits 4. Gainsharing: the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity

Leadership- is the ability to influence employees to voluntarily pursue organizational goals Management- the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish those goals. Kotter- management is coping with complexity, and leadership is coping with change. Management is more hands on than leadership.

Transactional- focusses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. Transformational- transforms employees to pursue organizational goals over self interest Servant- providing increased services to others- meeting the goals of both the follower and the organization- rather than to oneself Our sponsor characterizes the servant leadership style because the characteristics of servant leadership : commitment to growth of people, focus on healing suffering, drive to build community outside of organization, etc., coincide with the goals of the YWCA.

- Show respect: Give everyone the opportunity to explain their ideas without interrupting. Actively try to help the sender convey his or her message. - Listen from the first sentence: turn off your internal thoughts and whatever you were thinking about prior to the interaction. - Be mindful: Stay in the moment and focus on the sender. don't try to figure out what the speaker is going to say - Keep Quiet: you have 2 ears and one mouth, use them accordingly . try to use the 80/20 rule: you speak 20% and they speak 80%. - Ask questions: Asking questions clarifies what is being said and demonstrates that you are listening - Paraphrase and summarize: Get to your point quickly, focus on the details

1) physical barriers---> Time and space. could have convos in person or skyping, 2) semantic barriers---> use words/terms everyone knows, not jargon, language barrier 3) personal barriers---> work on listening skills, don't just others messages

1) Linking conflict speed and performance, 2) seek consensus with qualification, 3) balance the power structure, 4) multiply the alternatives, 5) focus on facts, 6) use humor We could have multiplied our alternatives and we could've used more humor when dealing with situations to lighten the mood. Two of the tactics we used were seeking the consensus and we balanced the power structure.

1) service springs from genuine need, 2) cannot value in monetary terms (volunteer because you want to, not because you're getting paid), 3) physical labor, 4) time-balance, 5) done wholeheartedly (to the best of your ability), 6) growing networks, 7) not writing a check, 8) equitable

Controlling is monitoring performance, comparing it with goals and taking corrective action as needed. There really weren't any formal controls from our organization, other than the requirement to send forms to meghan for approval. She let us set the goals but wanted to make sure they were achieved completely.

Productivity: equals outputs divided by inputs. To relate to the project we needed to know how productive we had to be to get things done in a certain amount of time.

1) Financial perspective, 2) customer perspective, 3) internal business perspective, 4) innovation/learning perspective... Gives a fast comprehensive view of the organization

To construct one you pick what you want to monitor daily. You can't just manage finances, you have to measure things like customer satisfaction, and company participation. In the movie we watched we saw the construction company monitoring workplace safety amongst other things. You have to make changes constantly, you can't fix symptoms, you have to fix the problems at the root. Our organization should include mentor success rate, mentee satisfaction and social footprint.

1)Avoiding: hoping the problem will go away, 2) Accommodating: let's do it your way (encourages cooperation) 3) forcing: you have to do it my way (good when time is a factor) 4) compromising: lets split the difference (benefit is there are no losers) 5) collaborating: lets cooperate to reach a win-win situation that benefits us both (time consuming, but deals with a problem in a new way that encourages cooperation.)

With a team contract, it is a good foundation for what the team should be doing throughout the semester. It makes sure that everyone is on the same page and what is expected of them over the course of the project. A team contract will let every member know what their roles and tasks on the team will be based off of their strengths.

1) cooperation - efforts are systematically integrated to achieve collective objectives 2) trust - reciprocal faith in others' intentions/behaviors 3) cohesiveness - the tendency of a group to stick together 4) performance goals and feedback - have your measurable goals reviewed by other team members and get feedback based on how you're doing

1.) Forming: getting oriented and acquainted 2.) Storming: emergence of individual personalities and roles and conflicts within the group 3.) Norming: conflicts are resolved, close relationships develop, unity and harmony emerge 4.) Performing: concentration on solving problems and completing the assigned task 5.) Adjourning: members prepare for disbandment

Symptoms of groupthink: 1.) Invulnerability - having the illusion that nothing can go wrong 2.) Rationalization and self censorship - protects the pet assumptions and stifles critical debate 3.) Illusion of unanimity, peer pressure - silence by a member that is mistaken for agreement, forced to agree upon a situation 4.) Groupthink vs. "the wisdom of the crowds" - avoids collective wisdom because of different ideas from members to censor themselves

Groupthink can be avoided by: 1.) Allowing criticism - each member should have a say in every decision on the team 2.) Allow other perspectives - outside experts should be used to introduce fresh perspectives

Meghan offered a lot of insight and suggestions, she always offered alternatives on what we were doing and made sure that we were thinking the right way. We never really experienced Groupthink with Meghan whether it was between her and the YWCA or between our team and her. One suggestion to avoid groupthink would be to give everyone a say in what the team is doing. Everyone should have an idea and be able to defend it against others' conflict. One person's idea isn't always the right one so having more than one brain at work could work to the team's advantage.