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MOBE.1.3 > Entire course > Flashcards

Entire course Flashcards

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1
Q

What are the five levels of Maslow’s Needs Pyramid, from bottom to top.

A
  • Physiological needs
  • Security needs
  • Social needs
  • Need for esteem
  • need for self-actualisation
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2
Q

What does Alderfer’s ERG theory suggest, and can you give examples of each?

A

That there are three groups of core needs:
(1) Existence (food, water, air, etc.)
(2) Relatedness (personal & family relationships, etc)
(3) Growth (self-development, fulfilment, etc.)
At any given moment, more than 1 needs to be operational

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3
Q

What does McClelland’s Motivation Theory state?

A

That everyone has one of three main driving motivators: the need for achievement, the need for power, or the need for affiliation.

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4
Q

What does Vroom’s Expectancy Theory of Motivation state?

A

That for someone to make an effort, it is a function of:

(1) effort-performance expectation
(2) Performance-returns expectation
(3) Value of the returns

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5
Q

What are the four stages of the Expectation Model?

A

Effort –> Performance –> Returns –> Value

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6
Q

What does the ASE Model of De Vries assume?

A

That the intention to perform a certain behaviour leads to the actual performance of that behaviour. Attitude, social influence, and own effectiveness influence intention, which in turn influences behaviour.

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7
Q

What are the three sections of the recruitment and selection process?

A

(1) Job specifications
(2) Recruitment methods
(3) Selection

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8
Q

What can be included in the job requirements/description? (4)

A

purpose, tasks, authority, title of job, etc.

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9
Q

What are five forms of recruitment methods?

A

Can be done internally or externally. Include own website, own staff (referral), social media, special sites, employment agencies, etc.

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10
Q

What are five forms of selection methods?

A

CV, interviews, tests, assessments, two-way

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11
Q

What is the main goal of integration?

A

To do it as soon as possible in a manner to fit in easily to the organisation, and be a part of the team.

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12
Q

What are the four points of attention with integration, and what do they include?

A

(1) values (must line up with the values of the group they want to join)
(2) compatibility (must be able to work well with the current members)
(3) anticipating socialisation
(4) internalisation (will integrate the values, standards etc. of the group to their own identity when joining the group

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13
Q

What are the four methods of integration?

A

(1) information and guidance
(2) reward and penalty
(3) demonstration
(4) training

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14
Q

What is intrinsic motivation?

A

Based on internal driving factors, such as sense-of-self, attractive work, good feelings of self and life, etc.

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15
Q

What is extrinsic motivation?

A

Based on external driving factors, such as promotions, rewards, affiliations, etc.

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16
Q

What are two reasons why companies should retain employees?

A

(1) retention of valuable qualities

(2) hiring new people costs time, money and effort

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17
Q

What are the four characteristics of a group?

A

(1) direct interaction between two or more people
(2) common goals
(3) mutual dependence
(4) feeling of belonging to the group

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18
Q

What are the three types of formal groups?

A

(1) administrative groups
(2) work groups
(3) self-managing teams

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19
Q

What is an informal group?

A

Groups formed spontaneously, around common activities/interests

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20
Q

What are the three functions of groups?

A

(1) evolutionary and biological functions (reproduction, etc.)
(2) Psychological function (good sense of life, self, positive feelings, community)
(3) Cognitive function

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21
Q

What are three factors that influence conformity?

A

(1) personal characteristics (low self-esteem, high need for acceptance, etc.)
(2) task characteristics (high task difficulty)
(3) group characteristics (unanimity)

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22
Q

What are the five phases of group development?

A

(1) forming (getting to know each other)
(2) storming (conflict)
(3) norming (stabilising)
(4) performing (completing group task)
(5) ending (termination of group)

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23
Q

What are four factors that promote cohesion?

A

(1) success with group tasks
(2) high interpersonal attraction
(3) small size of group
(4) common enemy

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24
Q

What are four factors that cause a breakdown in collaboration between groups?

A

(1) ingroup - outgroup feeling
(2) negative stereotyping
(3) difference in vision
(4) difference in interest

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25
What are three factors leading to low team performance?
(1) low performance standards (2) coordination problems (3) motivation problems
26
What are four procedures which can improve the effectiveness of group collaboration?
(1) improving planning & organisation (2) improving performance standards (3) improving team composition (4) improving cohesion
27
What should you group people together based on, to improve team composition? (3)
(1) knowledge & skills sufficient to complete group tasks (2) overlap in knowledge & skills to replace & support each other (3) personality & mentality to make sure they get along reasonably well
28
What are four preconditions for effective operations in groups?
(1) correct group composition (2) good planning & organisation (3) high performance standards (4) high cohesion
29
What are the two means of power?
(1) person-oriented (work-related, collaborative, & relational expertise, charisma, etc.) (2) position-related (economic & informational means, legitimacy)
30
What are the four ways to execute power and their characteristic?
(1) formal use of pwr - businesslike (2) taking advt. of feelings - unbussinesslike (3) confrontational use of pwr - competitive (4) cooperative use of pwr - cooperative
31
What are the two main types of activities for leaders?
(1) task-oriented activities (establishing activities, planning, distributing, controlling & adjusting, etc.) (2) relational activities (showing an interest, listening well, helping & supporting, etc.)
32
What are the four leadership styles, from most directive to most participative?
(1) leader takes all decisions (2) leader asks staff for info, but takes a decision himself (3) leader consults his staff, make a decision jointly (4) leader leaves decisions to staff
33
What are the four types of situational leadership, according to Hersey & Blanchard?
``` Telling = provide direction to employees, methods incl. simple instructions, clear expl. & supervision Selling = provide employees with direction & personal support Supporting = provide feedback & support to motivate employees rather than providing direction Delegating = give employees more autonomy over their responsibilities, only give support when required. ```
34
When would you use the telling, selling, supporting and delegating situational leadership styles?
(1) Telling = unable & unwilling (2) Selling = unable & willing (3) Supporting = able & unwilling (4) Delegating = able & willing
35
What is situational leadership?
Adapting your management style to fit the needs of the current team.
36
What does applying structure to an organisation imply?
It implies finding the balance between efficiency and coordination.
37
What are the five points of attention when applying structure?
(1) dividing activities into tasks & functions (2) grouping functions into organisational units (3) adjusting activities (4) determining authorities & mutual relations (5) designing communication channels
38
What are three challenges for management when designing the ideal organisational structure?
(1) balance between centralisation and decentralisation (2) balance between differentiation (every task is a separate function) and integration (employees execute many interconnected tasks) (3) Balance between standardisation & mutual adjustment
39
What does an organisation with a functional structure look like?
Has two levels, management on the top level and the different departments on the second level
40
What does a geographical grouping structure look like?
Has two levels, board on the top level and the different geographical areas on the second level
41
The stronger the culture... (finish the sentence (3))
(1) the better the parts stay together (2) the smoother the organisation functions (3) the better the results
42
What are the four layers of the culture onion, and can you give some examples?
From outside to in: (1) symbols (e.g. food, logos, colours, monuments, etc.) (2) Heroes (real and fictional) (3) Rituals (recurring events, holidays, etc.) (4) Values (transmitted by our environment, what's right and wrong)
43
What are the three areas of organisation?
(1) external adaptation - organisations cannot operate in isolation, adjust the org. to environment. - it's about deciding what the organisation wants to achieve, and how they plan to reach that goal (2) Structuring - Is required when tasks are re-distributed, and a better fine-tuning is required. (3) Internal Integration - Operational decision-making to determine how the daily chores are executed
44
Describe the model for strategy formation.
It is looking at the environment of a company as well as their internal factors (e.g. finances, strengths & weaknesses), to know the objectives of the company, and the criteria to achieve it. Once this has been decided, then the correct strategy can be chosen.
45
What are the five steps to strategy formation?
(1) establishing current strategic profile (2) establishing the strategic gap (3) drafting & developing strategic options (4) evaluation of choice of strategy (5) drafting the planning according to functional sub-areas
46
Who are the parties and environment of any given company?
Stakeholders (8) - Buyers, media, suppliers, finance providers, employees, competitors, special interest groups, and government & local authority. And DESTEP.
47
What are characteristics of strategic problems? (6)
- long-term - often one time - highly complex - highly uncertain - non-routine - conflicting interests
48
What are characteristics of operational problems? (6)
- simple - short term - routine - certain - fewer conflicting interests - frequent
49
What are characteristics of tactical problems? (5)
- medium-term - complex - non-routine - moderate uncertainty - relatively fewer conflicting interests
50
What are the three most important decision-making problems?
(1) nature of the issue (2) nature of the decision makers (simplification, limitation of choice, limitation of assessment) (3) nature of the organisation (fragmentation of knowledge, differences in vision, political process, hierarchical structure)
51
What are some impediments to the decision-making process when there is a problem?
(1) noticing problem - problem persists, does not get attention (2) establishing the nature of the problem - multiple incorrect problem definitions (3) developing solutions - limited no. of known solutions w. slight diversity (4) Assessment & choice of solutions - small no. of overall criteria, choice focused on self interest and no choice is made (5) execution & evaluation - no check on execution or evaluation
52
Define the sentence: Organisations are OPEN SYSTEMS
Open: the environment influences the organisation System: if one element in the organisation changes, the rest automatically changes
53
What are three factors of influence on the decision to change?
(1) external pressure (DESTEP & stakeholders) (2) internal pressure (management & leadership, motivation, structuring) (3) appealing alternatives (find alt. to solutions to bridge the strategic gap
54
What are the six phases in planned organisational change?
(1) orientation phase (2) determining the change (3) plan of approach (4) execution (5) evaluation (6) adjustment to steps 2-4
55
What are the two approaches to planned change?
(1) design approach | (2) development approach
56
Explain the design approach.
- New organisational design as a blueprint which is solution-oriented and has a stable final situation - Is a 1-time linear process with strict norms & planning, with an emphasis on expert knowledge - Separation of design and implementation
57
Explain the development approach.
- improve from within the existing organisation, which is problem-oriented and increases the capacity for change - uses the knowledge and insight of personnel, and has smooth transition between phases
58
What are two impediments to the change process?
(1) organisational impediments | (2) individual resistance
59
Give 5 examples of organisational impediments to the change process.
(1) vague, poorly developed goals (2) inadequate planning (3) poor performance management (4) lack of resources (5) too many simultaneous changes
60
Give 5 examples of individual resistance impediments to the change process
(1) economic disadvantages (2) fear of unknown (3) threat to current relationships (4) changing habits (5) lack of support
61
What are six ways to reduce resistance?
(1) increasing problem awareness (2) increasing participation (3) reducing uncertainty (4) increasing communication (5) increasing information (6) increasing rewards

MOBE.1.3 (1 decks)

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