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MGT 305 > EXAM 1 > Flashcards

EXAM 1 Flashcards

(80 cards)

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1
Q

4 Functions

A

Planning
Organizing
Controlling
Leading

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2
Q

Planning

A

Setting goals and deciding how to achieve them

Goals
Objectives
Strategies
Plans

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3
Q

Organizing

A

Arranging tasks, people, and other resources to accomplish the work

Structure
Human resource management

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4
Q

Leading

A

Motivating, directing, and influencing people to work hard to achieve the organization’s goals

Motivation
Leadership

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5
Q

Controlling

A

Monitoring performance, comparing it with goals, and taking corrective action as needed

Standards
Measurements
Comparison
Actions

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6
Q

Tools

A

Decision-making
Negotiation
Communication

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7
Q

The Art of M

A

Efficiency
Effectiveness

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8
Q

Efficiency

A

Getting it done, without using a lot of resources (fewest hours possible)

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9
Q

Effectiveness

A

Meeting the deadline

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10
Q

Top managers

A

Make long-term decisions
Determine overall direction

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11
Q

Middle managers

A

Implement policies and plans

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12
Q

First-line managers

A

Direct daily tasks
Make short-term operating decisions

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13
Q

Non-managerial employees

A

Do not fully supervise or manage other people
Bulk of company’s workforce

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14
Q

Interpersonal

A

Figurehead
Leader
Liaison

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15
Q

Informational

A

Monitor
Disseminator
Spokesperson

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16
Q

Decisional

A

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

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17
Q

Technical skills

A

The ability to perform a specific job

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18
Q

Human skills

A

“Soft skills”
The ability to interact well with people

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19
Q

Conceptual skills

A

The ability to think analytically

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20
Q

Gladwell’s application to management

A
  • Measure things
  • The one best (or perfect) answer is not always the winner
  • Employees may not all know what they want from work
  • Don’t look for the perfect management solution, look for the perfect management solutions
  • Embrace diversity
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21
Q

Triple bottom line

A
  • Represents people, planet, and profit (the 3 Ps)
  • Measures an organization’s social, environmental and financial performance
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22
Q

Ethics

A

Standards of right and wrong that influence behavior

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23
Q

Values

A

Relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior

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24
Q

Ethical behavior

A

Behavior that is accepted as “right” as opposed to “wrong”

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25
Ethical dilemma
Situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that i unethical or even illegal
26
Why do good people go bad?
- Need - Ego - Opportunity
27
Social contract
Set of written and unwritten rules and assumptions about acceptable interrelationships among various elements of society (involves quid pro quo)
28
MBTI
- Topological - Decide between 2 choices - Widely used
29
Big 5
- Dimensional - Along a scale - Widely used
30
Core self-evaluation (4 positive individual traits)
1. Self-efficacy 2. Self-esteem 3. Locus of control 4. Emotional stability
31
Self-efficacy
Belied in one's ability to do a task
32
Self-esteem
The extent to which people like or dislike themselves
33
Locus of control
Indicated how much people believe they control their fate through their own efforts
34
Internal locus of control
You believe YOU control your destiny
35
External locus of control
You believe EXTERNAL FORCES control you
36
Emotional stability
The extent to which people feel secure and unworried and to which they're likely to experience negative emotions under pressure
37
Emotional Intelligent
- Self-awareness - Self-management - Social awareness - Relationship managementT
38
3 Components of attitudes
Affective Cognitive Behavioral
39
Affective
"I feel"
40
Cognitive
"I believe"
41
Behavioral
"I intend"
42
Cognitive dissonance
Feeling uncomfortable when you have conflicting beliefs or do something that goes against your beliefs
43
Cognitive reframing
Changing your perspective to think more positively or rationally about a situation
44
Perceptions and individual behavior
1. Selective attention 2. Interpretation & evaluation 3. Storing in memory 4. Retrieving from memory to make judgments & decisions
45
Communication process
1. Sender encodes message, selects medium 2. Message is transmitted through medium 3. Receiver decodes the message, decides if feedback is needed 4. Receiver expresses reaction or feedback through a medium
46
Noise
Any disturbance that interferes with the transmission or understanding of the message
47
Encoding
Translating a message into understandable symbols or language
48
Decoding
Interpreting and trying to make sense of the message
49
Advantages of social media
- Connect in real time over distance - Collaborate within and outside organization - Expand boundaries
50
Crowdsourcing
Using the Internet and social media to enlist a group outside the org. for help solving a problem
51
Cyberloafing
Using the internet at work for personal use
52
Phubbing
Form of microagression Ignoring those present in order to pay attention to phone
53
Direct plan
- Good news - Routine news - Main idea first supported by details
54
Indirect plan
- Negative news - Persuasive argument - Details first leading to request
55
Team leaders
Help teams achieve their goals
56
Functional manager
Responsible for only one organizational activity
57
Labor union
Mutual-benefit organization
58
Elements of successful teams
Support Direction Structure
59
General managers
Responsible for several organizational activities
60
2 Decision-making roles of a manager
Negotiator Entrepreneur
61
Figurehead
Performing symbolic tasks that represent an organization
62
Leadership
Taking responsibility for the actions of subordinates
63
Liaison
Working w/ people outside a work unit or organization to develop alliance
64
Meaningfulness is associated with ___ rather than ___
giving; taking
65
Jargon
Terminology specific to a particular profession
66
Vertical communication
Up and down the chain of command
67
Horizontal communication
Within and between work unitsE
68
External communication
Outside the organization
69
Compassionate empathy
Moves someone to take action on behalf of someone else
70
Cognitive empathy
You can identify how another person feels and consider what they may be thinking
71
Emotional empathy
Ability to physically feel what another feels
72
Conscientiousness
How dependable, responsible, and persistent someone is
73
Agreeableness
How trusting, good-natured, cooperative someone is
74
Recency effect
The most recent impressions are the ones that count
75
Casual attributions
Activity of inferring causes for observed behavior
76
Fundamental attribution bias
People attribute another person's behavior to their personal characteristics rather than to situational factors
77
Self serving bias
People tend to take more personal responsibility for success than failure
78
Halo effect
One trait tells me all I need to know
79
A company's external environment consists of which two environments?
General Task
80

MGT 305 (3 decks)

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