Exam 3

Question 1

Labor Relations Act

Answer 1

1935

Set up procedures for establishing unions and requires employers to bargain collectively with unions.

Question 2

Fair Labor Standards Act

Answer 2

 Sets a minimum wage and requires overtime pay for work in excess of 40 hours per week.
 Salaried professional, executive, and administrative employees are exempt from the Act’s minimum wage and overtime provisions.
1938

Question 3

Bargaining unit

Answer 3

group of employees who are represented by a single labor union in collective bargaining with their employer.

Question 4

Grievance procedure

Answer 4

means by which a labor contract is enforced

Question 5

National Labor Relations Board

Answer 5

 Is the federal agency that enforces the NLRA.

Question 6

OSHA

Answer 6

• Occupational Safety and Health Act of 1970 (OSHA) requires that employers:
   Provide a place of employment that is free from hazards that cause death or serious physical harm.
   Obey safety and health standards set by the Occupational Safety and Health Administration (OSHA

Question 7

Collective bargaining

Answer 7

the process of agreeing on a satisfactory labor contract between management and union

Question 8

authoritarianism

Answer 8

political system characterized by strong central power and limited political freedoms. Under authoritarian rule, power is concentrated in the hands of a leader or a small elite that is not constitutionally responsible to the public.

Question 9

burnout

Answer 9

 A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time.

Question 10

cognitive dissonance

Answer 10

The mental discomfort that
individuals experience when
their own attitudes conflict
with their intended behavior.

Question 11

conscientousness

Answer 11

one of the five major personality traits in the Big Five personality theory. It refers to how responsible, organized, and dependable a person is.

Question 12

General Adaptation Syndrome (GAS) - stress

Answer 12

Stage 1 - Alarm
 Panic, wondering how to cope, and a feeling of helplessness.
Stage 2 - Resistance
 Individual is actively resisting the effects of the stressor.
Stage 3 - Exhaustion
 Prolonged exposure to stress causes an individual to give up.

Strategies for managing stress:
- prioritizing time management
- seek help from people you can trust
- living a healthy lifestyle

Question 13

inducements

Answer 13

refers to something that persuades, encourages, or influences someone to do something.

Question 14

locus of control

Answer 14

psychological concept that refers to how much people believe they have control over the events in their lives.

Question 15

organizational citizenship

Answer 15

voluntary, extra-role behaviors that employees do to help the organization run smoothly

Question 16

person–job fit

Answer 16

 The extent to which the contributions made by the individual match the inducement offered by the organization.

Question 17

psychological contract

Answer 17

the unwritten set of expectations between an employee and their employer.

Two key components:
1. Employee Expectations of the Employer
ex. employee expects promotions/bonuses if they work hard

2. Employer Expectations of the Employee
   ex. employer expects employee to stay late during busy times

Question 18

selective perception

Answer 18

tendency for people to see and interpret information in a way that aligns with their existing beliefs, values, or expectations

Question 19

self–efficacy

Answer 19

belief in your own ability to successfully perform a specific task or achieve a goal.

Question 20

Porter-Lawler extension

Answer 20

proposes that job performance leads to satisfaction, rather than the other way around. It emphasizes the role of perceived fairness and the value of rewards in shaping motivation and satisfaction.

Question 21

Expectancy theory

Answer 21

explains how people decide how much effort to put into a task based on what they expect the outcome to be. It’s all about motivation through expectations.

Question 22

Equity theory

Answer 22

• People are motivated to seek social equity in the rewards they receive for performance.

Core Concept:
Employees compare the ratio of their inputs to outputs with others’ ratios in the organization

Question 23

Goal-setting theory

Answer 23

suggests setting specific, challenging goals leads to higher performance and greater motivation.

Question 24

Maslow’s needs hierarchy

& how it contributes to understanding motivation in the workforce

Answer 24

1. Physiological Needs (Base of the Pyramid)
   These are the most basic human needs necessary for survival.
   ex. food, water, shelter
2. Safety Needs
   Once physiological needs are met, people seek safety and security in their lives.
   ex. health, stability, physical safety
3. Love and Belonging Needs
   People desire social connections and a sense of belonging after their safety needs are satisfied.
   ex. family, friendships
4. Esteem Needs
   After feeling accepted, individuals seek self-respect and recognition from others.
   ex. achievements, respect from others
5. Self-Actualization (Top of the Pyramid)
   - the desire to become the best version of oneself and reach one’s full potential.
   ex. life purpose

helps managers understand and address employees’ different stages of motivation, allowing for tailored strategies that improve job satisfaction/performance

Question 25

Reinforcement theory

Answer 25

 Focuses on the role of rewards as they cause behavior to change or remain the same over time.

Question 26

Two-factor theory

Answer 26

theory of motivation that suggests there are two types of factors that influence job satisfaction and performance: motivational factors and hygiene factors.

Question 27

McClelland Human Needs

Answer 27

three primary needs that drive human motivation and behavior. Need for Achievement (nAch), Need for Affiliation (nAff), and Need for Power (nPow).

Question 28

SMART Goals

Answer 28

Specific, Measurable, Achievable, Relevant, and Time-bound Specific - clear and specific Measurable - able to track progress Achievable - realistic and attainable Relevant - attain and matter to person or organization Time-bound - have a timeline Ex. "Provide individual feedback to each team member once a month for the next 3 months to improve performance and engagement."

Question 29

audit

Answer 29

 Is an independent appraisal of an organization’s accounting, financial, and operational systems.

Question 30

control standard

Answer 30

A target against which subsequent performance will be compared

Question 31

strategic control

Answer 31

Control aimed at ensuring that the organization is maintaining an effective alignment with its environment and moving toward achieving its strategic goals

Question 32

balance sheet

Answer 32

A list of the assets and liabilities of an organization at a specific point in time

Question 33

budget

Answer 33

a plan expresssed in numerical terms

Question 34

bureaucratic control

Answer 34

A form of organizational control characterized by formal and mechanistic structural arrangements

Question 35

controller

Answer 35

An official in an organization who helps line managers with control activities

Question 36

operating budget

Question 37

operations control

Answer 37

process of monitoring and managing day-to-day business activities to ensure that an organization’s operations are running efficiently, effectively, and in alignment with strategic goals.

Question 38

postaction control

Answer 38

Operations control that monitors the outputs or results after the transformation of resources into products or services is complete

Question 39

screening control

Answer 39

Operations control that relies heavily on feedback processes during the transformation of resources into products or services

Question 40

ratio analysis

Answer 40

The calculation of one or more financial ratios to assess some aspect of the organization's financial health

Question 41

structural control

Answer 41

Monitoring, and when necessary adjusting, how effectively the elements of the organization's structure are serving their intended purpose

Question 42

preliminary control

Answer 42

Operations control that attempts to monitor the quality or quantity of financial, physical, human, and information resources before they actually become part of the system

Question 43

Explain the kinds of reinforcement used within the reinforcement perspective of motivation

Answer 43

Positive Reinforcement Definition: Giving a desirable reward after a desired behavior to increase the likelihood that the behavior will occur again. Negative Reinforcement Definition: Removing an unpleasant consequence when the desired behavior occurs, thereby encouraging the behavior. Punishment Definition: Applying an undesirable consequence after an undesired behavior to reduce the likelihood of that behavior happening again. Extinction Definition: Withholding positive reinforcement for a behavior that was previously reinforced, leading to a decrease in that behavior over time.

Question 44

Identify and explain the four primary purposes of management control

Answer 44

1. Planning Purpose: To set objectives and determine the actions needed to achieve them. 2. Monitoring Performance Purpose: To track progress and compare actual performance to planned targets. 3. Evaluating Results Purpose: To assess how well goals were achieved and understand the reasons behind the results. 4. Taking Corrective Action Purpose: To fix problems and make improvements when performance deviates from the plan.

Question 45

Identify and explain the four steps in the control process.

Answer 45

1. Establish Standards What It Is: Setting clear performance expectations or goals. 2. Measure Actual Performance What It Is: Collecting data on how things are actually going. 3. Compare Performance with Standards What It Is: Checking whether actual performance meets, exceeds, or falls short of the standard. 4. Take Corrective Action (If Needed) What It Is: Making adjustments to fix problems or improve performance.

Question 46

Identify and explain personality traits that are important considerations for the leading function of managing individual behavior.

Answer 46

1. Extraversion 2. Emotional Stability 3. Conscientiousness -being dependable, organized 4. Agreeableness -being cooperative 5. Self-Efficacy - belief in one's ability to succeed 6. Oppenness to new experience