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Management > MGT 110 FINAL > Flashcards

MGT 110 FINAL Flashcards

1
Q

What is motivation?

A

The desire to achieve a goal or a certain performance level, leading to goal directed behavior.

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2
Q

What is Maslow’s hierarchy of needs?

A

They are five human needs that are arranged so that lower level, more basic needs, must be satisfied before higher level needs become activated.

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3
Q

What are the five levels of the Maslow’s Hierarchy of needs?

A

). Physiological Needs 2) Safety Needs 3) Belongingness and Love Needs 4) Esteem needs 5) Self actualization

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4
Q

In Maslow’s Hierarchy of needs, what does Physiological needs mean?

A

food, water, warmth and rest

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5
Q

In Maslow’s Hierarchy of needs, what does self actualization mean?

A

achieving ones full potential, including creative activites.

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6
Q

What is the problem with Maslow’s Hierarchy of needs?

A

NO EMPIRICAL THINKING.

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7
Q

What is Intrinsic Motivation?

A

pursuing an activity because it is enjoyable and absent of rewards.

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8
Q

What is Extrinsic Motivation?

A

performing an activity because it is related to desirable outcomes such as financial rewards.

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9
Q

What is the Equity theory?

A

focuses on employee perceptions as to how fairly they think they are being treated compared to others (Inputs, outputs comparison.)

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10
Q

What is Expectancy Theory?

A

people are motivated by two things: how much they want something and how likely they think they are to get it

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11
Q

What are the three major elements of the Expectancy theory?

A

Expectancy, Instrumentality and Valence.

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12
Q

In the Expectancy theory, what is Expectancy?

A

Belief that a high level of effort will result is successful performance
-Effort-to-performance expectancy

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13
Q

In the Expectancy theory, what is Expectancy?

A

Belief that a high level of effort will result in successful performance

-Effort-to-performance expectancy

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14
Q

In the expectancy theory, what is instrumentality?

A

Expectation that successful performance, will lead to a certain outcome.

-Performance-to-reward expectancy

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15
Q

In the expectancy theory, what is Valence?

A

The outcome will be valuable.

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16
Q

How do we motivate using the expectancy theory given: Expectancy?

A

Employees may lack KSAO’s to preform.
Personality

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17
Q

How do we motivate using the expectancy theory given: instrumentality?

A

Connect rewards to performance.

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18
Q

What is reinforcement theory?

A

people are motivated to perform or avoid certain behaviors because of the past outcomes that have resulted from those behaviors.

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19
Q

What is positive reinforcement?

A

Encourages behavior through use of desirable outcomes.(ex: giving a dog a treat for sitting)

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20
Q

What is negative reinforcement?

A

Encourages behavior through removal of unpleasant outcomes.(Ex: Alarm clock)

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21
Q

What is Extinction in the reinforcement theory?

A

decreases behavior by removing the reinforcer.(ex: not responding when a dog jumps)

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22
Q

What is punishment in the reinforcement theory?

A

Weakening behavior through use of unpleasant outcomes.(ex;Discipline)

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23
Q

What are the problems with the reinforcement theory?

A

1) Positive behavior gets ignored and unrewarded.
2)Disruptive behavior goes unpunished.
3)Wrong behavior gets rewarded.

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24
Q

What are the schedules for reinforcement?

A

Continuous schedule and Variable ratio.

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25
Q

continious schedule

A

Rewards follow all instances of positive behavior.
Behavioral change is temporary

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26
Q

variable ratio

A

giving rewards in a random pattern.
results are stronger and more permanent.

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27
Q

What is the Goal setting theory?

A

Specific, challenging goals are the best!

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28
Q

Why do goals motivate?

A

Direction, Focus, Energy and Persistence.

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29
Q

What are SMART goals?

A

Specific, Measurable, Attainable, Realistic, Timely

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30
Q

When are goals more affective?

A

When they have goal commitment, feedback and self-efficacy

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31
Q

What is goal commitment?

A

is a crucial intervening step between goals and performance. It is the degree to which a person is dedicated to reaching a goal.

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32
Q

What can increase commitment?

A

Feedback and Ability

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33
Q

Feedback

A

people need feedback on progress.

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34
Q

Ability

A

people should have the KSA’s to reach their goals.

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35
Q

Self Efficacy

A

An individual’s belief that he or she is capable of performing a task.

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36
Q

Downside of goals?

A

Some evidence that difficult performance goals increase likelihood of risky strategies and unethical behaviors.

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37
Q

What is a Performance Review?

A

A process ,typically performed annually or biannually during which employee performance is measured and communicated to the employee.

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38
Q

Why conduct performance reviews?

A

To make personal decisions:
- Placement
-Promotions
-Discharge
-Wage and Salary administration
-Personnel Training
-For Development
-For legal purposes.

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39
Q

Who conducts performance reviews?

A

Managers, Peers, Customers, Co workers, Subordinates, Self

40
Q

What is 360 Feedback?

A

A process of evaluating employees from multiple rating sources, usually including supervisor, peer, subordinate and self
-It is very popular
Biases of raters can overcome by using multiple sources.
-Get a broad view of perfromance.
-The good, the bad and the really ugly.

41
Q

What are some reasons for Rater Bias?

A

1) Error of central tendency
2) Leniency
3) Similar-to-me-errors
4) Recency errors
5) Halo errors

42
Q

What are some performance incentives?

A

Bonus
Piece rate
Merit Pay
Recognition awards

43
Q

What are piece rate systems?

A

Employees are paid based on individual output produced.

44
Q

What are Bonuses?

A

One-time rewards that follow specific accomplishments.

45
Q

What is Merit-Pay?

A

Permanent pay raise based on past performance.

46
Q

What are recognition awards?

A

Motivation through awards, plaques, other symbolic methods. In many organizations, peers nominate coworkers for awards.

47
Q

What is Job Design and Why do we care?

A

Job Design is how jobs are structures and we care because it affects performance, satisfaction and health.

48
Q

What is Job Rotation?

A

Moving employees from job to job at a regular intervals.

49
Q

What are some benefits of Job Rotation?

A

-Reduces the montonous aspects of a job.
- Creates an effective way for employees to acquire new skills.
-Increases the flexibility of managers to assign employees different parts of the organization when needed.
-A way to transfer knowledge between departments.

50
Q

What is job enlargement?

A

broaden scope of job by adding tasks to add more variety.
-This makes the job less repetitive, increase motivation and reduces boredom.

51
Q

What is job enlargement?

A

broaden scope of job by adding tasks to add more variety.
-This makes the job less repetitive, increase motivation and reduces boredom.

52
Q

What is Job Enrichment?

A

Increase depth of job by increasing employee’s control and autonomy.
-It enhances existing tasks to make job more meaningful.

53
Q

What is Leadership?

A

Influencing others to work towards a goal
-Never using force; people willingly adopt a leader’s goals as their own.

54
Q

What are the two types of leaders?

A

Formal and Informal

55
Q

What is a formal Leader?

A

Hold position of authority and use power that comes with it.

56
Q

What is a informal leader?

A

no position of authority, but use personal forms of power.

57
Q

What is the Trait Theory to leadership?

A

Big Five personality traits predict leadership

58
Q

What traits predict leadership?

A

Extraversion and Conscientiousness

59
Q

Intelligence is a modest predictor of leadership. True or False?

A

True!

59
Q

Self esteem does not predict being a leader. True of False?

A

False

60
Q

Effective leaders tend to demonstrate honesty and integrity. True or False?

A

True

61
Q

What are the two factors to the Behavioral Approach?

A

Initiating structure and Consideration

62
Q

Task oriented behaviors

A

-Focus on planing, coordinating, providing materials
-Guide subordinates’ goal-setting

63
Q

People-oriented behaviors

A

More supportive and helpful; showing concern

64
Q

What is a limitation to the Behavioral Approach?

A

-little research on situational factors
-Neglect the environment.

64
Q

What are the three Leader decision making styles?

A

Autocratic, Democratic and Laissez-faire

65
Q

Autocratic decision making style

A

leaders make the decision alone without involving employees

66
Q

Democratic decision making style

A

employees participate in making of the decision

67
Q

What is Situational Leadership?

A

Leaders choose from 4 basic leadership styles as determined by employee readiness

67
Q

laissez-faire decision making

A

employees alone make the decision.

68
Q

What is Authentic Leadership?

A

-Staying true to themselves
-Instead of trying to fit into societal expectations, authentic leaders derive their strength from their own past experiences.
Authentic Leaders are:
-Self aware and introspective
-Not afraid to act the way they are.

69
Q

What is servant leadership?

A

-Leaders role is to serve the needs of others.
-The primary mission of the leader is to develop employees and help them reach their goals.

Servent Leaders:
-Put their employees first
-Understand their personal needs and desires
-Empower them
-Help employees develop in their careers.

70
Q

What is Transformational Leadership?

A

A process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower.

71
Q

What is the role of charisma?

A

Charisma is a necessary but not sufficient condition for transformational leadership.

72
Q

What is Diversity?

A

The ways in which people are similar or different from each other. it may be defined by any characteristic that varies within a particular work unit such as gender, age, race , education, tenure, ect.

73
Q

Surface level diversity

A

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

74
Q

deep-level diversity

A

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others

75
Q

What are some Benefits of Diversity-Creativity?

A

-In diverse teams, people will have different opinions and perspectives
-More likely to consider alternatives and think outside the box.
-Diversity in values, thinking, styles, knowledge, skills, and beliefs can stimulate creativity in members.

75
Q

Inclusion

A

Employees being able to bring aspects of themselves that make unique to a group, while also being treated as insiders. Participating in org life fully and having their voice heard.

76
Q

What are benefits of diversity and inclusion at work

A
  • A company’s most valuable resource is its people
  • There is competition for the best talent
    -Creating inclusive environments will attract the broadest range of applicants AND help retain talented employees who have options for where they want to be.
77
Q

Similarity-Attraction Phenonmenon

A

-Tendency to be more attracted to individuals who are similar to us
-Unfairness in hiring because the manager may select individuals of similar sex, race, and age over more qualified candidates.

77
Q

What are stereotypes?

A

are generalizations about a particular group of people

78
Q

What are implicit biases?

A

are stereotypes held outside of conscious awareness.

79
Q

The Glass ceiling

A

an invisible barrier to advancement to higher-level jobs in the company that adversely affects women and minorities.

80
Q

What is the pay gap?

A

the disparity between women’s and men’s earnings

80
Q

What does Glass Ceiling say about women in employment?

A

Women are less represent the higher they go up.

81
Q

Sexual Harassment

A

-Unwanted sexual advances, requests for sexual favors, and other verbal and physical conduct that is sexual in nature.
-Effects can lead to depression, poor, job attitudes, higher absenteeism, and higher attribution.

82
Q

What are the two types of sexual harassment?

A

Quid pro Quo and Hostile environment

83
Q

Quid pro quo

A

Outcomes(benefit or punishment) linked to sexual behaviors/favors

84
Q

Hostile Environment

A

-Someone’s behavior in the workplace creates an environment that makes it difficult for someone of a particular sex to work.
-Either severe or pervasive.

85
Q

Age Discrimination

A

prohibits employers from discriminating against employees over 40 years old.

86
Q

Employees with Disabilities

A

The Americans with Disabilities Act(1990) prohibits discrimination in employment against individuals with physical or mental disabilities.

People with disabilities often:
-Experience barriers in hiring and stereotypes.
Get dead-end jobs or ones required lower skills.

87
Q

Tools for creating and inclusive workplace

A

Inclusive workplace culture, Diversity Training Programs and Review Recruitment Practices.

88
Q

Key Components of Effective Managing Diversity Programs

A

1) Top Management support
2) Recruitment and hiring
3) Identifiying and Developing talent
4) Employee support
5) Ensuring fair treatment
6) Holding managers accountable
7)Improving relationships with external stakeholders

88
Q

Diversity Training

A

Learning efforts that are designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workplace.

Programs that work:
in person vs online
active vs passive
managers partcipate alongside employees.

89
Q

Recruitment Practices

A

Women?
-Most effective strategy is top management driven
Single parents?
-Offer flexible work and work life balance
Older workers?
-Phased retirement plans
Younger workers?
Consider certain beneftis.

90
Q

What is the Big Five?

A

Openness to Experience
Conscientiousness
Extraversion
Agreeableness
Neuroticism

Management (4 decks)

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