MGT 258 Final Exam

Question 1

Person-job fit; extent to which a worker’s competencies and needs fit a job

Answer 1

PJ fit

Question 2

Might become overly subjective and interviewers’ biases are likely to influence their perceptions of candidates’ responses; Vulnerable to legal action from candidates because questions can easily veer into non-job related territory such as disability, family status, or diversity; Should be avoided in favor of other types of interviews

Answer 2

Unstructured interviews

Question 3

Asks candidates questions that focus on hypothetical situations; attempts to figure out how applicants would respond if they were to encounter a given situation on the job

Answer 3

situational interview style

Question 4

attempts to learn how employees have dealt with workplace situations in the past; asks candidates questions that focus on things they have done in previous jobs

Answer 4

behavior description interview style

Question 5

improves firms profitability, employee performance, productivity, motivation, attitudes

Answer 5

performance management

Question 6

1) define performance 2) monitor + evaluate performance 3) review performance 4) provide consequences

Answer 6

4 steps of performance management

Question 7

assess employees’ performance + provide them with feedback; frequent and future-oriented

Answer 7

performance appraisals/reviews

Question 8

this type of appraisal measures desired results and is harder to challenge legally

Answer 8

objective appraisals

Question 9

this type of appraisal measures traits and behaviors

Answer 9

subjective appraisal

Question 10

you move upward in the company with a:

Answer 10

promotion

Question 11

you’re threatened with being moved downward in the company with a:

Answer 11

discipline + demotion

Question 12

you move sideways in the company with a:

Answer 12

transfer

Question 13

you move out of the organization with a:

Answer 13

dismissal

Question 14

(labor union type) Raelyn’s builders may only hire workers for a job who are already in the union

Answer 14

closed shop

Question 15

(labor union type) At Spokes Utility, workers aren’t required to be union members when hired but they must join the union within a specified time

Answer 15

union shop

Question 16

(labor union type) Workers at University College must pay the equivalent of union dues, but they aren’t required to join the union

Answer 16

agency shop

Question 17

(labor union type) Workers at Louisiana Concrete may choose to join or not join a union

Answer 17

open shop

Question 18

complaint by an employee that management has violated the terms of the labor-MGT agreement

Answer 18

grievance procedures

Question 19

neutral 3rd party (mediator) listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution

Answer 19

mediation

Question 20

arbitrator listens to both parties in a dispute and makes a binding decision

Answer 20

arbitration

Question 21

labor relations, health and safety, compensation and benefits, equal employment opportunity

Answer 21

legal HR management requirements

Question 22

demographic characteristics, technological advancements, shareholder, customer & broader stakeholder concerns, social & political pressures

Answer 22

outside forces for change for an organization

Question 23

human resource concern, managers’ behavior

Answer 23

inside forces for change in an organization

Question 24

the four target elements that managers may use to diagnose problems and effect solutions are:

Answer 24

1) People (ability, knowledge, behavior)
2) Organizational arrangements (policies, procedures, roles)
3) Methods (processes, job design, technology)
4) Social factors (organizational culture, group processes, interpersonal interactions, communication, leadership)

Question 25

(change) responding to unanticipated problems + opportunities

Answer 25

reactive change

Question 26

(change) managing anticipated problems + opportunities

Answer 26

proactive change

Question 27

(change) least threatening type of change; "We've seen stuff like this before"

Answer 27

adaptive change

Question 28

(change) somewhat threatening; "This is something new for this company"

Answer 28

innovative change

Question 29

(change) very threatening; "This is a brand new thing in our industry"

Answer 29

radically innovative change

Question 30

a set of techniques for implementing planned change to make people + organizations more effective, focuses specifically on people in the change process

Answer 30

organizational development

Question 31

1. diagnosis 2. intervention 3. evaluation 4. feedback

Answer 31

the OD (organizational development) process

Question 32

Openness, conscientiousness, extraversion, agreeableness, neuroticism

Answer 32

the big 5 personality traits

Question 33

1. selective attention 2. interpretation evaluation 3. storing in memory 4. retrieving from memory to make judgments & decisions

Answer 33

the four steps in the perceptual process

Question 34

(perception) Hyma sees that her boss has been working behind a closed door all week. This is atypical because his door is usually open. Hyma wonders if her boss is avoiding the employees on purpose because he has something negative to tell them.

Answer 34

interpretation and evaluation

Question 35

(perception) One of Janelle's employees filed a complaint against her with senior leadership regarding a particular exchange between the employee and Janelle. The exec. team asks Janelle to attend an informal disposition where they ask her to provide her recollection of what happened in the exchange between her and the employee on the day in question.

Answer 35

retrieving from memory to make judgments and decisions

Question 36

(perception) Sebastian was never aware of any racial discrimination happening in his workplace. However, a few months ago Sebastian felt strongly that he was the victim of racial discrimination at work, and now he notices it happening to other in the office as well.

Answer 36

selective attention

Question 37

(perception) Connor doesn't normally remember the details of each meeting in his department, but he won't likely forget last week's meeting because of a very heated exchange he had with a coworker.

Answer 37

storing in memory

Question 38

people tend to take more personal responsibility for success than for failure

Answer 38

self-serving bias

Question 39

the phenomenon in which people's expectations of themselves or others lead them to behave in way that make those expectations come true

Answer 39

pygmalion effect

Question 40

perceptions are formed based on one single trait

Answer 40

halo effect

Question 41

people attribute another person's behavior to their personal characteristics, rather than to situational factors

Answer 41

fundamental attribution bias

Question 42

attitudes/beliefs that affect our understanding, actions, and decisions in an unconscious manner

Answer 42

implicit bias

Question 43

the tendency to attribute to an individual the characteristics on believes are typical of the group to which that individual belongs

Answer 43

stereotyping

Question 44

Enables you to read your own emotions and gauge your moods

Answer 44

self-awareness

Question 45

reflected in self-control, adaptability, and honesty

Answer 45

self-management

Question 46

allows you to show others that you care and to understand others' emotions

Answer 46

social awareness

Question 47

the ability to communicate clearly, disarm conflicts, and build personal bonds with others

Answer 47

relationship management

Question 48

4 layers of diversity

Answer 48

4. organizational dimensions 3 .external dimensions 2. internal dimensions 1. personality (center)

Question 49

_____ 3 needs: need for achievement, need for affiliation, need for power

Answer 49

McClelland's

Question 50

3 innate needs in ____ + ____ self determination theory: competence, autonomy, relatedness

Answer 50

Deci + Ryan's

Question 51

Herzberg's 2 factor theory: satisfaction vs dissatisfaction what are the 2 factors?

Answer 51

motivating factors & hygiene factors

Question 52

a collection of people performing as individuals

Answer 52

group

Question 53

a collection of people with common commitment

Answer 53

team

Question 54

(team) usually permanent, complete commitment

Answer 54

work teams

Question 55

(team) like a team project group for class; given a specific task

Answer 55

project teams

Question 56

(team) staffed with specialists pursuing a common objective

Answer 56

cross-functional teams

Question 57

(team) given administrative oversight for their task domains

Answer 57

self-managed teams

Question 58

(team) work together over time + distance via electronic media to combine effort + achieve common goals

Answer 58

virtual teams

Question 59

establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives resulting in the establishment + maintenance of new norms of functioning, returning to equilibrium

Answer 59

punctuated equilibrium

Question 60

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Answer 60

Tuckman's 5 stage model of group and team development

Question 61

general guidelines/rules of behavior that most group/team members follow enforced to help the group survive, clarify role expectations, help people avoid embarrassing situations, emphasize the group's values + identity

Answer 61

norms

Question 62

outlines how a team will manage teamwork activities -written

Answer 62

team charter

Question 63

a collective process by which members reflect on the team's objectives, strategies, methods, processes + adapt accordingly

Answer 63

team reflexivity

Question 64

the extent to which team members feel free to express opinions, concerns, proposals, thoughts about work-related issues

Answer 64

team voice

Question 65

(conflict) results in better work performance, redefine goals, better communication

Answer 65

functional conflict

Question 66

(conflict) results in absenteeism, turnover, lazy work done

Answer 66

dysfunctional conflict

Question 67

(conflict) clashes because of personal dislikes/disagreements

Answer 67

personality conflict

Question 68

(conflict) clashes because of what others have

Answer 68

envy-based conflict

Question 69

(conflict) clashes among work groups, teams, + departments

Answer 69

intergroup conflicts

Question 70

(conflict) clashes between cultures

Answer 70

cross-cultural conflict

Question 71

(power) influencing behavior because of one's formal position

Answer 71

legitimate power

Question 72

(power) influencing behavior by promising/giving rewards

Answer 72

reward power

Question 73

(power) influencing behavior by threatening/punishment

Answer 73

coercive power

Question 74

(power) influencing behavior because of one's expertise

Answer 74

expert power

Question 75

(power) influencing behavior because of one's personal attraction

Answer 75

referent power

Question 76

(power) power deriving from one's access to information

Answer 76

informational power

Question 77

(leadership theories) TRAIT APPROACHES

Answer 77

a. positive traits b. negative traits

Question 78

(leadership theories) BEHAVIORAL APPROACHES

Answer 78

a. task-oriented b. relationship-oriented

Question 79

(leadership theories) SITUATIONAL APPROACHES

Answer 79

a. Fiedler's contingency leadership model b. House's path-goal leadership model

Question 80

(leadership theories) FULL RANGE MODEL

Answer 80

a. Laissez faire leadership b. transactional leadership c. transformational leadership

Question 81

(leadership theories) CONTEMPORARY PERSPECTIVES

Answer 81

a. Abusive supervision B. Servant leadership C. leader-member exchange model D. Empowering leadership E. Ethical leadership F. power of humility g. followers

Question 82

trying to convince someone with reason/logic/facts

Answer 82

rational persuasion

Question 83

trying to build enthusiasm by appealing to others' emotions/ideals/values

Answer 83

inspirational appeals

Question 84

getting others to participate in planning, decision making, and changes

Answer 84

consultation

Question 85

getting someone in a good mood prior to making a request

Answer 85

ingratiation

Question 86

referring to friendship & loyalty when making a request/asking friend to do a favor

Answer 86

personal appeals

Question 87

making explicit/implied promise + trading favors

Answer 87

exchange tactic

Question 88

getting others to support your efforts to persuade someone

Answer 88

coalition tactics

Question 89

demanding compliance or using intimidation/threats

Answer 89

pressure tactic

Question 90

basing a request on authority/right/organizational rules/policies or explicit/implied support from superiors

Answer 90

legitimating tactics

Question 91

the core influence activities

Answer 91

rational persuasion, consultation, collaboration, inspirational appeals

Question 92

(House's path goal theory) Your boss gives regular guidance and feedback to employees during quarterly reviews

Answer 92

path-goal clarifying behaviors

Question 93

(House's path goal theory) Your supervisor just gave you a tremendous work opportunity that you aren't sure you are ready for: She reminds you that although she understands this position will be challenging, she's confident that you will rise to the occasion.

Answer 93

achievement-oriented behaviors

Question 94

(House's path goal theory) You are the unofficial coordinator and mentor at work. You schedule, organize, coach, and provide guidance to employees.

Answer 94

work-facilitation behaviors

Question 95

(House's path goal theory) Your new boss has an open-door policy and is very approachable and willing to help his employees whenever they need assistance.

Answer 95

supportive behaviors

Question 96

(House's path goal theory) Your boss has a unique ability to involve everyone in team discussions and reconcile personal differences among the members.

Answer 96

interaction facilitation behaviors

Question 97

(House's path goal theory) Your new boss is using data she collected from you and your coworkers to help her set goals collectively with all of you on the team.

Answer 97

group-oriented behaviors

Question 98

(House's path goal theory) You've volunteered to represent you organization at an upcoming career fair at the local university.

Answer 98

representation and networking behaviors

Question 99

(House's path goal theory) Part of your supervisor's success as a leader is due to his ability to create a compelling vision and communicate it in a way that inspires the employees

Answer 99

value-based behaviors

Question 100

"Let me share a vision that transcends us all." Charisma, vision

Answer 100

inspirational motivation

Question 101

"We are here to do the right thing." Integrity, role models, sacrifices

Answer 101

idealized influence

Question 102

"You have the opportunity here to grow + excel." Empowering

Answer 102

individualized consideration

Question 103

"Let me describe the great challenges we can conquer together." Challenges as opportunities

Answer 103

intellectual stimulation

Question 104

form of communication that's either aggressive, attacking, angry, passive, or withdrawing

Answer 104

defensive communication

Question 105

communication that's assertive, direct, and powerful

Answer 105

non defensive communication

Question 106

steps in the control process

Answer 106

1. establish standards 2. measure performance 3. compare performance to standards 4. take corrective action, if necessary

Question 107

____ control focuses on preventing future problems

Answer 107

feedforward

Question 108

____ control entails collecting performance information in real-time

Answer 108

concurrent control

Question 109

____ control collects performance information after a task/project is done

Answer 109

feedback