Study Guide - Unit 3

Question 1

Define process management. (U3, M3, L5)

Answer 1

Process management (or business process management - BPM), refers to management’s initiative to design work processes so they align with the organization’s strategic goals. This involves analyzing, optimizing, and monitoring business process to improce business performance. Often involves automating work processes through the use of technology tools. Can also help outline ethical standards by standardizing decision-making and workflow procedures.

Question 2

Define relationship management. (U3, M3, L5)

Answer 2

Involves strategies that govern how an organization maintains relationships, with an audience. Initiatives may be aimed at maintaining relationships, between the business and its customers (B to C) or between the business and other businesses (B to B). Also applies to managing relationships within the organization, as as among different departments and between individual employees and departments.

Question 3

Why is the difference between process and relationship management important? (U3, M3, L5)

Answer 3

Process verses relationships - change in process may result in a change in relationships and vice-versa.

Question 4

What job titles are typically held by employees in a top management role? (U3, M3, L6)

Answer 4

President, CEO, Executive Vice President

Question 5

What job titles are typically held by employees in a middle management role? (U3, M3, L6)

Answer 5

Plant Managers, Division Managers, Department Managers.

Question 6

What job titles are typically held by employees in a first-line management role? (U3, M3, L6)

Answer 6

Foreman, Supervisors, Office Managers

Question 7

What does an individual contributer use to contribute to a team? (U3, M3, L6)

Answer 7

Personal skills

Question 8

What is a manager responsible for? (U3, M3, L6)

Answer 8

Variety of functions in an organization including planning, organizing, implementing strategies, and motivating and evaluating employees.

Question 9

What are the three categories of skills a manager must possess? (U3, M3, L6)

Answer 9

Technical, Communication, and Analysis

Question 10

What is an example of technical skills in the context of a manager? (U3, M3, L6)

Answer 10

For managers to understand everyday challenges, propose a solution, represent the team, and redesign procedures they must have a firm grasp of the tools, procedures, and techniques imperative to their department.

Question 11

What is an example of communication skills in the context of a manager? (U3, M3, L6)

Answer 11

These skills entail listening and understanding employee’s issues, motivational factors, and their team’s group dynamics. They also involve establishing cordial working relationships with people. A major part of a manager’s role is to convey meaning, negotiate, mediate, and handle conflicts. To accmplish these tasks, the manager must have the ability to develop inter and intradepartmental relations.

Question 12

What is an example of analysis/analytical skills in the context of a manager? (U3, M3, L6)

Answer 12

These skills involved the ability to comprhend, visualize, and analyze abstract knowledge and concepts; change direction; and improve organizational performance. Managers have to rely on the ability to see the organization as a whole and understand how various functions in an organization relate.

Question 13

Which level of management needs the most conceptual skills? (U3, M3, L6)

Answer 13

Executive Managers

Question 14

Which level of management needs the most human skills? (U3, M3, L6)

Answer 14

First-Line Managers

Question 15

Define the term organizational culture.

U3, M4, L7

Answer 15

The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business

Question 16

What is the purpose of the CVF model?(U3, M4, L7)

Answer 16

The CVF model is used for measuring an organization’s cultural effectiveness. It consists of four quadrants: clan, adhocracy, hierarchy, and market.

Question 17

What is cultural diversity? (U3, M4, L7)

Answer 17

The existence of a variety of cultural or ethnic groups within a workplace. One of the most imporatnt measures of the effectiveness of an organization.

Question 18

What are the 4 concepts that comprise the CVF model? (U3, M4, L7)

Answer 18

Clan, Hierarchy, Market, Adhocracy

Question 19

What are the two axes of the CVF model?

(U3, M4, L7)

Answer 19

X-axis indicates whether the organization’s culture is externally or interally focused. Y-axis indicates whether a culture functions better in a stable, controlled environmentr or in a flexible, changing environment.

Question 20

Describe a clan culture. (U3, M4, L7)

Answer 20

It tends to be more family oriented and flexible and less structured and has a more extensive hierarchy (e.g., small start-up business). Key values: Family, Mentoring, Nurturing, Participation

Question 21

Describe a hierarchy culture. (U3, M4, L7)

Answer 21

It tends to be internally focused on internal processes and procedures and less flexible (e.g., government agencies). Key values: Structure, Control, Coordination, Efficiency

Question 22

Describe a market culture. (U3, M4, L7)

Answer 22

It tends to be externally focused on competition and profits and less flexible (e.g., security companies). Key values: Results oriented, Competition, Achievement, Gets the job done

Question 23

Describe an adhocracy culture. (U3, M4, L7)

Answer 23

It tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial, and creative workplace (e.g., technology businesses). Key Values: Dynamix, Entrepreneurial, risk-taking, Values innovation
“

Question 24

What are the two types of organizational structures? (U3, M4, L7)

Answer 24

Mechanist and Organic

Question 25

Describe a organic organizational structure? (U3, M4, L7)

Answer 25

Organic organizational structures are characterized by fluidity and a wider span of control. They work best in unstable, complex, changing environments such as high-tech industries.3

Question 26

Describe a mechanistic organizational structure? | (U3, M4, L7)

Answer 26

Mechanistic organizational structures utilize traditional top-down hierarchy and rigid departmentalization and are best suited to stable environments that contain low uncertainty, such as government agencies.

Question 27

What is the McKinsey 7s Model? (U3, M4, L7)

Answer 27

McKinsey 7S model. In this model, organizations are a combination of strategy, structure, systems, skills, staff, and style, which all revolve around—and are interconnected with—the shared values (or culture) in that organization.2

Question 28

What are three interrelated dynamic processes that cause employees to join and leave organizations? (U3, M4, L8)

Answer 28

Attraction-selection-attrition (ASA) is a theory that oulines how employees join and leave organizations based on three interrelated dynamix processes: attraction, selection, and attrition.

Question 29

What attracts an employee to join an organization? (U3, M4, L8)

Answer 29

Individuals are attracted to organization that ate like themselves in terms of personality and values. If employees join organization out of attraction to their cultures, they are more likely to perform well. An employee who values competition may prefer to work for an organization in which indifiual and interdepartmental compeition is the norm. Those who value interpersonal relationships may prefer to work in a team-oriented culture. Consider the type of organizational values you are attracted to.

Question 30

What causes an employer to select a candidate? (U3, M4, L8)

Answer 30

Organizations are more likely to select those who possess sklills and values similar to the ones their existing members possess. Just as employees look for companies where they can fit in, companies are always on a quest to find employees who will fit into their current corporate culture. Many companies are hiring people that fit with their culture as opposed to fitting with a certain job. For example, Southwest Airlines prides itself on hiring employees based on personality and attitude rather than specific job-related skills. They prefer to teach employees after the hiring process.

Question 31

According to the book, what is one of the most important causes of attrition? (U3, M4, L8)

Answer 31

Over time, thpse who do not fit in well are more likely to leave. Research indicates that person-organization misfit is one of the important reasons for employee turnover. The personal characteristics of those who work for an organization are likely to become more similar over time, leading to aligning of organizational culture throughout the organization.

Question 32

Describe the difference between person-organzation fit and person-job fit? (U3, M4, L8)

Answer 32

Person-organization fit refers to the degree to which a person's values, personality, goals, and other characteristics math those of the organization. Person-job fit is the degree to which a person's skills, knowledge, abilities, and other characteristics match the job demands. --These two tyhpes of fit are not always compatible. A personal may be a good fit for an organization but not necessarily a particular job or vice versa. Furthermore, many large organizations have varying subcultures that exist within each department. Subcultural differences exist because of differences among tasks, expertise, and professions in each department. If an employee transfers from one department to another within the same organization, the department subculture may differ due to unique personailites, tasks, and processes of that department.

Question 33

Define the term personality. (U3, M4, L8)

Answer 33

The concept of personaility encompasses the feelings, thoughts, and behavioral patterns of a person. Your personality traits differentiate you from other people. Personality traits are an important factor in determining the person-organization fit and person-job fit as well as alignment with the organization CVF.

Question 34

What are the big 5 personality traits (OCEAN)? (U3, M4, L8)

Answer 34

Openness - Conscientiousness - Extraversion - Agreeableness - Neuroticism

Question 35

What are the key characteristics of openness? (U3, M4, L8)

Answer 35

People who have a high level of openness are curious, original, creative, and open to new ideas

Question 36

Which of the 4 CVF aligns with openness? | (U3, M4, L8)

Answer 36

Adhocracy

Question 37

What are the key characteristics of conscientiousness? (U3, M4, L8)

Answer 37

Hiearchy

Question 38

What are the key characteristics of extraversion? (U3, M4, L8)

Answer 38

This refers to people who are outgoing, talkative, and sociable

Question 39

Which of the 4 CVF aligns with extraversion? (U3, M4, L8)

Answer 39

Market

Question 40

What are the key characteristics of agreeableness? (U3, M4, L8)

Answer 40

Those with a high level of agreeableness are tolerant, sensitive, trusting, and kind

Question 41

Which of the 4 CVF aligns with agreeableness? (U3, M4, L8)

Answer 41

Those with a high level of agreeableness are tolerant, sensitive, trusting, and kind

Question 42

Which of the 4 CVF aligns with agreeableness? (U3, M4, L8)

Answer 42

Clan Culture

Question 43

What are the key characteristics of neuroticism? | (U3, M4, L8)

Answer 43

People with neuroticism are anxious, irritable, and moody

Question 44

Which of the 4 CVF aligns with neuroticism? (U3, M4, L8)

Answer 44

N/A

Question 45

Define the term cultural alignment. (U3, M4, L8)

Answer 45

The cultural alignment between an individual and an organization is determined by the level in which the individual's personal traits aligh with the organizational culture. A greater alignment indicates a more satisfying interaction for both the indifivual and the organization.

Question 46

The _________ department oversees the installation and maintenance of computer network systems within a company. Its primary function is to ensure that the network runs smoothly. (U3, M4)

Answer 46

IT

Question 47

The _________ department promotes the business and drives sales of its products or services. It provides the necessary research to identify the company's target customers and other audiences. (U3, M4)

Answer 47

Marketing

Question 48

The _________department handles accounts payable, accounts receiveable, and payroll. (U3, M4)

Answer 48

Accounting and finance

Question 49

The _______ department is responsible for recruiting, screening, interviewing and placing workers. They may also handle employee relations and training. (U3, M4)

Answer 49

HR

Question 50

The ______ department plays an integral role in the life cycle of a product. While the department is usually separate from sales, production and other divisions, the functions of these areas are related and often require collaboration. (U3, M4)

Answer 50

R & D

Question 51

Over the last five years, the Georgia Widget company has noticed a decrease in efficiency and productivity and an increase in costs. For these reasons, leadership has undertaken an initiative to design work processes so that they align with the organization's strategic goals. The hope is that these changes will correct these problems. This is an example of __________. (U3, M4)

Answer 51

Process management

Question 52

_______involves strategies that govern how an organization maintains relationships with an audience. (U3, M4)

Answer 52

Relationship management

Question 53

_______ perform formal functions such as planning, organizing, leading, controlling, and coordinating. (U3, M4)

Answer 53

Manager

Question 54

Chase is an entry level worker with a charismatic personality who easily influences his co-workers. This is a type of ______________ leadership. (U3, M4)

Answer 54

Informal

Question 55

Managers with ___________ skills have the ability to see the organization as a whole and to understand how various functions within an organization interrelate. (U3, M4)

Answer 55

Analysis

Question 56

_________functions revolve around three core roles: interpersonal, informational, and decisional. (U3, M4)

Answer 56

Manager

Question 57

In order to create a system for our business needs, GWC patched together multiple information technology tools over the years. This system required lots of manual data entry with the same data having to be entered into multiple applications. Extracting information from this system was also a challenge both for general inquiries and standardized reporting. All of this limited GWC's ability to optimize processes and scale its efforts. GWC is looking to optimize its IT system by implementing new software to address the reports which are currently handled manually. Which type of management is this company pursuing? (U3, M4)

Answer 57

Process management

Question 58

Managers with ___________ skills have a firm grasp of the tools, procedures, and techniques imperative to their department. (U3, M4)

Answer 58

Technical

Question 59

This level of leadership requires the most communication/HR skills. (U3, M4)

Answer 59

First-line

Question 60

Tina's Cleaning Team has a culture based on collaboration. Employees see themselves more as family members who value teamwork and consensus. Tina's Cleaning Team exhibits which CVF culture? (U3, M4)

Answer 60

Clan

Question 61

Dynamo, Inc. has a culture based on energy and creativity. The organization is held together by experimentation, ingenuity and freedom. Dynamo exhibits which CVF culture? (U3, M4)

Answer 61

Adhocracy

Question 62

Which type of organizational culture provides the best fit for an employee who is goal-oriented and is comfortable being evaluated solely on their individual productivity? (U3, M4)

Answer 62

Market

Question 63

Which type of organizational culture provides the best fit for an employee who is organized, on time, and dependable? (U3, M4)

Answer 63

Hierarchy

Question 64

Which type of organizational culture provides the best fit for an employee who scored high on openness? (U3, M4)

Answer 64

Adhocracy

Question 65

Which Big 5 personality trait describess a person who is anxious, irritable, and moody? (U3, M4)

Answer 65

Neuroticism

Question 66

Which Big 5 personality trait describes a person who is curious, original, creative, and open to new ideas? (U3, M4)

Answer 66

Openness

Question 67

Which Big 5 personality trait describes a person who is outgoing, talkative, and sociable? (U3, M4)

Answer 67

Extraversion

Question 68

Which Big 5 personality trait describes a person who is tolerant, sensitive, trusting, and kind? (U3, M4)

Answer 68

Agreeableness

Question 69

Which Big 5 personality trait describes a person who is organized, punctual, and dependable? (U3, M4)

Answer 69

Conscientiousness

Question 70

"The Ritz-Carlton is customer obssesed with a main focus of creating incredibly personalized experiences. During interviews, interviewers use a variety of techinques to determine if a canididate is similarly obssessed. This exemplifies: " (U3, M4)

Answer 70

Selection

Question 71

"An employee has been working for a company for the last six months. Over the last few months, the employee has determined that a person-organization misfit has occurred. This exemplifies: " (U3, M4)

Answer 71

Attrition

Question 72

"The Ritz-Carlton recently interviewed a person who has the skills, knowledge, and abilities for the open night manager postion. This is an exmaple of: " (U3, M4)

Answer 72

Person-job fit

Question 73

Fred was recently transfered from the accounting department to the sales department within the same the organization. Given the unique personalities, tasks, and processes required for each of these departments, Fred may notice a change in the _____________? (U3, M4)

Answer 73

subculture