Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

mgt 300 > unit 2 exam > Flashcards

unit 2 exam Flashcards

1
Q

A ____ is a specific commitment to achieve a desired result within a certain period of time

A

goal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

To maximize effectiveness and efficiency, goals must be set within a strategic framework consisting of m____, v____, and v____

A

mission, vision, and values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Managers setting goals must follow the organization’s ____, have a clear ____ of what they want to achieve, and ensure that the team embraces core ____ of what the organization represents

A

mission, vision, values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Fostering a strong corporate ____ within this framework is the first step toward goal success

A

culture

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Examples of goals

  • short-term goals
  • long-term goals
  • stretch goals
  • distal goals
  • proximal goals
A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

A ____-____ goal is a target to achieve a goal within a short period of time, usually within 1 year; also known as a tactical or operational goal

A

short-term

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

A ____-____ goal is a strategic target that aims to achieve goals set out in a company’s strategic plan within 1 to 5 years

A

long-term

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

A ____ goal is a goal that is almost unattainable and requires the full capacity of an individual, manager, team, or organization to accomplish

A

stretch

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

A ____ goal includes primary or long-term goals

A

distal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

A ____ goal is a short-term goal that increases individuals’ ability to reach distal goals by providing motivation and feedback

A

proximal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

An important part of goal setting is to turn short-term and long-term goals into actionable ____ ____

A

goal plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Types of plans include operational plans composed of ____ plans and ____-____ plans

A

standing, single-use

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

A ____ plan is designed for repeated use in response to commonly occurring events

A

standing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

A ____-____ plan is developed to achieve a particular goal or in response to an event that is not expected to be repeated

A

single-use

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Examples of standing plans

  • policies
  • procedures
  • rules
A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

There are two main types of single-use plans: p____ and p____

A

programs, projects

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

A ____ is a single-use plan that sets out objectives to accomplish a variety of projects and activities

A

program

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

A ____ is a single-use plan that sets out objectives to achieve a single activity; it has less scope, making it less complex

A

project

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Other types of plans include:

  • tactical plans
  • directional plans
  • business plans
  • action plans
A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

A ____ plan covers an intermediate time scale and enacts divisional strategies by allocating people and resources

A

tactical

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

A ____ plan is a general, flexible plan that provides guidelines for an organization’s long-term goals

A

directional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

A ____ plan is a written document that describes the actions and goals needed to support organizational strategy

A

business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

A ____ plan consists of the specific actions, people, and resources needed to accomplish a goal

A

action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

____ ____ ____ developed by Edwin Locke and Gary Latham in the 1960s suggests that human performance is directed by conscious goals and intentions

A

goal setting theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

The core principles of effective goal setting to motivate workers are presented in five dimensions:

  • clarity
  • challenge
  • commitment
  • feedback
  • task complexity
A

.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

SMART goals must be s____, m____, a____, r____, and t____-____

A

smart, measurable, achievable, relevant, time-bound

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

____ goals tend to work when applied to predictable business environments where the future is similar to the past, and the products or services are relatively the same

A

SMART

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Results-centered approaches to goal setting include ____ goals and ____ ____ ____

A

SMART, management by objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

____ ____ ____ is a method in which management and employees agree to specific goals that are then used to evaluate individual performance

A

management by objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

The main purpose of the MBO approach is to ____ employees rather than control

A

motivate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

There are five steps to the MBO process:

  1. manager sets employee objectives
  2. manager develops action plans
  3. manager monitors and reviews progress
  4. manager evaluates performance
  5. manager rewards performance according to results
A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

An example of a process-centered approach to goal setting is ____ ____ ____

A

total quality management (TQM)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

____ ____ ____ is a long-range, big-picture process that assists companies in better overall management for the entire organization

A

total quality management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

The main aspects of TQM include:

  • striving for long-term solutions rather than short-term gains
  • rectifying errors and delays as quickly as possible
  • focusing on the customer as the main priority
  • continually improving systems and people performance
  • investing in ongoing training programs and workshops
  • building teams motivated to be innovative and creative
  • creating an environment where all employees are involved in providing ideas and feedback
A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

A ____ ____ of goal setting considers tasks in terms of straightforwardness, ambiguity, and flexibility and how managers and employees can change the nature of the goal-setting process to better fit the type of task required

A

contingency model

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

____ ____ provide a visual representation of an organization’s strategies and goals, which allows managers to easily track progress toward metrics and goals in real time

A

performance dashboards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Performance dashboards provide managers access to ____ ____ ____, measurements that managers identify as vital to the company’s performance with regard to financials, internal processes, customers, learning/growth

A

key performance indicators

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

A ____ ____ focuses on three key non-financial areas:

  1. relationships with customers
  2. key internal processes
  3. learning and growth
A

balanced scorecard

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

____ are the moral principles, values, and beliefs that govern group or individual behavior according to what is right or wrong and what contributes to the balanced good of all stakeholders

A

ethics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

As described by psychologist Lawrence Kohlberg, ____ go through “stages of moral development” in their lives

A

individuals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

____ that carry out unethical business practices have a negative impact on their ____

A

organizations, stakeholders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

In addition, ____ play an important role in establishing rules and regulations to guide business ethics

A

governments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

The ____ ____ must adhere to the ethical principles outlined by the United Nations

A

global community

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

When there is no clearly course of action, managers are required to make decisions based on one or more of the following principles:

  • legal
  • individual
  • virtuous
  • long-term self interest
  • community
  • utilitarian
  • distributed justice
A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

To assist with ethical decision-making, many organizations publish ethical guidelines called ____ ____ ____

A

codes of conduct

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

The ____ principle is making decisions that follow both the letter and the spirit of the law

A

legal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

The ____ ____ principle is making decisions that do not infringe upon the rights of other people

A

individual rights

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

The ____ principle is making decisions you would be publicly proud of

A

virtuous

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

The ____-____ principle is making decisions that support the long-term interests of you and your organization

A

long-term

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

The ____ principle is making decisions that contribute to the strength and well-being of the community

A

community

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

The ____ principle is making decisions that provide the greatest good to the greatest number (or the least harm to the lowest number)

A

utilitarian

52
Q

The ____ ____ principle is making decisions that do not harm those who are already disadvantaged

A

distributed justice

53
Q

Managing responsibly in today’s business environment requires managers to make principle-based decisions informed by ____ and ____ standards

A

industry, societal

54
Q

In some cases, organizations may decide to address a negative externality proactively by ____ it, thus benefiting stakeholders

A

internalizing

55
Q

Managers define and foster ethical organizational cultures in two ways

  1. applying a framework for ethical decision-making
  2. ethics training
A
55
Q

____ ____ is an ethical framework for outlining the duties managers need to perform to benefit both the organization and society

A

social responsibility

56
Q

When social responsibility goes beyond managers to the organization itself, it is called ____ ____ ____,

A

corporate social responsibility (CSR)

57
Q

____ ____ ____ is an ethical framework for describing the efforts made by corporations to drive positive environmental and societal change

A

corporate social responsibility

58
Q

____ ____ is the process of sourcing innovative solutions to social and environmental problems

A

social entrepreneurship

59
Q

Many of these social and environmental problems relate to:

  • environment
  • poverty
  • sustainability
  • equality
  • education
  • child mortality
  • sanitation
  • terrorism
  • health and wellness
A
60
Q

____ ____ are people who start a business for the dual purpose of profit and societal benefit

A

social entrepreneurs

61
Q

There are several models of social entrepreneurship:

  • social purpose ventures
  • social consequence ventures
  • enterprising nonprofits
A
62
Q

____ ____ ____ are businesses that aim to resolve a social problem and make a profit

A

social purpose ventures

63
Q

____ ____ ____ are for for-profit businesses with a primarily social impact

A

social consequence ventures

64
Q

____ ____ are a form of social entrepreneurship in which both the venture mission and the market impact are for social purposes

A

enterprising nonprofits

65
Q

____-____ is the action or process of identifying a strategy to resolve problems

A

decision-making

66
Q

Managers make two types of decisions:

  • programmed
  • non-programmed
A
67
Q

____ decisions are routine tasks based on preestablished rules and guidelines

A

programmed

68
Q

____ decisions are based on reason and/or intuition in response to a unique situation that requires tailored actions

A

nonprogrammed

69
Q

Managers often use a ____-____ model of decision-making to help them make good decisions and find solutions to complex problems

A

five-step

70
Q

The Five-Step Model of Decision-Making

  1. Define the Problem
  2. Identify and Weight Decision Criteria
  3. Generate Multiple Alternatives
  4. Rate Alternatives Based on Decision Criteria
  5. Choose, Implement, and Evaluate the Best Alternative
A
71
Q

Research has shown that decision-making styles vary along two dimensions:

  1. value orientation
  2. tolerance for ambiguity
A
72
Q

____ ____ is the degree to which people focus on tasks and technical concerns or people and social concerns

A

value orientation

73
Q

____ ____ ____ is the extent to which people have a strong need for structure or control in their lives

A

tolerance for ambiguity

74
Q

The two dimensions form the four styles of decision-making:

  • d____
  • a____
  • c____
  • b____
A

directive, analytical, conceptual, behavioral

75
Q

People with a ____ style have a low tolerance for ambiguity and tend to focus more on tasks and technical concerns

A

directive

76
Q

People with a ____ style have a high tolerance for ambiguity but prefer to consider a number of options and alternatives before reaching a conclusion

A

analytical

77
Q

People with a ____ style have a high tolerance for ambiguity and tend to rely on their intuition or information from others to make decisions

A

conceptual

78
Q

Managers with a ____ style have a low tolerance for ambiguity but have a strong focus on people and social concerns

A

behavioral

79
Q

While making decisions requires being in the right mindset and following a series of important steps, other factors may influence the way in which we make decisions in the real world. These factors include:

  • rationality
  • satisficing
  • intuition
  • heuristics
  • bias
A
80
Q

____ ____ is decision-making that is limited by time, cognitive abilities, and available information

A

bounded rationality

81
Q

____ is choosing an acceptable solution rather than an optimal solution

A

satisficing

82
Q

____ is a decision based on feelings, previous experience, and existing knowledge

A

intuition

83
Q

____ is a set of informal rules used to simplify and expedite the decision-making process

A

heuristics

84
Q

____-____ bias is the tendency to place more importance on information held by the majority of people while failing to take into account views held by the minority

A

common-information

85
Q

____ bias is the inclination to seek out information to support our views while disregarding information that does not

A

confirmation

86
Q

____ ____ bias is when people continue a certain behavior because they have already invested too much money in it

A

sunk cost

87
Q

____ bias is the propensity to overestimate an outcome that could not have possibly been predicted

A

hindsight

88
Q

____ ____ ____ is when people increase their level of commitment to a decision despite receiving negative information about it

A

escalation of commitment

89
Q

____ bias is a cognitive bias where decisions are influenced by the way information is presented rather than the facts themselves

A

framing

90
Q

Nobel Prize-winning psychologists Kahneman and Tversky suggested three types of heuristics:

  • a____ heuristics
  • a____ heuristics
  • a____ heuristics
A

availability, anchoring, adjustment

91
Q

____ heuristics is making judgements on certain events based on how easily an example springs to mind

A

availability

92
Q

____ and ____ heuristics is the tendency for people to base decisions on the first piece of information before adjusting it

A

anchoring, adjustment

93
Q

____ heuristics is the tendency to make judgements based on our own mental models and stereotypes

A

representativeness

94
Q

Our heuristics tend to lead to biases and errors relating to how we process information. These biases include:

  • common-information bias
  • confirmation bias
  • sunk cost bias
  • hindsight bias
  • escalation of commitment
  • framing bias
A
95
Q

Our ____ tend to manifest themselves in our behavior, which stifles the creative process, causing barriers to decision-making

A

biases

96
Q

People hesitate to make decisions for a number of reasons:

  • fear they may not be right
  • fear of what others might say or think
  • fear of following through on a decision once it has been made
A
97
Q

Several tools are available to help people organize their thoughts and resolve decision-making paralysis:

  • the Ben Franklin balance sheet
  • the report card method
  • partner-in-absentia method
A
98
Q

The ____ ____ ____ ____ is when one lists their pros and cons and looks at both to see which one wins

A

Ben Franklin balance sheet

99
Q

The ____ ____ method is helpful for when you want to compare a few things against each other

A

report card

100
Q

The ____-____-____ method involves finding out the amount of decision-making autonomy you have while your boss is away, who you need to consult when making decisions, and how you can access the information you need to make decisions

A

partner-in-absentia

101
Q

____ and ____ ____-____ can interrupt the decision process

A

groupthink, sequential decision-making

102
Q

____ is usually an unconscious mode of group decision-making in which individuals prioritize agreement over analysis

A

groupthink

103
Q

____ ____-____ is where people are asked one after the other for their decisions

A

sequential decision-making

104
Q

Several group decision-making techniques help to limit the effects of sequential decision-making and groupthink:

  • brainstorming
  • Delphi technique
  • nominal group technique (NGT)
A
105
Q

____ is creating as many alternatives as possible, without making value judgements about any idea

A

brainstorming

106
Q

The ____ ____ is a method of decision-making in which a group of experts propose and question ideas until a consensus is reached

A

Delphi technique

107
Q

A ____ ____ ____ is where individuals rate proposed solutions and the total tally determines the final decision

A

nominal group technique

108
Q

____-____ theory suggests that people regulate their behavior through a process that is quite similar to the way a mechanical thermostat works

A

self-regulation

109
Q

____ ____ theory proposes a self-regulatory involving self-monitoring and behavioral reactions

A

social cognitive

110
Q

The ____ ____ ____ of behavior suggests that human behavior is best explained by external factors relating to the world in which we live, internal personal factors, and the behavior itself

A

triadic reciprocal model

111
Q

____-____ is our level of effectiveness in dealing with our world

A

self-efficacy

112
Q

Self-efficacy judgements come from o____, verbal p____, and p____ r____

A

observation, persuasion, physical reactions

113
Q

The most important source of perceptions of self-efficacy is our own ____ ____

A

performance history

114
Q

____-____ ____ describes extreme dysfunction or breakdown in self-regulatory processes

A

self-regulatory failure

115
Q

____-____ is a process through which people apply a set of behavioral strategies in an effort to manage their behaviors in terms of reducing discrepancies from established standards

A

self-management

116
Q

____-____ theory suggests that the need for competence and self-determination are primary mechanisms for enhancing intrinsic or natural motivation derived from a task or activity itself

A

self-determination

117
Q

World-altering behavior focused strategies:

  • using reminders and attention focusers
  • removing negative cues
  • increasing positive cues
A
118
Q

____-____ involves determining when, why, and under what conditions we use certain behaviors

A

self-observation

119
Q

____ are generally most effective for managing our immediate behavior if they are specific and challenging yet achievable

A

goals

120
Q

Naturally rewarding activities tend to have two primary features:

  • they make us feel more ____
  • they help us feel ____-____
A

competent, self-controlling

121
Q

The first step in the classical decision-making model is:

a. define the problem
b. identify and weight decision criteria
c. determine the mission
d. generate alternatives
e. rate alternatives

A

a. define the problem

122
Q

In Chapter 4 of SELF-LEADERSHIP, it is argued that “naturally rewarding activities” have two primary features. These two features include

a. feelings of competence and self-control
b. feelings of motivation and drive
c. feelings of determination and self-leadership
d. feelings of love and passion

A

a. competence and self-control

123
Q

Research has shown that decision making styles vary along which two dimensions?

a. value orientation and tolerance for ambiguity
b. complete rationality and bounded rationality
c. value orientation and bounded rationality
d. empowering and authoritative

A

a. value orientation and tolerance for ambiguity

124
Q

GiGe makes decision based on the consequences involved with those decisions. She does things based on rewards and punishments that she may face. Given this information, GiGe is at which stage of moral development?

a. pre-conventional
b. conventional
c. post-conventional
d. show me the money stage
e. reward stage

A

a. pre-conventional

125
Q

Which of the following is a group decision technique that helps to limit the effects of groupthink and sequential decision making?

a. brainstorming
b. delphi technique
c. nominal group technique
d. all of the above

A

d. all of the above

mgt 300 (8 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions