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mgt 300 > unit 3 exam > Flashcards

unit 3 exam Flashcards

1
Q

____ ____ means achieving goals by altering behaviors or processes in response to environmental forces

A

change management

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2
Q

People tend to experience a range of emotions when facing unwanted change, known as the ____ ____

A

DADA syndrome

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3
Q

To secure commitment and buy-in from employees, managers can follow Kurt Lewin’s three stages of change: u____, c____, and r____

A

unfreezing, changing, refreezing

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4
Q

Before implementing any changes, organizations need to assess the ____ of the change

A

validity

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5
Q

____ ____ ____ is a useful decision-making technique that helps to assess the reasons for and against making certain changes

A

force field analysis

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6
Q

Organizations need to adapt to two main types of forces: ____ forces, which are outside influences such as competitors’ actions and customers’ changing preferences, and ____ forces, which are influences such as company culture and employee diversity

A

outside, inside

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7
Q

Some examples of these ____ forces are customers’ demographic characteristics, technological advancements, customer and market changes, social and political pressures, and generational changes

A

external

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8
Q

Examples of ____ forces include management changes, organizational restructuring, and positive disruptors that affect organizations

A

internal

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9
Q

To implement change in an organization successfully, managers must attempt to understand the individual behaviors and reactions that might lead to ____

A

resistance

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10
Q

Typically, organizations use different types of methods to deal with resistance to change:

  • education and communication
  • participation
  • negotiation
  • manipulation
  • coercion
A

.

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11
Q

____ is the generation of meaningful ideas by individuals or teams

A

creativity

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12
Q

People with creative potential tend to possess the ____ and ____ to generate ideas and are very much in demand

A

skills, capacity

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13
Q

There are three main types of support for creativity in organizations: o____ support, s____ support, and w____ g____ support

A

organizational, supervisory, work group

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14
Q

____ is the development and successful implementation of ideas

A

innovation

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15
Q

Managers can create successful innovation by following a three-step innovation process:

  • idea generation
  • problem solving
  • implementation and diffusion
A

.

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16
Q

There are six main types of innovations in organizations

  1. product innovation
  2. process innovation
  3. organizational structure innovation
  4. people innovation
  5. exploitative innovation
  6. exploratory innovation
A
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17
Q

____ innovation is the development of new or improved goods or services to meet customer needs

A

product

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18
Q

____ innovation is the introduction of new or improved operational and work methods

A

process

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19
Q

____ ____ innovation is the introduction or modification of work assignments, authority relationships, and communication and reward systems

A

organizational structure

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20
Q

____ innovation is the changes in beliefs and behaviors of individuals working in an organization

A

people

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21
Q

____ innovation is the enhancement and reuse (exploitation) of existing products and processes

A

exploitative

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22
Q

____ innovation focuses on risk taking, radical thinking, and experimentation

A

exploratory

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23
Q

A ____, or working group, is a purposeful group formed to accomplish a project, task, or goal

A

team

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24
Q

Team members benefit from the feeling of belonging to something greater than themselves and gain ____ ____ from being part of such a powerful process

A

positive affiliation

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25
Q

A ____ team is a working group formed by an organization’s management to achieve specific, agreed-on strategies, plans, and outcomes

A

formal

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26
Q

A ____ team is a working group, generally not intended to be permanent, formed by team members to accomplish self-defined tasks and objectives

A

informal

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27
Q

There are several types of teams in organizations:

  • working teams
  • cross-functional teams
  • virtual teams
  • self-managed teams
  • problem-solving teams
A
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28
Q

A ____ team is a formal, long-standing working group organized around specific tasks, processes, or roles

A

working

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29
Q

A ____-____ team is a group of workers from different units with various areas of expertise to work on certain projects

A

cross-functional

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30
Q

A ____ team is a group of individuals who work together from different geographic locations and rely on communication technology such as e-mail, video conferencing, instant messaging, and other electronic media to collaborate

A

virtual

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31
Q

A ____-____ team is a group of workers who manage their own daily duties under little to no supervision

A

self-managing

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32
Q

A ____-____ team is a small group of workers who come together for a set amount of time to discuss and resolve specific issues

A

problem-solving

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33
Q

The success of a team’s performance also depends on the type of ____, a behavioral and performance expectation that is consciously or unconsciously defined by a group

A

role

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34
Q

Team member roles may generally be divided into two basic categories: t____ roles and s____ roles

A

task, socioemotional

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35
Q

____ roles are the behaviors necessary to getting the work done

A

task

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36
Q

____ roles are the behaviors that build and maintain relationships between team members

A

socioemotional

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37
Q

Roles within teams dictate the performance and overall ____ of the team

A

effectiveness

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38
Q

____ should be specific and measurable to achieve desired outcomes

A

tasks

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39
Q

____ should be taken to maintain the relationships among team members

A

care

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40
Q

Often teams follow stages of ____ ____, a five-stage process by which teams become more efficient and effective over time

A

group development

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41
Q

Five stages of group development:

  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
A
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42
Q

____ is the first stage of group development where team members meet each other for the first time and get a feel for the type of team they have joined

A

forming

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43
Q

____, the second stage, is when a measure of conflict, which is resistance or hostility resulting from two or more parties focusing on and attempting to reconcile differing opinions, may arise.

A

storming

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44
Q

In ____, conflict has been resolved, and the team members are settled into their roles

A

norming

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45
Q

During ____, the team is working at its optimal level

A

performing

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46
Q

Finally, during ____, individuals either leave the team or have no reason to be in further contact with their teammates.

A

adjourning

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47
Q

The ____ of work teams depends on how well they are managed and treated within the organization

A

effectiveness

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48
Q

Effective teams are characterized by the following:

  • clear purpose
  • good communication
  • healthy conflict
  • effective decision-making
  • accountability
  • strong relationships
  • commitment
  • shared leadership
A
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49
Q

Managers can build effective teams by:

  • setting clear goals and expectations
  • engaging with the team
  • making sure everyone is accountable
  • celebrating milestones
A
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50
Q

Depending on how it is handled, ____ can have either positive or negative effects on an organization

A

conflict

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51
Q

____ conflict can spark new ideas, generate creativity, and motivate employees

A

good

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52
Q

Managers can create healthy conflict by:

  • actively encouraging and welcoming continuous feedback
  • creating clear team or group norms
  • unifying the team by building a sense of shared purpose
  • creating the right environment for collaborative problem-solving
A
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53
Q

____ is the act of transmitting information, thoughts, and processes through various channels

A

communication

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54
Q

The Shannon-Weaver model assumes that communication relies on two main components: the ____ of the message, also known as the source, and the ____ of the message.

A

sender, receiver

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55
Q

Sometimes the flow of messages is interrupted by ____, which is anything that hampers communication between the sender and the receiver

A

noise

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56
Q

____ communication is the exchange of information, ideas, and processes verbally, either one on one or as a group

A

oral

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57
Q

____ communication makes use of the written word in the form of reports, memos, and letters to communicate messages.

A

written

58
Q

____ communication is the transmission of messages through e-mail, videoconferencing, blogs, fax, instant messaging, texting, voice mail, and social networking

A

electronic

59
Q

____ communication is the transmission of wordless cues between people

A

nonverbal

60
Q

Examples of nonverbal cues include:

  • facial expression
  • eye gaze
  • gestures
  • tone of voice
  • the way we walk, stand, dress, and position ourselves
A
61
Q

____ ____ ____ are obstacles that interrupt the flow of conveying and receiving messages

A

barriers to communication

62
Q

Key barriers to communication include:

  • filtering
  • emotions
  • information overload
  • differing perceptions
A
63
Q

____ involves a deliberate distortion of information by somebody who first screens a message from a sender and manipulates it before sending it on to a receiver

A

filtering

64
Q

____ are intense feelings directed at a specific object or person

A

emotions

65
Q

____ ____ is the exposure to overwhelming amounts of information

A

information overload

66
Q

____ ____ is where our interpretation of situations clashes with the perceptions of others, leading to confusion and misconception

A

differing perceptions

67
Q

Overcoming these communication barriers involves:

  • active listening
  • challenging our assumptions about other people and situations
  • seeking advice from others to clarify our perceptions
A
68
Q

The ____ ____ ____ is an organization can move in three main directions depending on how an organization is structured

A

flow of communication

69
Q

____ communication sends messages from the upper levels of the organizational hierarchy to the lower levels

A

downward

70
Q

____ communication sends messages from the lower levels of the organizational hierarchy to the higher levels

A

upward

71
Q

____ communication sends messages between and among similar hierarchical levels across organizations

A

lateral

72
Q

____ networks transmit the messages established and approved by the organizational hierarchy

A

formal

73
Q

____ networks handle the unofficial sharing of information between employees and across company divisions

A

informal

74
Q

The ability to communicate across different ____ is essential to building trust in organizations

A

cultures

75
Q

Key barriers to cross-cultural communication include:

  • ethnocentrism
  • the use of language such as slang, euphemisms, or proverbs
A
76
Q

____ is the tendency to believe your culture or ethnicity is superior to everyone else’s

A

ethnocentrism

77
Q

Overcoming these barriers to cross-cultural communication involves:

  • learning a few key phrases
  • getting to know different cultures
  • promoting appreciation of cultural differences
  • being open to trying new things
  • being accommodating to different customs and traditions
A
78
Q

Studies show that companies with ____ levels of diversity tend to perform better financially and attract and retain diverse talent

A

higher

79
Q

While ____ recognizes the differences between people, ____ involves making people feel welcome

A

diversity, inclusion

80
Q

There are two main types of diversity:

  • ____-level diversity
  • ____-level diversity
A

surface, deep

81
Q

____-level diversity describes the more obvious differences between us, such as age and generation, race and ethnicity, gender and sexual orientation, and physical and/or mental ability

A

surface

82
Q

____-level diversity describes verbal and nonverbal behaviors that lie beneath the surface

A

deep

83
Q

deep-level diversity may include:

  • attributes
  • values
  • beliefs
  • personality traits
A
84
Q

Managers can promote diversity and inclusivity by:

  • implementing college recruitment programs specifically targeted at women and minorities
  • mentoring people from different races, ethnicities, and genders
  • setting up diversity task forces
A
85
Q

There are several ways to help managers deal with cross-cultural diversity, such as:

  • avoiding generalization
  • studying different cultures
  • learning some of the language
  • keeping an open mind
A
86
Q

Managers also need to be ____ ____ in order to build relationships with foreign professionals

A

culturally aware

87
Q

The ____ studies based on Hofstede’s work are a useful way for managers to learn about different cultural behaviors and beliefs.

A

GLOBE

88
Q

A ____ is a group of people working together to achieve a specific goal

A

organization

89
Q

Goals would be difficult to achieve without ____ ____, or a system that coordinates the people, tasks, and activities necessary to carry out a particular purpose

A

organizational structure

90
Q

Successful organizational structures improve:

  • the flow of communication between employees
  • establish clear responsibilities and reporting relationships
  • provide opportunities for company growth and expansion
  • facilitate the successful completion of tasks and activities
A
91
Q

A ____ ____ is a virtual document that communicates how a company is organized

A

organizational chart

92
Q

There are several main elements of an organizational structure:

  • work specialization
    -departmentalization
  • chain of command
  • span of control
  • authority
  • responsibility and delegation
  • centralization or decentralization
  • formalization
A
93
Q

____ is a process of grouping people with related job duties, skills, and experiences into the same area within the overall organizational structure

A

departmentalization

94
Q

A ____ ____ ____ is the flow of authority and power from the highest to the lowest levels of the organization

A

chain of command

95
Q

____ ____ ____ refers to the number of direct reports for whom managers are directly responsible

A

span of control

96
Q

____ is the legitimate right given to managers to give orders and make decisions

A

authority

97
Q

____ is the personal obligation to perform preset tasks and reach specified goals

A

responsibility

98
Q

____ is the process of transferring authority and responsibility to others to carry out certain tasks and activities

A

delegation

99
Q

____ refers to an organizational structure designed to give top-level managers the authority to make decisions on behalf of the entire company

A

centralization

100
Q

____ refers to an organizational structure designed to allow all employees to make decisions and recommend changes

A

decentralization

101
Q

____ is the process of determining procedures, rules, and responsibilities for employees

A

formalization

102
Q

Traditional organizational structures tend to be grouped into six main types:

  1. simple structures
  2. functional structures
  3. divisional structures
  4. vertical structures
  5. horizontal structure
  6. matrix organizational structure
A
103
Q

A ____ structure is a common organizational structure used in small businesses in which decision-making is centralized with the business owner

A

simple

104
Q

A ____ structure groups employees according to the tasks they perform for the organization, such as marketing, finance, and human resources

A

functional

105
Q

A ____ structure, sometimes called multidivisional structure, groups employees by products and services, by geographic regions, or by customers

A

divisional

106
Q

A ____ organizational structure is based on a chain of command in which leaders sit at the top of the hierarchy and pass down orders to lower-level workers

A

vertical

107
Q

A ____ organizational structure (also known as a flat structure) focuses on teamwork and collaboration to achieve collective goals

A

horizontal

108
Q

A ____ organizational structure is a company structure in which the reporting lines are set up as a grid

A

matrix

109
Q

A ____ structure is a company structure where some layers of management are removed but a degree of hierarchy remains

A

flatter

110
Q

____ are types of organizational structures that share characteristics of hierarchies and flat organizations

A

flatarchies

111
Q

A ____ organizational structure distributes decision-making authority to self-managed “boss-less” teams or “circles”

A

holacratic

112
Q

A ____ organizational structure removes borders across the organization to drive efficiency, innovation, and growth through the free flow of information

A

boundaryless

113
Q

A ____ organizational structure is one in which employees are geographically spread and tend to communicate by phone, e-mail, and the Internet

A

virtual

114
Q

To make the right decision, managers need to take the following factors into account:

  • the environment
  • strategy
  • technology
  • financial condition
  • size
A
115
Q

The ____ model is a formalized structure based on centralization and departmentalization

A

mechanistic

116
Q

The ____ model is a less formalized structure based on decentralization and cross-functional teams

A

organic

117
Q

Managers use two methods for companies when organizing their structures and operations:

  • d____
  • i____
A

differentiation, integration

118
Q

____ is the process by which organizations are broken down into divisions and departments, each of which has its own power and autonomy

A

differentiation

119
Q

____ is the process by which different parts of the organization are drawn together to achieve a common goal

A

integration

120
Q

The content of our unique ____ ____ determines the way we behave, and our behavior helps determine the nature of our physical worlds

A

psychological worlds

121
Q

The idea of ____ ____ is a useful reference point from which to consider improvement of our psychological worlds

A

positive thinking

122
Q

The mental technique of ____-____, which is what you say to yourself, can help you perform better on the tasks that you are responsible for completing

A

self-talk

123
Q

Eleven primary categories of dysfunctional thinking:

  1. extreme thinking
  2. overgeneralization
  3. mental filtering
  4. disqualification
  5. mind reading
  6. fortune-telling
  7. magnifying and minimizing
  8. emotional reasoning
  9. use of should statements
  10. labeling and mislabeling
  11. personalization
A
124
Q

____ ____ involves imagining successful completion of an event before you physically begin the event

A

mental practice

125
Q

____ thinking involves a pattern of thoughts that focus on the opportunities and possibilities that situations or challenges hold

A

opportunity

126
Q

____ thinking involves a focus on the roadblocks and pitfalls of undertaking new ventures

A

obstacle

127
Q

At the team level, ____-____ represents the team’s collective effort to purposefully observe (and record) team behavior and performance, as well as the team’s attempt to understand the antecedents and consequences associated with those actions

A

self-observation

128
Q

____ rewards might include monetary bonuses, time off, or the purchase of new equipment

A

tangible

129
Q

____ rewards might include increased satisfaction, joy from working as a team, or a feeling of respect for the work accomplished by the team

A

intangible

130
Q

____ involves applying negative consequences to reduce undesirable behaviors

A

punishment

131
Q

____ leadership is a dynamic, interactive influence process in which team members lead one another to accomplish team goals successfully

A

shared

132
Q

____ ____ involves the ability to perceive, understand, and regulate our own or another person’s emotions

A

emotional intelligence

133
Q

____ are those who are able to influence others and possess managerial authority

A

leaders

134
Q

____-____ is the process of leading oneself to overcome obstacles that hinder goal achievement

A

self-leadership

135
Q

____ ____-____ is the process of influencing oneself through the purposeful control of one’s thoughts

A

mental self-leadership

136
Q

Dysfunctional self-talk categories:

  • extreme thinking
  • mind thinking
  • fortune-telling
  • should statements
A
137
Q

Behavioral self-leadership strategies:

  • self-observation
  • abolish multi-tasking
  • self-goal setting
  • natural rewards
A
138
Q

____ ____ is physically or mentally redesigning a task to make it more naturally enjoyable to perform the task

A

natural rewards

139
Q

____ is the act of transmitting information, thoughts, and processes through various channels

A

communication

140
Q

Communication barriers:

  • noise
  • differing perceptions
  • language differences
  • conflicting nonverbal cues
  • poor listening
A
141
Q

Five levels of listening

  1. ignoring
  2. pretending
  3. selective listening
  4. attentive listening
  5. active listening
A

mgt 300 (8 decks)

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