Final Exam Study Guide SP16

8/17/2019 Final Exam Study Guide SP16

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Principles of Management (MGMT 3361): Study Guide for Final Eam

The final exam will be worth 100 points and will consist of 50 multiple choice and true-false

items. It will cover all material that we covered since the midterm exam (Ch. 9 10 11 1! 1"

15 1# 1$% with emphasis on material we discussed in class. &lease brin' a scantron with ou to

class on the final exam date (Monday! May "! 1#:1$ %M&1':## PM%. The )uestions listed below ma be used as a 'eneral 'uide to help ou prepare for the test. *ections of the textboo+

that are not indicated below will not be tested on the exam.

rganiational *esign (+, ")

1% ,istin'uish between or'aniational structure and process.

r'aniational structure is the vertical and horiontal confi'uration of departmentsauthorit and /obs within a compan. who reports to whom and who does what and

where is the wor+ done

r'aniational process is the collection of activities that transforms inputs into outputs

that customers value. It as+ how do thin's 'et done

2% 3hat is /ob specialiation4 /ob composed of a small part of a lar'er tas+ or process.*imple eas to learn steps low variet and hi'h repetition characteries specialied

/obs.

3hat are some examples of specialied /obs4 6cdonalds drive throu'h.

7ow can /ob rotation enlar'ement and enrichment be used to improve specialied /obs4

8ob rotation attempts to overcome the disadvanta'es of /ob specialiation b periodicall

movin' wor+ers form one specialied /ob to another to 'ive them more variet and theopportunit to use different s+ills

8ob enlar'ement increases the number of different tas+s that a wor+er performs within

one particular /ob. Instead of bein' assi'ned /ust one tas+ wor+ers with enlar'ed /obs are'iven several tas+s to perform.

8ob enrichments attempts to overcome the deficiencies in specialied wor+ b increasin'the number of tas+s and b 'ivin' wor+ers the authorit and control to ma+e meanin'ful

decisions about their wor+.

!% 3hat are the 5 core /ob dimensions of the 8ob Characteristics 6odel4

*+ill variet is the number of different actitivites performed in a /ob

Tas+ variet is the de'ree to which a /ob from be'innin' to end re)uires completition of

a whole and identifiable piece of wor+.


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Tas+ si'nificance is the de'ree to which a /ob is perceived to have a substancial impact

on others inside or outside the or'aniation.

utonom is the de'ree to which a /ob 'ives wor+ers the discretion freedom and

independence to decide how and when to accomplish the wor+.

:eedbac+ is the amount of information the /ob provides to wor+ers about their wor+

performance.

7ow do the influence the ! critical pscholo'ical states4*+ill variet tas+ identit and tas+ si'nificance influence in experienced meanin'fulness

of the wor+

utonom influence in experienced responsibilit for the outcomes of wor+ :eedbac+ influences the +nowled'e of the actual results of wor+ acitivit

3hat outcomes will result4 7ow does emploee need for 'rowth influence this process4:;T

Managing -or. Teams (+, 1#)1% 3hat is a wor+ team4 small number of people with complementar s+ills who hold

themselves mutuall accountable for pursuin' a common purpose achievin' performance

'oals and improvin' interdependent wor+ process

2%


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!% 3h are wor+ teams popular4 The help or'aniations respond to specific problems and

challen'es. thou'h wor+ teams are not the answer for ever situation or or'aniation if

the ri'ht teams are used properl and in the ri'ht settin's teams can dramaticall

improve compan performance over more traditional mana'ement approaches while also

instillin' a sense of vitalit in the wor+place that is otherwise difficult to achieve.

3hat are the advanta'es and disadvanta'es of usin' teams in or'aniations4

dvanta'es

Improve customer satisfaction= one was is to create wor+ teams that are trained to meet

the needs of specific customers

&roduct and service )ualit teams ta+e responsibilit for the )ualit of the products and

service the produce or sell.

*peed and efficienc in product development.

>mploee /ob satisfaction it 'ives wor+ers a chance to improve their s+ills. (cross

trainin'%

,ecision ma+in' because team members posses different +nowled'e s+ills abilities and

experiences a team is able to view problems from multiple perspectives. This diversit of

viewpoints increase the odds that team decisions will solve the underlin' causes of

problems and not /ust address the smptoms.

,isadvanta'es

Initiall hi'h turnover teams aren?t for everone and some wor+ers hesitate at the

responsibilit effort and learnin' re)uired in team settin's.

*ocial loafin' occurs when wor+ers withhold their efforts and fail to perform their share

of the wor+. *ocial loafin' is more li+el to occur in lar'er 'roups where identifin' and

monitorin' efforts of individual team members can be difficult.

@roup thin+in' members of hi'hl cohesive 'roups feel intense pressure not to disa'ree

with each other so that the 'roup can approve a proposed solution.

6inorit domination is especiall li+el to occur when the team leader tal+s so much

durin' team discussions effectivel discoura'in' other team members from spea+in' up.

3hen that happens team performance drop si'nificantl.


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"% Anderstand the followin' concepts related to teams

utonom is the de'ree in which wor+ers have the discretion freedom and

independence to decide how and when to accomplish their /ob. .

Team cohesiveness. Is the extent to which team members are attracted to a team and

motivated to remain in it. Team cohesiveness suffers when members are allowed to

withdraw from the team and miss team meetin' and events. It creates additional

opportunities fro teammates to wor+ to'ether. >n'a'in' in nonwor+ activities as a team

can help build cohesion. Companies build team cohesiveness b ma+in' emploees feel

that he are part of the or'aniation

*ocial loafin' behavior in which team members withhold their efforts and fail to perform

their share of the wor+.

Team sie the relationship between team sie and performance appear to be curvilinear.

Ber small or ver lar'e teams ma not perform as well as moderatel sied teams. The

ri'ht sie is between six and nine members. Team of this sie is small enou'h for the

team members to 'et to +now each other and to contribute in a meanin'ful wa and is

lar'e enou'h to ta+e advanta'e of team member?s diverse s+ills +nowled'e and

perspectives.

Team conflict. &rimar cause of team conflict is disa'reement over team 'oals and

priorities also it includes disa'reements over tas+-related issues interpersonal

incompatibilities and simple fati'ue.

Co'nitive conflict focuses on problem related differences of opinion members disa'ree

because of different experiences and expertise

ffective conflict refers to emotional reactions that can occur when disa'reements

become personal rather than professional. It results in an'er hostilit resentment distrust

apath

Team norms. Informall a'reed-on standards that re'ulate team behavior. It re'ulates the

ever da actions that allow teams to function effectivel. Teams with ne'ative norms

influent team members to en'a'e in ne'ative behaviors.

Managing /uman 0esources (+, 11)

1% 3hat is human resource mana'ement4

The process of findin' developin' and +eepin' the ri'ht people to form a )ualified wor+

force.

2% >xplain what /ob analsis


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is a purposeful sstematic process for collectin' information on the important wor+-

related aspects of a /ob.

7ow is it used b or'aniations4

It collects four +inds of information= wor+ activities such as what wor+ers do and how

when and wh the do it. The tools and e)uipment used to do the /ob. The context in

which the /ob is performed such as the actual wor+in' conditions or schedule. The

personnel re)uirements for performin' the /ob meanin' the +nowled'e s+ills and

abilities needed to do a /ob well.

3hat are /ob specification and /ob description4

8ob specification a written summar of the )ualifications needed to successfull perform

a particular /ob

8ob description a written description of the basic tas+ duties and responsibilities

re)uired of an emploee holdin' a particular /ob.

!% ,escribe how the recruitment process occurs.

:;T

,istin'uish between internal and external recruitin'.

Internal recruitin'

is the process of developin' a apool of )ualified /ob applicants from people who alread

wor+ in the compan. Internal recrutin' sometimes called promotion from withinimproves emploee commitments morale and motivation.

8ob postin' is a procedure for advertisin' /ob openin's within the compan to existin'

emploees. It helps or'aniations discover hidden talent allows emploees to ta+e

responsibilit for career plannin' and ma+es it easier fro companies to retain talented

wor+ers who are dissatisfied in their current /obs and would otherwise leave the compan

>xternal recruitin'

Is the process of developin' a pool of )ualified /ob applicants from outside the compan.

The methods include advertisin' emploee referrals wal+-ins outside or'aniations

emploment services special events and internet /ob sites.

"% 3hat is selection4 is the process of 'atherin' information about /ob applicants to

decide who should be offered a /ob.

,escribe the ma/or selection techni)ues

pplication :orms and esumes first selection devices it contain similar information

about applicant. 6a onl as+ for valid /ob related information.


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Interviews is a selection tool in which compan representatives as+ /ob applicants /ob

related )uestions to determine whether the are )ualified for the /ob . unstructured

interviews interviewers are free to as+ applicants . *tructured interviews standardied

interview )uestion are prepared ahead of time so all applicants are as+ed the same

)uestions. *emistructed intwerviews lie between structured and unstructured interviews.

Topics to avoid children a'e disabilities phsical characteristcs name citienship

lawsuits arrest records smo+in' I,* reli'ion 'enetic information.

eferencesDbac+'round chec+s emploment references are sources such as previous

emploers or cowor+ers who can provide /ob-related information about /ob candidates.


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#% 3hat is performance appraisal4

Is the process of assessin' how well emploees are doin' their /obs. It is used for

fourbroad purpose ma+in' administrative decisions (pa increase promotion% providin'

feedbac+ fro emploee development evaluatin' human resource pro'rams and for

documentation purposes.

,istin'uish between ob/ective and sub/ective performance measures.

b/ective performance measures measures of /ob performance that are easil and

directl counted or )uantified.

*ub/ective performance measures re)uire that someone /ud'e or assess a wor+er?s

performance.

E% ,escribe the !#0 de'ree feedbac+ approach to appraisal.

performance appraisal process in which feedbac+ is obtained from the boss

subordinates peers and cowor+ers and the emploees themselves.

Moti2ation (+, 13):

1% 3hat is motivation4

Is the set of forces that initiates direct and ma+es people persist in their efforts to

accomplish a 'oal.

3hat are the three elements of motivation4Initiation of effort is concerned with the choices that people ma+e about how much effort

to put forth in their /obs.,irection of effort is concerned with the choices that people ma+e in decidin' where to

put froth effort in their /obs.&ersistence of eforst is concerned with the choice that people ma+e about how lon' the

will put forth effort in their /obs before reducin' or eliminatin' those efforts.2) Fou should be familiar with the basic idea behind each of the followin' motivation

theories 6aslowGs 7ierarch of Heeds= 6cClellandGs Theor of Heeds= @oal-settin'

Theor= >)uit Theor= >xpectanc Theor= and einforcement Theor.

6aslow?s hierarch of needs- su''est that people are motivated b phsiolo'ical(food

and water% safet (phsicall and economic% belon'in's (friendship love social% esteem

(achievement and reco'nition% and self actualiation (realiin' our full potential% needs.

6cClelland?s theor of needs. *u''est that people are motivated b the need for

affiliation (to be li+ed and accepted% the need for achievement (to accomplish challen'in'

'oals % or the need for power (to influence others%


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@oal settin' theor sas that people will be motivated to the extent to which the accept

specific challen'in' 'oals and receive feedbac+ that indicates their pro'ress toward 'oal

achievement.

>)uit theor a theor that states that people will be motivated when the perceive thatthe are bein' treated fail it stresses the importance of perceptions. e'ardless of the

actual level of reard people recive the must also perceive that the are bein' treated

fairl.

>xpectanc theor. The theor that people will be motivated to the extent to which the

believe that their efforts will lead to 'ood performance that 'ood performance will be

rewarded and that the will be offered attractive reward.

einforcement theor. The theor that behavior is a function of its conse)uences that

behaviors followed b positive conse)uences will occur more fre)uentl and that behaviors followed b ne'ative conse)uenes or not followed b positive conse)uences

will occur less fre)uentl

!% 3hat are the roles of extrinsic and intrinsic rewards in motivatin' wor+ers4

>xtrinsic rewards are tan'ible and visible to others and are 'ive to emploees contin'ent

on the performance of specific tas+ or behaviors. Companies use extrinsic reward to

motive people to perform four basic behaviors /oin the or'aniation re'ularl attend

their /obs perform their /obs ell and sta with the or'aniation .

Instrinsic rewards are the natural rewards associated with perfomrin' a tas+ or activit for

its own sa+e. >xamples include a sense of accomplishment or achievement a feelin' of

responsibilit.

eaders,ip (+, 14)

1% 3hat is leadership4

Is the process of influencin' others to achieve 'roup or or'aniationa 'oals.

2% now the basic ideaJ behind each of the followin' approachesDtheories of leadership

Trait Theor


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,rive. efers to hi'h levels of effort and is characteried b achievement motivation

initiative ener' and tenacit. ;eaders alwas tr to ma+e improvement or achive

success in what the are doin'.

,esire to lead. The want to be in char'e and thin+ about was to influence or convince

other about what should or should be done

7onestD inte'rit. 7onest is bein' truthful with others is a cornerstone leadership

Inte'rit is the extent to which leaders do what the sa the will do.

*elf-confidence. Ir believin' in one?s abilities also distin'uishes leaders from

nonleaders. re more li+el to 'ain other?s confidence.

>motional stabilit. >ven when thin's 'o wron' the remain even-tempered and

consistent in their outloo+.

Co'nitive abilit. ;eaders have the capacit to anale lar'e information and see patterns

opportunities or threats where other mi'ht not see them.

nowled'e of the business. Anderstand the +e technolo'ical decisions and concerns

facin' their companies.


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@enerates awareness and acceptance of a 'roup?s purpose and mission and 'ets

emploees to see beond their own needs and self interest for the 'ood of the 'roup.

(charismatic inspirational intellectual individualied consideration%

Transactional ;eadership.


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Includes face to face interactions 6ana'ers 'enerall prefer oral communication over

written because it provides opportunit to as+ )uestions. It is a rich communication

medium because it allows mana'er to receive and asses the nonverbal communication

that accompanies spo+en messa'es( bod lan'ues facil expressions and the voice%. 3hen

the messa'e is simple a memo or email is a better medium

3ritten communication.

Includes letters email and memos. It is well suited for deliverin' strai'ht forward

messa'es and information. >mail is fastes 'rowin' communication form in or'aniations

because of convenience and speed. 7owever it lac+s the formalit of memos and lac+s

nonverbal cues.

3hat are the advanta'es and disadvanta'es of each channel4

"% 3hat is nonverbal communication4Is an communication that doesnGt involve words. lwmost alwas acoompanies verbal

communication and ma either support or contradict it.

3hat are the forms of nonverbal communication (e.'. paralan'ua'e% discussed in the

text4

inesics. (movement% are movements of the bod and face. These movements include

arm and hand 'estures facial expressions ee contact foldin' arms crossin' le's and

leanin' toward or awa from another person. It plas an incredibl important role in

communication.

&aralan'ua'e includes the pitch rate tone volume and spea+in' pattern (use of silences pauses or hesistations% of one?s voice. Ansure- people decrese their voices when the

are nervous the tal+ fast.

3h is nonverbal communication important4

Anderstandin' the different forms of non verbal communication can benefits teamwor+s

or businesses.

5% 3hat is active listenin'4

6eans assumin' half the responsibilit for succesfull communication b activel 'ivin'

the spea+er non/ud'mental feedbac+ that shows ou?ve accuratel heard what he or she

said.

7ow can one become an active listener4

Clarif responses b as+in' the speaer to explain confusin' or ambi'uous statements.

&araphrasin' is restatin' what has been said in our own words.

*ummariin' is rewin' the spea+er?s main points or emotions.


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7ow do companies set standards4

1st must enable 'oal achievement. If ou are meetin' the standard but still not achievin'

compan 'oals then the standard ma have to be chan'ed.

2nd listenin' to customer?s comments complaints and su''estions or b observin'

competitors.


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utput control is the re'ulation of wor+ersG results or outputs throu'h rewards and

incentives. It measures how wor+ers behave on the /ob it 'ives mana'ers and wor+ers

the freedom to behave as the see fit as lon' as the accomplish measurable results. It is

often couple with rewards and incentives.

Hormative control the re'ulation of wor+er?s behavior and decisions throu'h widelshared or'aniational values and beliefs. Companies that use normative controls are ver

careful about who the hire. 6ana'ers and emploees learn what the should and should

not do b observin' experienced emploees and b listenin' to the stories the tell about

the compan.

Concertive control the re'ulation of wor+ers?behavior and decision throu'h wor+ 'roup

values and beliefs. ,evelops in two phases. @roup members learn to wor+ with each

other supervise each other?s wor+ and develop 'uidin' values and beliefs. 2nd in the

emer'ence and formaliation of ob/ective rules to 'uide and control behavior.

*elf-control (self.mana'ement% is a control sstem in which mana'ers and wor+ers

control their own behavior. ;eaders and mana'ers provide wor+ers with clear

boundaraies within' which the ma 'uide and control their own 'oals and behaviors.

;eaders and mana'ers teach others the s+ills the need to maximie and monitor their

own 'oals and theories. Individuals establish self-control b settin' their own 'oals

monitorin' their own pro'ress rewardin' and punishin' themselves and constructin'

positive thou'ht patterns.

Managing Ser2ice and Manufacturing perations (+, 15):1% 3hat is operations mana'ement4

6ana'in' the dail production of 'oods and services.

3hat is productivit4

measure of performance that indicates how man inputs it ta+es to produce or create

and output. The fewer the inputs it ta+es to create an output the hi'her the productivit.

3h is it important4

:or companies. 7i'her productivit results in lower costs lower prices faster services

hi'her mar+er share hi'her profits.

:or countries. 7i'her standard of livin' increased wa'es more charitable 'ivin'.

2% 3hat is )ualit4

product or service free of deficiencies or the characteristics of a product or service that

satisfies customer needs.


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3hat are the )ualit-related characteristics for products4

eliabilit the avera'e time between brea+downs.

*erviceabilitit refers to how eas or difficult it is to fix a product.

,urabilit is the mean time to failure.

3hat are the )ualit-related characteristics for services4

eliabilitis the abilit to consistentl perform a service well. eliabilit matters more

to customers than anthin' else.

Tan'ibles. efers to the appearance of the offices e)uipment and personnel involved

with the deliver of a service.

esponsiveness is the promptness and willin'ness with which service providers 'ive

'ood service

ssurance is the confidence that service providers are +nowled'eable courteous and

trustworth.>mpath is the extent to which service provides 'ive individual attention and care to

customers?concerns and problems.

3hat is total )ualit mana'ement4

Is an inte'rated or'aniation-wide strate' fro improvin' product and service )ualit. It is

not a specific tool or techni)ue. It is a philosoph or overall approach to mana'ement that

is characteried b three principles

Customer focus means that the entire or'aniation should be focused on meetin'

customer?s needs.Customer satisfaction the result of customer focus which occurs when the compan?s

products or services meet or exceed customers Kexpectations.

Continuos improvement. Is an on'oin' commitment to increase product and service

)ualit b constantl assessin' and improvin' the processes and procedures used to

create those products and services

Bariation is a deviation in the form condition or appearance of a product from the

)ualit standard fro that product. The less a product varies from the )ualit standard or

the more consistentl a compan?s products meet a )ualit standard the hi'her the

)ualit.

Teamwor+. 6eans collaboration between mana'ers and nonmana'ers across business

function and between the compan and its customers and suppliers.

!% ,escribe the service-profit chain4

The +e behind the service profit chain is internal service )ualit meanin' the )ualit of

treatment that emploees receive from a compan?s internal service providers.


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>mploee satisfaction occurs when companies treat emploees in a wa that meets or

exceed expectations. 7ow emploers treat emploees is important because it affects

service capabilit. *ervice capabilit is an emploee perception of his or her abilit to

serve customer will. 3hen or'aniation serves its emploees in was that help them to do

their /obs well emploees are more li+el to believe that the can and ou'ht to provide

hi'h values service to customes. 7i'h value services lead to customer satisfaction lon'-

term profits and 'rowth.

3hat is service recover4

estorin' customer satisfaction to stron'l dissatisfied customers. *ometimes re)uires

service emploees not to fix mista+es but also perform heroic service acts.

Final Exam Study Guide SP16

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