MAN 3025 Exam 1 1 6 10 participants generally the number of people who participate in a nominal group technique NGT 2 change for successful business organizations the only constant is 3 citizen behaviors personality is a modest predictor of actual job performance but a much better predictor of 4 conceptual human and technical 3 key managerial skills are 5 conscientiousness personality trait that uniformly predicts how highly performance oriented a person will be 6 customers and employees the 2 stakeholders most often emphasized in mission statements 7 difficult to enter using Porter s analysis firms are likely to generate higher profits if the industry is 8 effective controlling requires the existence of plans b c planning provides the necessary performance standards or objectives 9 employees who participate in planning change efforts tend to have more positive opinions about change b c they ll have a sense of ownership of planned change more likely to be on board 10 empowerment allowing individuals to work on their own with little supervision False T F in tall structures there s greater level of freedom of action for each employee False T F operating in global markets is a new concept for business organizations False T F stereotypes are generalizations based on an individual characteristic False T F Nominal Group Technique NGT requires extensive preparation and supplies False T F the best vision statements create harmony with regard to the status quo False T F functional structures tend to be effective when an organization has a large number of products services requiring special attention False T F biased visual perception may not necessarily lead to inaccurate inferences about the people and objects around us 11 12 13 14 15 16 17 False T F organizational commitment is the unemotional attachment people have toward the company they work for False T F studies show that our personality does NOT have lasting consequences for us False T F ethics implies deciding on a course of action when clear decision rules are available False T F in order to convince people that change is needed the change leader must convince every person individually False T F not all organizations need strategies to survive and thrive False T F strategic management process is the coordinated means by which an organization chooses its mission and vision False T F leadership involves the use of power and authority while management involves the use of non coercive influence False T F only supervisors are affected by the principles of management firms perform better with clearly communicated widely understood and collectively shared mission and vision a firm s strategy captures how vision and mission will be achieved formalization reduced innovativeness occurs b c employees are used to behaving in a certain manner is a disadvantage of which organization structure high power distance people expect unequal power distribution in societies of human financial and material resources managers are responsible for getting activities completed efficiently and achieving the firm s goals by utilizing 31 individual achievement countries with low collectivism emphasize intentions rather than actual behaviors attitudes are more strongly related to IT finance accounting HR and manufacturing departments of functional structures job satisfaction organizational committment 2 job attitudes that have the greatest potential to influence how we behave 18 19 20 21 22 23 24 25 26 27 28 29 30 32 33 34 leadership management and strategy the principles of management are primarily drawn from the academic fields of 36 make change permanent organization may benefit from sharing results of change efforts w employees in order to management often refers to the act of getting things done through the efforts of other people managing diversity the changing demographics is most important to the major challenge of 35 37 38 clearly linked to gaining a competitive advantage managing human resources 40 matrix structure potential conflict w team members and team leaders is a disadvantage of which structure mission statement communicates the organization s reason for being and how it aims to serve its key stakeholders monitor outcomes the final step in the ethical decision making process organizational change can take the form of structure strategy policiesculture organizational citizenship behaviors voluntary behaviors employees perform to help others and benefit the organization 45 organizing the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives the origin of personality the Nature vs Nurture debate is focused on perceiver target situation the 3 components of the perception process personality in relation to work behavior when engaging in job design or enrichment a manager should consider 49 Peter Drucker contributed to the field of management productivity through people lean management focus on customer relations planning leading organizing and controlling the 4 functions of management are 51 selective perception focusing on some aspects of the environment and ignoring other elements shareholders wealth affected by firm s strategies increases or decreases with firm s actions 39 41 42 43 44 46 47 48 50 52 53 stakeholders the parties who have some influence over the organization or stake in its future stereotyping believing that women are more cooperative than men or that men are more assertive than women are examples of strategic management essentially understanding choices organizations make in order to achieve specific goals and objectives to fulfill a firm s mission and vision 54 55 strategic tactical and operational 3 different types of planning used in the function of management are 57 strategy how the firm aims to realize its mission and vision subordination of individual interest the interests of one person should never take precedence over what is best for the company as a whole is an example of which of Fayol s principles of management successful empowerment requires motivated skilled workers and managers focused on employee development and power sharing systematic and organized approach characteristics of MBO includes 61 Taylorism the scientific approach to management is sometimes referred to as True T F some employees are more comfortable in a centralized organization where manager confidently gives instructions and makes decisions True T F the
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