Multiple choice questions are worth 2 points each There are 50 MC questions on the exam Review the following to be prepared for this portion of the test Hawthorn Studies page 6 Hawthorne manipulated workplace factors lighting and temp length of breaks man agement styles etc and studied the effects on productivity Many of his findings have been shown to be inaccurate in today s modern workplace Theory X and Theory Y page 6 McGregor came up with 2 approaches to management Theory Y shows a positive approach to management Says that work is a natural activity people are capable of managing themselves if they are motivated they are imaginative and creative Theory X shows a negative and outdated approach to management Most people despise work Must be punished or threatened in order to be productive People prefer to be directed Contingency approach to management page 7 Book definition calls for using management concepts and techniques in a situationally appropriate manner instead of trying to rely on one best way In other words different management techniques depend on the context of the situation There is no one best way Social capital page 10 Definition Social capital is productive potential resulting from strong relationships good will trust and cooperative effort Can be built internally or externally Internal examples mentoring relationships joining company softball team external examples Going to a conference to meet people from other companies or joining local organizations to identify new customers Organizational culture page 37 Definition Organizational culture is the set of shared taken for granted implicit as sumptions that a group holds and that determines how it perceives thinks about and reacts to its various environments Layers of observable culture Observable artifacts manner of dress awards myths etc Espoused values values and norms in an organization ex sustainability Basic Assumptions assumptions that are unobservable but are part of an organi zation for example Apple is known for groundbreaking innovation Global mindset requirements page 59 3 ways to develop a global mindset invest in social intellectual psychological capital Social capital is the ability to form connections and bring people together charac terized by intercultural empathy interpersonal impact and diplomacy Psychological capital is the openness to other cultures and willingness to change characterized by passion for diversity thirst for adventure and self assurance Intellectual capital knowledge of international business and ability to learn char acterized by global business savvy cognitive complexity ability to analyze and connect multiple elements and cosmopolitan outlook How culture is learned Learning cultural in an organization is a 3 part process First by doing research of the company before the interview process secondly by learning more about the organization through the interview and hiring process and thirdly by the process of actually being hired and trained for the job Cultural can be learned outside of organizations through observation parents teachers etc Ethnocentrism the belief that one s native country culture language and modes of behavior are superior to all others GLOBE project Managerial implications of perception page 66 Massive global research projective to measure how countries value 9 different factors Countries ranked high or low 1 Power distance how much unequal distribution of power should there be 2 Uncertainty avoidance How much should people rely on social norms rules to avoid uncertainty and limit unpredictability 3 Institutional collectivism How much should leaders encourage and reward loyalty to the social unit as opposed to the pursuit of individual goals 4 In group collectivism How much pride and loyalty should individuals have for 5 Gender egalitarianism how much effort should be put into minimizing gender 6 Assertiveness How confrontational should individuals be in social relation their organization discrimination ships 7 Future orientation How much should people delay gratification by planning and saving for the future 8 Performance orientation how much should individuals be rewarded for im provement and excellence 9 Humane orientation how much should society encourage and reward people for being kind fair and friendly Kelley s Model of Attribution Page 92 People make causal attributions after gathering information about 3 dimensions of behavior consensus distinctiveness and consistency Consensus comparison of your own behavior with your peers behavior think Distinctiveness compares a persons behavior on one task with behavior on an Consistency judges a person s performance on a task over time think time When someone either knowingly or unknowingly tries to find shortcuts in making people other task think tasks Perceptual errors page 88 judgments of others Types Halo effect When you take this shortcut you are taking an impression that might have been created for one situation or person and letting that influence your opinion in other situations or individuals Central tendency tendency to avoid extreme judgements and rate people and objects as average or neutral Recency effects you recall only the more recent piece of information you re ceive Ex you remember the last task I presented to you the best as it was the last one hence it was more recent in your mind Contrast effects You contrast between the decision item and the reference item to make a comparison decision Leniency a personal characteristic that leads an individual to consistently eval uate other people or objects in an extremely positive fashion Types of memory page 89 Event memory contain information on specific and general events Semantic memory general knowledge about the world Person memory contains information about a single individual or groups of peo ple Attribution theory page 92 people attempt to infer causes for observed behavior causal attributions are suspected or inferred causes of behavior Big Five Traits Page 119 extraversion outgoing talkative social Agreeableness Trusting good natured cooperative Conscientiousness dependable responsible achievement oriented Emotional stability Relaxed secure unworried Openness to experience Intellectual imaginative curious broad minded Locus of control page 129 Internal Locus of control people who believe they control the events and conse quences that affect their lives external locus of control people who believe their performance is the product of
View Full Document
Unlocking...