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Final Exam Study MGMT 6100 Questions With Complete Solutions
- neglecting the other side's problem Correct Answers if you don't understand the deal from other side's perspective, you can't solve his problem. EX: tech company creates cheap way of detecting gas links couldn't sell. why? EPA permitted leaks up to 1500 wile new tech detected 8-oz leaks fearing the devise would spawn regulatory trouble
- letting price bulldoze other interests Correct Answers most deals involve interests BESIDES price: positive working relationship, social contract, deal-making process 3 levels of organizational culture Correct Answers artifacts, values, assumptions 3 responses to power Correct Answers resistance, compliance, commitment
- letting positions drive out interests Correct Answers incompatible positions may mask compatible interests. your gain ins't necessarily opponent's loss effective negotiators whould focus on reconciliation of interests, not issues or positions EX: environ. and farmers oppose dam. compatible interests underlay irreconcilable positions: farmeres want flow,
environmentalists want wildlife protext, power company wants green image. agree to smaller dam, water-flow, habitat conserve, everyone wins 360 feedback Correct Answers includes superiors, subordinates, peers, and even customers in the appraisal process
- searching too hard for common ground Correct Answers different interests can give each party what it values most at min cost for other EX: acquirer and entrepreneur disagree on future. buyer agrees to pay fixed amount now and contingent amount later, based on performance. both find deal more attractive than walking away 5 skills of emotional intelligence Correct Answers self- awareness self-regulation motivation empathy social skill 5 stages of team development Correct Answers forming, storming, norming, performing, adjourning
- neglecting BATNA Correct Answers BATNAs represent actions if proposed deal isn't possible EX: company wants to sell had 2 bidders. speculating each might pay inflated price, seller ensures each knew rival was looking. sold for overprice
use when issue is more important to other party, when person seeks to build social capital, important to preserve friendly relationship Adam's Equity Theory Correct Answers A theory that states that people will be motivated when they perceive that they are being treated fairly; the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions Adjourning Correct Answers members prepare for disbandment affective (relationship) conflict Correct Answers conflict in which individduals attack each other's personalities through criticism, threats, insults destructive conflict focused on emotions and differences between two parties Alderfer's ERG Theory Correct Answers existence, relatedness, growth More than one need at a time when individuals are frustrated to satisfy one need they may regress to another artifacts - 5 things Correct Answers mission statement rituals stories
rules/policies physical layout artifacts - definition Correct Answers visible org structures, processes day to day behavior that can be observed asch studies Correct Answers line experiment, giving wrong answers on purpose assumptions Correct Answers behavior stemming from beliefs held by a group that are no longer visible but deeply embedded underlying essence of why members act as they do attraction-selection-attrition Correct Answers culture maintenance attraction: employees attracted to org where they fit selection: companies looking for people to fit into culture attrition: org eliminates candidates who don't fit authority Correct Answers people defer to experts, expose your expertise; don't assume it's self evident avoid getting stuck in the storming phase Correct Answers - Normalize conflict -Be inclusive
-Competition for scarce resources -Stereotyping the other group as "the enemy" causes of interpersonal conflict Correct Answers need to influence the work of others interdependence of individuals who must coordinate their work to achieve common goal perceptions that achievement of goals come at expense of another's ability to attain goals lack of communication that lead to negative assumptions about motives and intentions of others characteristics of change leaders Correct Answers listen comunicate involve train coalition Correct Answers engaging help of others to persuade response: resistance coercive power Correct Answers gives ability to punish for behavior cognitive (task-related) conflict Correct Answers constructive results from disagreements over work issues like schedules, assignments, processes
elements of creativity and adaptation can lead to identification of new alternatives and ideas collaborating - conflict mgmt Correct Answers solve a problem together because the positions of both are perceived as equal important. both parties committed to solution and treated fairly both views are too important to abandon and commitment from both sides is needed combating resistance to change Correct Answers resources (people, equipment, capital) processes values compromising - conflict mgmt Correct Answers reach agreement quickly because prolonging can distract from work and cause bitterness. less-effective solutions use when both sides are important or when temporary fast solution needed consistency Correct Answers People align with their clear commitments, make their commitments active, public, and voluntary constructive conflict Correct Answers team needs to engage in constructive (task-related) conflict and not relationship conflict
culture's affect on performance Correct Answers increased revenue, sales, market share. right culture is competitive advantage wrong culture is disastrous Discipline of Teams (Katzenbach, Smith) Correct Answers 1. common purpose
- specific performance goals
- complementary skills
- strong commitment
- mutual accountability distributive negotiation Correct Answers Single-issue negotiations that are assumed to be part of a "fixed pie" where one person's gain is the other person's loss
- distribution of resources
- focus on winning
- notion of limits
- bargaining zone of framework Diversity types Correct Answers surface-level deep-level separation variety disparity
Emotional Intelligence Correct Answers recognizing our own feelings and those of others for motivating ourselves and managing emotions and relationships productively empathy Correct Answers pitch a project to Japan. team interprets silence as disapproval. consultant reads body language and senses interest. keeps meeting and they get the job exchange Correct Answers offering something valuable in return for cooperation response: commitment expert power Correct Answers indvidual having special knowledge/skill Fiedler's Contingency Theory Correct Answers LPC theory Depend upon unique characteristics of the situation. Goal of theory is to match specific situation with leadership style most appropriate for situation. Survey for least-preferred coworker. If you could describe positive, high LPC (which equals people-oriented). Situation deemed favorable, medium, unfavorable depending on leader-subordinate relations, position power, task structure forcing/competing - conflict mgmt Correct Answers satisfies your needs rather than other person because staying committed is more important than upsetting someone else
- masculinity v. femininity
- uncertainty avoidance
- long term orientation v. short term orientation
- indulgence v. restraint House's Path-Goal Theory of Leadership Correct Answers Leaders affect performance by clarifying the behaviors (paths) that will lead to desired rewards (goals) Expectation based on efforts leading to high performance, leading to rewards, leading to value Leaders define goals, clarify path, remove obstacles, provides support Employee characteristics = ability level, preferences, locus of control, achievement motivation Directive, supportive, participative, achievement-oriented how to create a model for change Correct Answers tells clearly what is being changed and why offers hope fits expectations an appeal to logic AND emptions desirable, feasible, relevant how to create cohesive team Correct Answers align group with greater org
let members have choices in setting goals define clear roles situate in close proximity frequent praise dignity and respect celebrate differences common rituals how to create dissatisfaction / unfreezing Correct Answers benchmarking info about competitors employee attitude survey dialogue about meaning of the data setting high standards NEEDS influential leaders impact of values on culture - grid Correct Answers left: intensity of values right: agreement about values high intensity, low agreement = competing forces low intensity, low agreement = weak culture
Interactionist View Correct Answers behavior is a function of the person and the situation interacting with each other. Behavior is more than just individual traits. interpersonal conflict Correct Answers between two or more people intrapersonal conflict Correct Answers within a person job empowerment Correct Answers Delegating decision- making power to workers over their areas of work, which should help to boost their overall morale Structural and felt job enlargement Correct Answers A technique to relieve monotony and boredom that involves (HORIZONTAL) assigning workers additional tasks at the same level of responsibility to increase the number of tasks they have to perform or (VERTICAL) give workers more control over how they perform job rotation Correct Answers a job enrichment strategy that involves moving employees from one job to another reduces monotony, increases skill, increases scheduling flexibility, process for knowledge transfer
John P. Kotter's Eight-stage Process for Change Correct Answers 1. Create a sense of urgency when introducing the change effort.
- Build a coalition.
- Create a vision for change and make change a part of the vision. 4.Communicate a plan for change
- Empower Action: Eliminate obstacles to change
- Create small wins
- Build on change, don't declare victory too soon
- Make change a part of culture. Anchor Changes Leader definition Correct Answers leaders produce change - set direction, align people, motivate Leader-Member Exchange (LMX) Theory Correct Answers Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis. In groups and out groups Stranger -- acquaintance -- mature partnership
avoid imprecise language raise concerns without blaming determine source of disagreement at impasse Management by Objectives (MBO) Correct Answers systematic approach to ensure individual and org goals are aligned
- set goals derived from corporate strategy
- determine team/dept goals
- collaborate individual goals
- develop action plan
- review and revise Manager definition Correct Answers managers produce orderly results - planning, budgeting, organizing, staffing, control and solve problems Managerial Grid Correct Answers Ideal style of management is high task and high people. Y-axis is people, x-axis is task. Low-low = impoverished management Low-high = country club management Mid-mid = Middle of the road management High-low = produce or perish management High-high = team management
managing cultural diversity Correct Answers help build cultural intelligence avoid ethnocentrism listen to locals recognize change don't assume culture is the problem managing diversity Correct Answers build culture of respect accountable for diversity training programs review recruitment affirmative action programs Maslow's Hierarchy of Needs Correct Answers physiological, safety, love/belonging, esteem, self-actualization for a job = base salary, job security/benefits/environment, friends/inclusion, title/prestige, autonomy McClelland's Acquired Needs Theory Correct Answers states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace Michigan and Ohio studies Correct Answers Behavioral approach. Task-oriented behaviors (initiating structure) are directives given to employees to get things done. People- oriented behaviors (consideration) is treating employees with respect, concern, empathy. Michigan = Job and Employee on same spectrum
