Download MGMT 3000 Final Exam Solutions: Motivation, Leadership, and Communication and more Exams Business Management and Analysis in PDF only on Docsity!
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MGMT 3000 Final Exam 116 COMPLETE
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Motivation - ANSWER The set of forces that cause people to behave in certain ways
-the goal of managers is to maximize desired behaviors and minimize undesirable behavior
Determinants of individual performance - ANSWER Motivation (the desire to do the job)
Ability (the capability to do the job)
Work environment (the resources needed to do the job)
The Motivation Framework - ANSWER Need or deficiency->search for ways to satisfy need->choice of behavior to satisfy need->evaluation of need satisfaction->determination of future needs and search/choice for satisfaction
Content Perspectives - ANSWER Focus on needs and deficiencies of individuals; are approaches to motivation that try to answer the question, "What factors in the workplace motivate people?"
-Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, McClelland's Achievement, Power, and Affiliation Needs
Maslow's Hierarchy of Needs - ANSWER Must achieve one before the next:
- Physiological needs for basic survival and biological function
- Security needs for a safe physical and emotional environment
- Belongingness needs for love and affection
- Esteem needs for positive self-image/self-respect and recognition and respect from others
- Self-actualization needs for realizing one's potential for personal growth and development
Herzberg's Two-Factor Theory - ANSWER -An individual's satisfaction and dissatisfaction are influenced by two independent sets of factors- motivation factors and hygiene factors
-Theory assumes that job satisfaction and job dissatisfaction are on two distinct continuums:
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--Motivational factors (work content) are on a continuum that ranges from satisfaction to no satisfaction
--Hygiene factors (work environment) are on a separate continuum that ranges from dissatisfaction to no dissatisfaction
-Must not be dissatisfied, before you can be satisfied
McClelland's Individual Human Needs - ANSWER -The Need for Achievement: the desire to accomplish a goal or task more effectively than in the past
-The Need for Affiliation: the desire for human companionship and acceptance
-The Need for Power: the desire to be influential in a group and to be in control of one's environment
Process Perspectives of Motivation - ANSWER Focus on why people choose certain behavioral options to satisfy their needs and how they evaluated their satisfaction after they have attained their goals
-Expectancy theory
-Porter Lawler Extension of Expectancy theory
-Equity theory
-Goal Setting theory
Expectancy Theory - ANSWER -Motivation depends on how much we want something and how likely we are to get it
-Behavior is determined by a combination of personal and environmental forces
-people make decisions about their own behavior in organizations
-Different people have different types of needs, desires, and goals
-People choose among alternatives of behaviors in selecting one that leads to a desired outcome
-Model of motivation suggests that motivation leads to effort when combined with ability and environmental factors; effort results in performance; performance, in turn, leads to various outcomes that have value (valence) to employees
Porter-Lawler Extension of Expectancy Thoery - ANSWER -If performance in an organization results in equitable and fair rewards, people will be more satisfied
-High performance can lead to rewards and high satisfaction
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-Punishment (weakens undesired behavior by using negative outcomes or unpleasant consequences when the behavior is performed
-Extinction (weakens undesired behavior by simply ignoring or not reinforcing that behavior)
Schedules for Applying Reinforcement - ANSWER -Fixed interval (applied at fixed time intervals, regardless of behavior)
-Variable interval (applied at variable time intervals)
-Fixed ratio (applied after a fixed number of behaviors, regardless of time)
-Variable ratio (reinforcement applied after a variable number of behaviors, regardless of time)
Behavior Modification (OB Mod) - ANSWER -A method for applying the basic elements of reinforcement theory in an organizational setting
-Specific behaviors are tied to specific forms of reinfrcement
Motivational Strategies - ANSWER -Empowerment (the process of enabling workers to set their own goals, make decisions, and solve problems within their sphere of influence)
-Participation (the process of giving employees a voice in making decisions about their work)
New Forms of Working Arrangements - ANSWER -Compressed work schedule (5 days, 8 hours a day)
-Nine eighty schedule (get every other Friday off)
-Flexible work schedules/flextime (people can come in and work whenever they want as long as they get the work done; work at home)
-Job sharing (split a full time job)
Reward Systems - ANSWER -Merit (an example is a raise at the end of the year based on performance)
-Incentive (a one time thing)
-Gainsharing/Profit Sharing (motivation to work harder because the employee will get some of the profits back)
-Executive Compensation (stock options, bonuses, base pay)
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The Nature of Leadership - ANSWER -Process: what leaders actually do
-Property: who leaders are (naturally a good leader)
-Leadership vs. Management (leadership is motivating people without forcing, management is getting tasks done. Someone may be charismatic but have poor management skills)
Leadership Traits - ANSWER Things about a person as opposed to what they actually do
Leadership Behaviors - ANSWER More directly linked to good leaders; how you use or show your traits
-Job centered behavior
-Employee centered (more successful)
Charismatic Leadership - ANSWER Politicians usually have this natural ability
Transformational Leadership - ANSWER Being out in front and providing visionary leadership
What leads to a subordinates' motivation to perform? - ANSWER The subordinates' personal characteristics (perceived ability, locus of control), leader behaviors (directive, supportive, participative, achievement oriented), and environmental characteristics (task structure, work group)
Factors other than the leader can motivate an employee - ANSWER -Subordinate: ability, experience, need for independence, professional orientation, indifference towards organizational goals
-Task: routineness, the availability of feedback, intrinsic satisfaction
-Organization: formalization, group cohesion, inflexibility, a rigid reward structure
Political Behavior - ANSWER -The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes
-Common political behaviors:
--Inducement (offering to give something to someone else in return for that person's support)
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Disadvantages of Oral Communication - ANSWER May suffer from inaccuracies, leaves no permanent record
Advantages of Written Communication - ANSWER Tends to be more accurate, provides a record of communication
Disadvantages of Written Communication - ANSWER Inhibits feedback and exchange, is more difficult and time consuming
Information Systems - ANSWER Transaction Processing System (TPS), Management Information System (MIS), Decision Support System (DSS), Executive Support Systems (ESS), Artificial Intelligence (AI) and Expert Systems, Intranet and Extranets, Personal Electronic Technology
Transaction Processing System (TPS) - ANSWER A system designed to handle routine and recurring transactions
Management Information Systems (MIS) - ANSWER Supports an organization's managers by providing daily reports, schedules, plans, and budgets
Decision Support System (DSS) - ANSWER An interactive system that automatically searches for, manipulates, and summarizes information needed by managers for specific decisions
Executive Information Systems (EIS) - ANSWER A quick-reference, easy-access application of information systems specially designed for instant access by upper-level managers
Artificial Intelligence (AI) and Expert Systems - ANSWER Information systems designed to imitate the thought process of human experts; are capable of learning
Intranet and Extranets - ANSWER Firewall-protected private networks for internal company use by employees that become extranets when selected outsiders are given limited access
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Personal Electronic Technology - ANSWER Technological advances have created opportunities for quickly disseminating and contacting others in the organization
-Fax machines, cell phones, copiers, personal computers, and PDAs
-Corporate intranets and the Internet
Grapevine - ANSWER An informal communication network that can permeate an organization, is actually very accurate; "watercooler talk"
Nonverbal Communication - ANSWER Any exchange that does not use words, or uses words to carry more meaning than the strict definition of the words themselves
-Facial expression
-Inflection and tone of voice
-Words in the message 7%, Inflection and tone 38%, Facial expression 55%
Kinds of nonverbal communication practiced by managers - ANSWER -Images (the kinds of words people elect to use to give emphasis and effect to what they say)
-Settings (boundaries, familiarity, home turf are symbols of power and influence how people choose to communicate in organizations)
-Body Language (how people of different cultures and backgrounds physically position themselves and react to the stance and body movements of others has a strong influence on communications between individuals)
Individual Barriers to Effective Communication - ANSWER Conflicting or inconsistent signals, credibility about the subject, reluctance to communicate, poor listening skills, predispositions about the subject
Organizational Barriers to Effective Communication - ANSWER Semantics, status or power differences, different perceptions, noise, overload, language differences
The Purpose of Control is to... - ANSWER Adapt to environmental change, limit the accumulation of error, cope with organizational complexity, and minimize costs
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-Budgets may be expressed in financial terms, units of output, or other quantifiable factors
Types of Budgets - ANSWER -Financial Budget (sources and uses of cash)
-Operating Budget (planned operations in financial terms)
-Nonmonetary Budget (planned operations in nonfinancial terms)
Financial Statements - ANSWER -A profile of some aspect of an organization's financial circumstances
-Balance sheet, income statement
Balance Sheet - ANSWER A listing of assets, liabilities, and stockholder's equity at a specific point in time that summarizes the financial condition of the organization
Income Statement - ANSWER Summary of financial performance, revenues less expenses as net income, over a period of time, usually one year
Ratio Analysis - ANSWER The calculation of financial ratios to assess some aspect of the organization's financial health
-liquidity ratios
-debt ratios
-return ratios
-coverage ratios
-operating ratios
Liquidity ratios - ANSWER Show how readily the firm's assets can be converted to cash
Debt ratios - ANSWER Reflect the firm's ability to meet long term financial obligations
Return ratios - ANSWER Show how much investment return the firm is generating relative to the value of its assets
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Coverage ratios - ANSWER Estimate the ability of the firm to pay the interest expenses on money it has borrowed
Operating ratios - ANSWER Demonstrate the efficiency of the firm's functional operations
Financial Audits - ANSWER An audit is an independent appraisal of an organization's accounting, financial, and operational systems
External Audits - ANSWER Financial appraisals conducted by experts who are not employees of the organization
Internal Audits - ANSWER Appraisals conducted by employees of the organization
Structural Control - ANSWER Bureaucratic control and decentralized control
Bureaucratic Control - ANSWER A form of organizational control characterized by formal and mechanistic structural arrangements
Decentralized Control - ANSWER An approach to organizational control characterized by informal and organic structural arrangements
Strategic Control - ANSWER -Control aimed at ensuring that the organization is maintaining an effective alignment with its environment and moving toward achieving its strategic plan
-Focuses on structure, leadership, technology, human resources, and informational and operational systems
-Focuses on the extent to which an implemented strategy achieves the organization's goals
International Strategic Control - ANSWER -Focuses on whether to manage the global organization from a centralized or decentralized perspective
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-Strategic goals cannot be met if there are deficiencies and insufficiencies in operations resources
Supply Chain Management - ANSWER The process of managing operations control, resource acquisition and purchasing, and inventory, and thus improving overall efficiency and effectiveness
Operations Management as Control - ANSWER Operations management can be used as a control by coordinating ti with other organizational functions to insure that the system focuses on the elements that are most crucial to goal attainment
Purchasing Management (Procurement) - ANSWER Controlling the buying of the materials and resources is at the heart of effective supply chain management
Inventory Management - ANSWER -Inventory control/Materials control (managing the organization's inventories: raw materials, work in process, finished goods, and products in transit)
-Just in time/JIT method (an inventory system that has necessary materials arriving as soon as they are needed so that the production process is not interrupted)
Quality - ANSWER -The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs
-Quality is both a relative and absolute concept
-Quality is relevant to both products and services
Malcolm Baldrige Award - ANSWER Named after a former Secretary of Commerce, this prestigious award is given to firms that achieve major quality improvements
Productivity - ANSWER Quality enhancement programs serve to:
-Decrease the number of defects
-Reduce resources dedicated to rework
-Reduce the need for inspectors as employees become responsible for quality
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Costs - ANSWER Improved quality reduces costs from:
-Customer returns
-Warranty
-Lawsuits for faulty products
-Lost sales to future customers
Eight Dimensions of Quality - ANSWER Performance, Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived quality
Performance - ANSWER A product's primary operating characteristic
Features - ANSWER Supplements to a product's basic functioning characteristics
Reliability - ANSWER A probability of not malfunctioning during a specified period
Conformance - ANSWER The degree to which a product's design and operating characteristics meet established standards
Durability - ANSWER A measure of product life
Serviceability - ANSWER The speed and ease of repair
Aesthetics - ANSWER How a product looks, feels, tastes, and smells
Perceived Quality - ANSWER As seen by a customer
Value Added Analysis - ANSWER A comprehensive evaluation of all work activities, material flows, and paperwork to determine that value was added
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Total Factor Productivity - ANSWER An overall indicator of how well an organization uses all of its resources to create all of its products and services
Productivity=outputs/inputs
Labor Productivity - ANSWER A partial productivity ratio that uses only one category of resource (labor) to gage the organization's productivity in utilizing that resource
Labor productivity=outputs/direct labor
Improving Operations - ANSWER -Spending more resources on research and development helps identify new products, new uses for existing products, and new methods for making products
-Reworking transformation processes and facilities can boost productivity
Increasing Employee Involvement - ANSWER -Increased employee participation can increase quality and productivity
-Cross training of employees allows the firm to function with fewer workers
-Rewards are essential to the success in improving productivity
