Download UCF MAN 3025 Final Exam Solutions: Organizational Behavior and Management and more Exams Business Systems in PDF only on Docsity!
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UCF MAN 3025 Final Exam 134 correct
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Organization - ANSWER-a collection of people working together to achieve a common purpose
Hawthorne "initial study - ANSWER-sought to determine how economic incentives and physical conditions of the workplace affected the output of workers. Initial focus was on the level of illumination in the manufacturing facilities
Theory X - ANSWER-assumes people dislike work, lack ambition, act irresponsibility, and prefer to be led
Theory Y - ANSWER-assumes people are willing to work, like responsibility, and are self-directed and creative
Positive reinforcement - ANSWER-involves giving a reward when desired behavior occurs, in order to increase the likelihood that the behavior will be repeated
Three components of perceptual process - ANSWER-Sensation, attention, perception
Six factors that affect the attention process - ANSWER-size, intensity, frequency, contrast, motion, novelty
Perceptual organization - ANSWER-the process of grouping environmental stimuli into recognizable patterns
Principles to organize sensations - ANSWER-Figure-ground, similarity, proximity, closure
Figure-ground - ANSWER-people tend to perceive objects that stand against a background
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Similarity - ANSWER-stimuli that have a common physical traits are more likely to be grouped together than those that do not.
Proximity - ANSWER-stimuli that occur in the same proximity, either in space or in time, are oftern associated
Closure - ANSWER-most stimuli is perceived incomplete, we naturally tend to extrapolate information and project additional information to form a complete picture
Halo effect - ANSWER-perceptual error in which individuals allow one characteristic about a person to influence thier evaluation of other personality characteristics
Primary effect - ANSWER-the tendency for first impressions and early information to undully influence our evaluations and judgment
Projection - ANSWER-a form of perceptual bias in which we project our own personal feelings and attitudes onto others as a means of helping us interpret their attitudes and feelings
Selective perception - ANSWER-a source of perceptual errors caused by people choosing to perceive only the information that they find acceptable
Stereotyping - ANSWER-the process of using a few attributes about an object to classify it and then responding to it as a member of a category rather than as a unique object
Discrimination and prejudice - ANSWER-unreasonable bias associated with suspicion, intolerance, or an irrational dislike for people of a particular race, religion, or sex
Self-fulling prophecy - ANSWER-a phenomenon that occurs when a person acts in a way that confirms another's expectations
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Introversion - ANSWER-refers to those who are shy, antisocial, passive, and quiet
Internal locus of control - ANSWER-believe that the rewards they receive are internally controlled by their own actions
External locus of control - ANSWER-believe external forces such as luck, chance, or fate control their lives and determine their rewards and punishments
Four information cues of Self-Efficacy - ANSWER-Enactive mastery, vicarious, experience, verbal pesuasion, perceptions of one's physiological state
Three attitude comoponents - ANSWER-cognitive, affective, behavioral
Cognitive component - ANSWER-consists of the beliefs and information a person processes about the attitude. This information includes descriptive data such as facts, figures, and other specific knowledge
Affective component - ANSWER-consists of the person's feelings and emotions toward the attitude object. This component involves evaluation and reaction, and is often expressed as a liking or disliking for the attitude object
Behavioral tendency component - ANSWER-refers to the way the person intends to behave toward the object, such as whether the person intends to follow, help, injure,abandon, or ignore the attitude object
Four dimensions of Emotional Intelligence - ANSWER-Self awareness, self-management, social awareness, relationship management
Three characteristics associated with organizational commitment - ANSWER-normative, affective, continuance
Normative commitment - ANSWER-a strong belief in and acceptance of the organization's values and goals
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Affective commitment - ANSWER-a strong emotional attachment to the organization and a willingness to exert considerable effort in behalf of it
Continuance commitment - ANSWER-a strong desire to maintain membership in the organization
Four reasons why people join groups - ANSWER-goal accomplishment, personal identity, affiliation, emotional support
Stages of group developement - ANSWER-orientation (forming), confrontation (storming), differentiation (norming), collaboration (performing), separation (adjourning)
Types of role conflict - ANSWER-intrasender role, intersender role, person-role, role overload
Intrasender role conflict - ANSWER-occurs when a single role sender communicates incompatible role expectations to the focal person
Intersender role conflict - ANSWER-occurs when two or more role senders communicate incompatible expectations to the focal person
Person-role conflict - ANSWER-occurs when people are asked to behave in ways that are inconsistent with their personal values
Reasons group norms are created and enforced - ANSWER-they identify the "rules of the game" which helps the group survive, they teach group members how to behave and make their behavior more predictable, they help the group avoid embarrassing situations, they express the central values of the group and clarify what is distinctive about its identity
Three motives for conforming to group norms - ANSWER-Compliance, identification, internalization
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Consulting - ANSWER-the leader presents the problem to the group and obtains their suggestions and preferences before making the decision
Delegating - ANSWER-the leader may delegate the decision and its implementation to the group and let them handle it on their own, or the leader may join the group and participate as any other member in making and implementing the decision
Four constraints imposed on Leader behavior - ANSWER-external factors, organizational policies, group factors, individual skills and abilities
Six ways culture is maintained in an organization - ANSWER-selection and retention of employees, the allocation of rewards and status, the reactions of leaders, the rites and ceremonies, the stories and symbols, the reactions to crises
Hofstede's 4 cultural values - ANSWER-power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. fremininity
Power distance - ANSWER-the acceptability of status differentials between members of a society
Uncertainty avoidance - ANSWER-the degree of ambiguity and uncertainty people are willing to tolerate
Individualism vs. collectivism - ANSWER-the degree to which people are willing to act individually as a unique person versus as a uniform member of a group
Masculinity vs. femininity - ANSWER-the degree to which gender role differences are emphasized in terms of valuing assertive and aggressive male roles over more tender feminine attrributes
Six moral intensity components - ANSWER-magnitude of the consequence, social consensus, probability of effect, temporal immediacy, proximity, concentration of effect
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Magnitude of the consequence - ANSWER-the anticipated level of impact of the outcome of a given action
Social consensus - ANSWER-the extent to which members of a society agree tht an act is either good or bad
Probability of Effect - ANSWER-the moral intensity of an issue rises and falls depending on how likely people think the consquences are
Temporal immediacy - ANSWER-a function of the interval between the time the action occurs and the onset of its consequences
Proximity - ANSWER-the physical, psychological, and emotional closeness the decision maker feels to those affected by the decision
Concentration of Effect - ANSWER-the extent to which consequences are focused on a few individuals or dispersed across many
Corporate Responses - ANSWER-Defenders, Accommodaters, Reactors, Anticipators
Five criteria that make information useful - ANSWER-timely, high quality, complete, relevant, understandable
Timely - ANSWER-the infomation is available when needed; it meets deadlines for decision making and action
High quality - ANSWER-the information is accurate and it is reliable; it can be used with confidence
Complete - ANSWER-the information is complete and sufficient for the task at hand; it is as current and up-to-date as possible
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Vision - ANSWER-clarifies the purpose of the organization and expresses what it hopes to be in the future
Tactical plan - ANSWER-helps to implement all or parts of a strategic plan
Functional plan - ANSWER-indicate how different operations within the organization will help advance the overall strategy
Five guidelines for Great goals - ANSWER-specific, timely, measurable, challenging, attainable
Specific goals - ANSWER-clearly target key results and outcomes to be accomplished
Timely goals - ANSWER-linked to specific timetable and "due dates"
Measurable goals - ANSWER-described so results can be measured without ambiguity
Challenging goals - ANSWER-include a stretch factor that moves toward real gains
Attainable goals - ANSWER-although challenging, realistic and possible to achieve
Improvement objectives - ANSWER-describe intentions for specific performance improvements
Personal development objectives - ANSWER-describe intentions for personal growth through knowledge and skills development
Eight steps to the communication process - ANSWER-source, message, encoding process, channel, receiver, decoding process, feedback, noise
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Source - ANSWER-sender, originator of the message and may be one person or several people working together
Message - ANSWER-is the stimulus the source transmits to the receiver and is composed of symbols designed to convey the intended meaning, such as words, body language, etc
Encoding process - ANSWER-transforms the intended message into the symbols used to transmit the message
Channel - ANSWER-the means by which the message travels from a source to a receiver
Receiver - ANSWER-is the person who receives the message and has the responsibility to interpret it
Decoding process - ANSWER-involves translating the message and interpreting it
Feedback - ANSWER-from the receiver back to the sender is actually another message indicating the effectiveness of the communication
Noise - ANSWER-refers to anything that disrupts the transmission of the message or feedback
Directions communication flows - ANSWER-upward, downward, horizontal, Grapevine
Downward Communication - ANSWER-follows the organizational hierarchy and flows from higher level people to those in lower levels
Upward Communication - ANSWER-designed to provide feedback on how well the organization is functioning. lower level employees are expected to provide feedback to uper level employees
Horizontal Communication - ANSWER-is lateral communication between peers; it does not follow the formal organizational hierarchy
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What was found in the review of peer ratings within the military - ANSWER-peer ratings were more valid predictors of leadership performance than were ratings by supervisors
Organizational structure - ANSWER-the arrangement of jobs and the relationship among the jobs in an organization
Organizational design - ANSWER-the process of deciding on the type of structure appriopriate for an organization, particularly regarding its division of labor, departmentalization, span of control, delegation of authority, and coordinating mechanism
Division of labor - ANSWER-the process of dividing work into specialized jobs that are performed by separate individuals
Functional departmentalization - ANSWER-creating departments by grouping jobs that all perform similar functions
Mechanistic organizational structure - ANSWER-a formal organizational structure characterized by highly specialized tasks that are carefully and rigidly defined, with a strict heirarchy of authority to control them.
Organic organizational structure - ANSWER-characterized by people who work together in an informal arrangement, sharing ideas and information, and performing a variety of tasks based on whatever is needed to accomplish the group's task
