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Management Short Answer (exam 3)

Terms in this set (26)

Briefly explain the following equation, including each component: Job Performance = Motivation × Ability × Situational Constraints.
Job Performance: how well someone performs the requirements of the job

Motivation: the degree to which someone works hard to do the job well

Ability: the degree to which workers possess the knowledge, skills and talent needed

Situational Constraints: the factors beyond the control of individuals
Briefly explain the relationship between need satisfaction and motivation.
Need satisfaction the physical or psychological requirements that are required to ensure survival/ well being

Motivation: once a need is meet, it no longer motivates

*Higher needs will not motivate people as long as lower ones remain unsatisfied*
Distinguish between extrinsic and intrinsic rewards. Which are most important to workers in general?
Extrinsic: rewards that are tangible

Intrinsic: rewards associated with performance** more important
Briefly identify the two types of inequity. What are the accompanying psychological reactions of the person perceiving each type of inequity?
Under reward: getting fewer outcomes relative to inputs than referent is getting
**People tend to experience anger or frustration

Over reward: getting more outcomes relative to inputs than referent
**The experience guilt
Define expectancy theory. Identify the theory's three key concepts.
People will be motivated to the extent to which they believe their efforts will lead to a good performance
• Valence
• Expectancy
• instrumentality
What are reinforcement contingencies? Identify and discuss two of the four kinds of reinforcement contingencies.
Cause-end-effect relationship between performance of specific behaviors and specific consequences

Positive reinforcement: desirable consequence

Negative reinforcement: upholding an unpleasant consequence
Define leadership and management. Explain how leaders and managers approach their jobs differently.
Leadership: influencing others to achieve group/ organizational goals
**Doing the right thing

Management: getting work done through others
**Doing things right
List and briefly identify several traits that differentiate leaders from non-leaders.
• Desire to lead
• Honesty/ integrity
• Self-confidence
• Emotional stability
• Cognitive ability
• Knowledge of business
What are the two key leader behaviors that are central to successful leadership? How does each typically influence subordinates?
Initiating Structure: primarily affects subordinates' job performance

Consideration: primarily affects subordinates job satisfaction
According to the path-goal theory, what are the two leadership styles that parallel the two key leadership behaviors of initiating structure and consideration? Describe each style.
Participative leadership: leader consults employees for suggestions

Achievement-oriented leadership: leaders set challenging goals, has high expectations
Briefly describe the value of the normative decision theory to the practicing manager.
Helps leaders decide how much employee participation should be used when making decisions
Define attribution theory. Within your definition, be sure to define the two types of attributions that people typically make.
We all have a basic need to understand and explain the causes of other people's behavior

*Defensive Bias: tendency for people to perceive themselves as similar to the person who is having difficulties

*Fundamental attribution error: ignore external cause and attribute to internal
Define constructive and destructive feedback. Briefly describe the impact when a manager uses each of these to communicate with a work group.
Constructive: intended to be helpful. Corrective and/or encouraging

Destructive: without any intention of being helpful (negative)
Define benchmarking and list the three steps in this process.
The process of identifying outstanding practices, processes and standards in other companies and adapting them to your company

1. Determine what to benchmark
2. Identify the companies against which to benchmark your standards
3. Collect data to determine other company's performance standards
Identify and briefly define the three basic control methods.
Feedback Control: gathering info about performance deficiencies after they occur

Concurrent control: as they occur

Feed forward control: monitoring performance inputs to prevent/ minimize performance deficiencies
Some approaches to control tend to be more stressful for employees than others. Discuss how bureaucratic and concertive control influence workers.
Bureaucratic: is top down control (punishment and rewards)

Concertive: beliefs that are shaped and negotiated by work groups (no manager, do their own hiring and firing)
Briefly describe the Balanced Scorecard approach to control. Explain how it differs from the traditional approach to control used in most companies.
Measurement of organizational performance in 4 equally important areas: finances, customers, internal operations, and innovation/learning

Most companies use standard things such as return on investment, capital and investments
Define data mining. Briefly describe the two general approaches to data mining.
The process of discovering unknown patterns and relations in large amounts of data

*Data warehouse: data base that stores data that is cleaned of errors and redundancy

*Supervised data mining: user tells software to look/test for patterns/relationships
Which type of personal computer security measure would salespeople who are on the road dealing with customers' questions want the company to use? Why?
Visual private networks or secure sockets layer encryption

Both protect form data and software from unauthorized users when info is being transferred to and from the company rather than between stations within the company
What are the two basic methods of capturing information? Comment on the advantages and disadvantages of each.
Manual: slow, costly, labor-intensive, often inaccurate

Electronic: use bar codes, radio frequency identification tags and document scanners
Define productivity. Provide an everyday example of a measure of productivity that consumers sometimes use in deciding which car to purchase.
Productivity= outputs/ inputs

*A car's gas mileage
Define the two common measures of productivity used by managers. Specify the circumstances under which each should be used.
Partial Productivity: particular kinds of inputs it takes to produce an output

Multifactor Productivity: how much labor, capital, materials and energy it takes
There are two ways to define quality. Describe both of them.
Product or service free of deficiencies

The characteristics of a product
Briefly explain the difference between ISO 9000 certification and the Baldrige National Quality Award.
ISO 900: international standards for achieving consistency in quality management and assurance in companies throughout the world

Baldrige National Quality Award: US government award for achievement in quality and business performance
Briefly describe total quality management (TQM). List its three mutually reinforcing principles.
Integrated principle-based organization-wide strategy for improving product and service quality

1. Customer focus & satisfaction
2. Continuous improvements
3. Teamwork
List and briefly identify the three basic measures of inventory that managers use to keep inventory costs from becoming too large.
Average aggregate inventory: average overall inventory during a particular time

Stock out: point when a company runs out of a finished product

Inventory turnover: number of times a year that a company sells its average inventory
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