MGT-420 Final Review PDF

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Final Review of cumualtive semester ...

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personality the stable psychological traits and behavioral attributes that give a person his/her identity 1) extroversion 2) agreeableness 3) conscientiousness 4) emotional stability 5) openness to experience what are the big 5? cautious about personality testing -use professionals, rely on reputable, licensed psychologists for selecting and overseeing the administration scoring, and interpretation of personality and psychological tests -dont hire on the base of personality test results along -be alert for gender, racial, and ethnic bias -graphology tests dont work, but integrity tests do 1) locus of control 2) self efficacy 3) self esteem 4) self monitoring 5) emotional intelligence what are 5 traits managers need to be aware of? 1) self awareness 2) self management 3) social awareness 4) relationship management what are the 4 traits of emotional intelligence? self awareness

the most essential trait, this is the ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others self management ability to control your emotions and act with honesty and integrity in reliable and adaptable ways social awareness includes empathy, allowing you to show others that you care, you know how your emotions and actions affect others relationship management ability to communicate clearly and convincingly, disarm conflicts and build strong personal bonds perception process of interpreting and understanding ones environment 1) selective attention ("did i notice something?") 2) interpretation and evaluation ("what was it i just noticed and what does it mean?") 3) storing in memory ("remember as an event, concept, person, or all 3") 4) retrieving from memory ("what do i recall about that?") what are the 4 steps of the perceptual process? 1) stereotyping 2) recency effect 3) halo effect 4) casual attributions what are the 4 distortions in perception?

fundamental attribution bias occurs when people attribute another persons behavior to personal characteristics rather than situational factors self serving bias take responsibility for success than failure higher expectations lead to increased performance what is the pygmalion effect? ways managers can create a pygmalion effect 1) recognize that everyone has potential 2) install confidence in your staff 3) set high performance goals 4) provide position reinforcement 5) provide constructive feedback 6) help employees advance 7) introduce new employees as if they have outstanding potential 8) become aware of your personal prejudices and non verbal messages that may discourage 9) encourage employees to visualize the successful execution of tasks 10) help employees master key skills and tasks employee engagement involvement, satisfaction, and enthusiasm for work job satisfaction correlates with, motivation, job involvement, organizational commitment, life satisfaction, reduced absenteeism, tardiness, turnover, and perceived stress organizational commitment the extent to employees identify with the organization

and its goals -strong positive relationship between organizational commitment and job satisfaction -moderate association with job performance 1) performance and productivity 2) absenteeism and turnover 3) organizational citizenship behaviors 4) counterproductive work behaviors what are the 4 important workplace habits? 1) personality 2) internal dimensions 3) external dimensions 4) organizational dimensions what are the 4 layers of diversity? examples of internal dimensions of diversity age, race, ethnicity, physical ability, sexual orientation, gender examples of external dimensions of diversity geographical location, marital status, parental status, appearance, work experience, educational background, religion, recreational habits, personal habits, income examples of organizational dimensions of diversity functional level/classification, management status, union affiliation, work location, seniority, division/department/unit group, work content, field diversity all the ways people are alike, unalike, the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, socioeconomic background

how to determine if a work place supports diversity -no one is advantaged or disadvantaged -we is everyone -everyone can do their best work -differences are respected and not ignored -everyone feels comfortable business case for diversity -cost savings -attracting and retaining talent -driving business growth law of averages -some stereotypes are true when comparing averages -what does the average have to do with you? -the value or averages -fixing the structural social problem -not to understand individuals motivation the psychological forces that initiates, directs, and makes people persist in their efforts to accomplish goals importance of motivation in the workplace job performance= motivation ability work environment desire capability resources motivation: the ______ to do the job ability: the _______ to do the job work environment: the _______ needed to do the job motivation: what it is, why its important

1) unfulfilled need: desire is created to fulfill a need as for food, safety and importance 2) motivation: you search for ways to satisfy the need 3) behaviors: you choose a type of behavior you think might satisfy the need 4) rewards: 2 types of rewards satisfy needs, extrinsic and intrinsic feedback reward informs you whether behavior worked and should be used again 1) maslows hierarchy of needs 2) mcclellands acquired needs theory 3) deci and ryans self determination theory 4) hertzbergs 2 factor theory what are the 4 content perspectives? 1) equity theory 2) expectancy theory 3) goal setting theory what are the 3 parts of the process theory? 1) job enlargement 2) job enrichment 3) job characteristics what are the 3 parts of job design perspectives? 1) positive reinforcement 2) negative reinforcement 3) extinction 4) punishment what are the 4 types of reinforcement perspectives? extrinsic rewards

the payoff a person receives from others for performing a particular task intrinsic rewards the satisfaction a person receives from performing a particular task content perspectives theories that emphasize the needs that motivate people need physiological or psychological deficiencies that arouse behavior maslows hierarchy of needs what is this diagram of? achievement, affiliation, and power of equal size in mcclellands aquired needs theory a "well balanced" person would have.... achievement normal, but affiliation is small, and power is large in mcclellands aquired needs theory a "control freak" would have..... need for achievement desire to achieve excellence in challenging tasks need for power desire to be responsible for or control other people need for affilitation desire for friendly and warm relations with other people

deci and ryans self determination theory what is this a diagram of? herztbergs 2 factor theory proposes that work satisfaction and dissatisfaction arise from 2 different factors 1) motivating factors: work satisfaction 2) hygiene factors: work dissatisfaction -achievement -recognition -the work itself -responsibility -advancement and growth motivating factors: what makes employees satisfied?

no satisfaction satisfaction -pay and security -work conditions -interpersonal relations -company policy -supervisors hygiene factors: what makes employees dissatisfied?

dissatisfaction no dissatisfaction a comparison of needs and satisfaction theories: maslow, mcclelland, deci & ryan, and hertzberg look at diagram on notes

motivating with the basics -ask people what their needs are -satisfy lower order needs first -expect peoples needs to change -satisfy higher needs by looking for ways to allow employees to experience intrinsic rewards equity theory focuses on employee perceptions as to how fairly they think they are being treated to others how people react to perceived inequity -reduce inputs -increase outputs -distort the inequity -rationalize inputs or outputs -change the referent (object of comparison -leave motivating with equity theory -look for and correct major inequities -reduce employee inputs -make sure decision making processes are fair -having an appeal process helps expectancy theory suggests people are motivated by 2 things 1) how much they want something 2) how likely they think they are going to get it motivation with expectancy theory -gather information to find out what employees want from

their jobs -define the job objectives and performance levels desired -link rewards to performance -deliver rewards to those who perform goal setting theory relates to the basic model: desire to meet a goal prompts effort goal setting theory with motivating the goal setting -specific -challenging the achievable -backed by plans -set jointly -enhanced by feedback job design division of an organizations work among its employees and the application of motivational theories to jobs to increase satisfaction and performance hackman and oldmans job characteristics model what is this a diagram of? edward thorndike and B.F. skinner who pioneered the reinforcement perspective? operant conditioning control behavior by changing consequences law of effect behavior that results in a pleasant outcome is likely to be repeated and behavior that results in unpleasant outcome will not be repeated

positive reinforcement use of positive consequences to encourage a desirable behavior negative reinforcement removal of unpleasant consequences following a desired behvior extinction withholding or withdrawal of positive rewards for undesirable behavior, so that behavior is less likely to occur punishment application of negative consequences to stop or change undesirable beahavior characteristics of positive reinforcement -reward only desirable behavior -give rewards as soon as possible -be clear about what behavior is desired -have different rewards to recognize individual differences characteristics of punishment -punish only undesirable behavior -give reprimands as soon as possible -be clear about what behavior is undesirable -combine punishment and positive reinforcement why teamwork is important -increased productivity -increased speed -reduced costs -improved quality

-reduced destructive internal competition -improved workplace cohesiveness possible team problems -social loafing "slacking" -groupthink -communication lapses -escalation of commitment group 2 or more freely acting individuals who share collective norms, collective goals, and have common identity team small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable use teams when -there is a clear purpose -the job cant be done unless people work together -team based rewards are possible -ample resources exist -teams have authority do NOT use teams when -there is no clear purpose -the job can be done independently -only individual based rewards exist -resources are scarce -management controls ways to empower self managed teams these are examples of....

stages of group and team development this diagram shows.... how to build effective teams -cooperation -trust -cohesiveness -performance goals and feedback -motivation through mutual accountability -size -roles -norms -awareness of groupthink cohesiveness tendency of a group or team to stick together how cohesiveness affects performance what is this diagram representing? large teams: 10-16 members these are all characteristics of what sized teams? -more resources -divisons of labor disadvantages -less interaction -lower morale -social loafing

small teams: 2-9 members these are all characteristics of what sized teams? -better interaction -better morale disadvantages -fewer resources -possibly less motivation -unfair work distribution task roles (task oriented) what type of roles are these? -initiator -summarizer maintenance roles (people oriented) what type of roles are these? -encourager -gatekeeper -harmonizer norms general guidelines that most group or team members follow examples -professional -punctual -thorough -committed -responsible -motivated

why norms are enforced -to help groups survive -to clarify role expectations -to help individuals avoid embarrassing situations -to emphasize the groups important values and identities fundamentals of high performance teams 1) creating team goals: building a shared vision 2) encouraging responsibility, but not boundaries 3) maintaining collaborative relationships 4) communication and shared space 5) leadership 6) having tolerance for struggle the nature conflict -functional conflict (up) -dysfunctional conflict (down) causes of team conflict 1) competition for scarce resources 2) time pressure 3) inconsistent goals or reward systems 4) ambiguous jurisdictions 5) status differences 6) personality clashes 7) communication failures 1) accommodating 2) avoiding 3) compromising 4) forcing 5) collaborating what are the 5 conflict handling styles?

devices to stimulate constructive conflict 1) spur competition among employees 2) change the organizations culture and perspectives 3) bring in outsiders for new perspectives 4) use programmed conflict communication the process of transmitting information from one person to another communication might be thought of as an "idea transplant" -the message you intend to send -the message you actually send -the message as the hearer interprets it -the response of the hearer based on what they heard -your reaction to the exchange of words, meaning, and interpretation the basic communication process what is this a model of? richness of communication channels what is this a model of? email tips 1) write a meaningful subject line 2) keep the message focused 3) avoid attachments 4) identify yourself clearly 5) be kind 6) proof read 7) dont assume privacy

8) distinguish between formal and informal situations 9) respond promptly 10) show respect and restraint barriers to communicaiton sender barrier: no message gets sent encoding barrier: the message not expressed correctly medium barrier: the communication channel is blocked decoding barrier: the recipient doesnt understand the message receiver barrier: no message gets involved feedback barrier: the recipient doesnt respond enough 1) physical barriers 2) semantic barriers 3) personal barriers what are the 3 barriers to communication? personal barriers -variable communication skills -variations in how information is processed and interpreted -variations in trustworthiness and credibility -oversized egos -faulty listened skills -tendency to judge -inability to listen with understanding -stereotypes and prejudices -nonverbal communication the grapevine an informal communication network that can permeate and entire organization management by wandering

an approach to communication that involves the manager literally walking around and having informal conversations with other who are involved in the company vertical communication downward and upward communication throughout the hierarchy levels of a company horizontal communication communication with people who are on the same hierarchy level in the company 1) choose the right medium 2) be a good listener 3) give effective feedback 3 ways to become a better communicator benefits of listening -improves communication -helps you get instructions right -helps you interpret ideas correctly -helps you understand peoples intentions -shows people you care -makes you a better manager, employee, spouse, parent and friend 1) clarify responses (ask questions) 2) paraphrase responses (restate in own words) 3) summarize responses (review main points) 3 characteristics of active listening 1) show your desire to understand 2) reflect feelings 2 characteristics of empathic listening

clarifying, paraphrasing, and summarizing what is this diagram showing? show your desire to understand -listen first -talk about whats important to the other reflect feelings -focus on the emotional part of the message -more than just restating words use empathic listening when -emotion is high -the other person does not feel understood -you do not understand the other person -trust is low in the relationship coaching communication with someone for the direct purpose of improving the persons performance counseling communicating with someone about non job related issues, these issues may be affecting a persons performance giving feedback -constructive, immediate, specific, problem oriented, destructive...