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2013-12-11 16:18:59
Intro Management Exam Jaylen

Yeah. Okay. Yeah.alright okay. HIT IT! Return of the Mack
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  1. Steps in Decision Making Process
    • 1.Identify a Problem
    • 2. Identify Decision Criteria
    • 3. Allocate Weights to Criteria
    • 4. Develop Alternatives
    • 5. Analyze Alternatives
    • 6. Select an Alternative
    • 7. Implement the Alternative
    • 8. Evaluate Decision Effectiveness
  2. Definition of a Problem
    Discrepancy between an existing and a desired state of affairs
  3. Characteristics of Well Designed Goals
    • Written Down
    • Outcomes rather than actions
    • Measurable
    • Clear time frame
    • Challenging yet attainable
    • Communicated to all members
  4. Steps in Goal Setting
    • 1. Review Organization's mission
    • 2. Evaluate Available Resources
    • 3. Determine Goals Individually or with input from others
    • 4. Write down goals and communicate
    • 5. Review Results and whether goals are being met.
  5. Decision Making Styles
    • Analytic       Conceptual
    • Directive      Behavioural
  6. Structured Problems vs Unstructured
    • Straightforward       
    • Familiar
    • Easily Defined

    • Unusual or New
    • Info is incomplete
  7. Programmed Decision vs Unprogrammed
    Repetitive decision that is handled by a routine approach

    Unique, nonrecurring, require custom made solutions
  8. Traditional Goal Setting vs Management by Objectives
    • TGS- goals set at top, broken into subgoals at each level. 
    • MBO- Jointly determined by all employees
  9. Rational Decision Making-Assumptions
    • Clear unambiguous
    • single well defined goal
    • preferences are clear, constant and stable
    • no time or cost constraints
    • final choice will max. payoff
  10. Escalation of Commitment
    Increased commitment of a previous decision despite evidence it might have been wrong
  11. Strategic Management Process
    • Identify Mission and Goals
    • Conduct Internal Analysis
    • Conduct External Analysis
    • Formulate Strategies
    • Implement Strategies
    • Evaluate Results
  12. Levels of Organizational Strategy
    • Corporate
    • Business
    • Functional
  13. SWOT
    • Strengths
    • Weaknesses
    • Opportunities
    • Threats
  14. Mechanistic VS Organic Culture
    • Mechanistic
    • Highly Specialized
    • Rigid
    • High Formalization
    • Centralization
    • Narrow Spans of Control

    • Organic
    • Cross-Functional teams
    • Free Flow of Info
    • Low Formalization
    • Decentralization
    • Wide Spans of Control
  15. Chain of Command
    Continuous line of authority from top of organization to bottom that clarifies who reports to whom
  16. Centralization VS Decentalization
    Centralization- Degree to which decision making is concentrated at a single point

    Decentralization-Degree to which lower level employees provide input of make decisions
  17. Types of Departmentalization
    • Functional
    • Geographical
    • Product
    • Process
    • Customer
  18. Different Views of Ethics
    • Utilitarian-Basis of outcomes or Consequences
    • Rights-Respecting and protecting individual rights
    • Theory of Justice-Fair decisions via rules/regulations
    • Integrative Social Contacts- fair decisions based on existing ethical norms in industry/communite
  19. Factors that affect employees ethical behaviour
    • Stage of Moral Development
    • Individual Characteristics
    • Structural Variables
    • Issue Intensity
    • Organizational Culture
  20. Social Responsibility
    Business's intention, beyond legal and economic obligations, to do the right things and act in ways that are good for society
  21. Values Based Management
    Approach to managing in which managers establish and uphold an organizations shared values
  22. Recruitment
    Process of Locating, identifying and attracting capable applicants
  23. Sexual Harassment
    Unwelcome Behaviour of sexual nature that negatively affects the work environment or leads to adverse job related consequences for the employee
  24. Types of Selection Devices
    • Application Forms
    • Written Tests
    • Performance-Simulation Tests
    • Interviews
    • Background Investigations
    • Physical Exams
  25. Validity and Reliability of Selecting Employees
    • Validity-Proven Relationship between selection device and some relevant job criterion
    • Reliability-Ability of a selection device to measure the same thing constantly.
  26. Managers VS Leaders
    • Managers-coordinates work activities to achieve a goal
    • Leaders-Influence others and provide vision/strategy to organization
  27. Seven Traits of Effective Leadership
    • Drive
    • Desire to Lead
    • Honesty/Integrity
    • Self-Confidence
    • Intelligence
    • Job-Related Knowledge
    • Extrovision
  28. University of Iowa studies in Leadership
    • Autocratic-Leader is in charge
    • Democratic-Leader and employees work together
    • Laissez-Faire-FREEDOM!
  29. Fiedler's Contingency Theory
    Effective Group Performance depends on the proper match between a leaders style and the degree to which the leader is to control and influence.
  30. Motivation Process
    • Unsatisfied Need
    • Tension
    • Effort
    • Satisfied Need
    • Tension Reduction
  31. Equity Theory
    Employees compares their job input/output ratio to other coworkers and responds to any inequalities
  32. Herzberg's Motivation-Hygiene Theory
    Intrinsic Factors related to job satisfaction and motivation, whereas extrinsic factors are related to job dissatisfaction
  33. Advantages/Disadvantages of group-decision making
    • Ad- More complete knowledge, more diverse, increased acceptance, increased legitimacy
    • Dis-More time, opportunity for minority domination, pressure to conform
  34. Perceived incompatible differences that result in interference of competition
  35. 3 views of Conflict
    • Traditional-All conflict avoided
    • Human Relations-Natural and inevitable
    • Interactionalist-Conflict necessary for the group to work effectively
  36. 5 Types of Conflict Resolution
    • Forcing
    • Accommodating
    • Collaborating
    • Compromising
    • Avoiding