MGT 205 Final Exam
Card Set Information
MGT 205 Final Exam
Four ethical rules for decision making
Utilitarian, Moral, Practical, Justice
An ethical decision should produce the greatest good for the greatest number of people
An ethical decision should maintain and protect the fundamental rights and privileges of people.
An ethical decision should be one that a manager has no hesitation about communicating to people outside the company because the typical person in society would think the decision is acceptable.
An ethical decision should distribute benefits and harm among people in a fair, equitable and impartial manner.
Managers, Customers, Community/Society/Nation-State, Suppliers/Distributors, Employees
Technological, Sociocultural, Demographic, Political/legal, Economical (TSDPE trashy sluts don't putout enough)
Competitors, Distributors, Customers, Suppliers (CDCS)
Programmed Decision Making
A routine, virtually automatic process that follows established rules or guidelines. Conceptual, Human, and Technical Skills.
Non programmed Decision Making
required for non routine decisions, made in response to unusual or novel opportunities and threats
Types of organizational conflict
Interpersonal, Intragroup, Intergroup, Interorganizational
Between individual members of an organization occurring because of differences in their goals or values.
Conflict that arises within a group, team, or department
Conflict that occurs between groups, teams, or departments
Arises across organizations
Each party is concerned about their goal accomplishment and is willing to engage in give-and-take exchange to reach a reasonable solution
Parties try to handle conflict without making concessions by coming up with a new way to resolve their differences that leave them both better off.
A person who simply gives in to the counterpart's interests, values, and goals
Two parties try to ignore the problem and do nothing to resolve the disagreement
Each party tries to maximize its own gain and has little interest in understanding the other's position
Heuristics, Prior hypothesis, Representativeness Bias, Illusion of control, Escalating commitment
Rule of thumb
Use of strong prior beliefs amongst two variables
Generalize from a small sample
Illusion of control
The tendency to overestimate one's own ability to control activities and events
Tendency to commit additional resources to an event even though evidence shows that it is failing
Group decision making
Process of drawing upon the combined skills, competencies, and accumulated knowledge of group members and thereby improve the ability to generate feasible alternatives and make good decisions
customer needs will the SARF satisfy?
the SARF satisfy the customer needs?
A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals
An essential managerial task and process that managers use to identify and select appropriate goals, and courses of action for the organization.
Interrelated Elements of Negotiations
Information, Power, Timing
What If, SWOT, Michael Porter's Five Forces
Michael Porter's Business-Level Strategies
Low Cost, Differentiation, Focused Low Cost, Focused Differentiation
Keeping costs below organization's rival
Creating a distinguishing product
Focused Low Cost
Serving one segment of the overall market, and trying to be the lowest-cost organization serving that segment.
Serving one segment of the overall market and trying to be the most distinguishable organization in that segment
Financial measures of performance, operating budgets, organizational goals
Direct supervision, management by objectives, standard operating procedures
The control exerted on the employees by shared values, norms and expectations of the culture
Kurt Lewin's Force Field Model of Change
To make a change, one must raise forces for change (medication, working out) and lower resistence to change (eating fatty foods)
Management by Objectives
First and top line managers meet to discuss goals, and review progress periodically
The movement of an organization away from its present state toward a desired future state to increase its efficiency and effectiveness
Inputs from organizational members (time, effort, experience), performance (contribution to organizational wellness), outcomes received by organizational members (pay, benefits, security)
The belief that effort (input ) will result in a certain level of performance
Focuses on people's perceptions of the fairness (or lack of) of their work outcomes in proportion to their work inputs
Merit Pay Plans
Individual, Group plans, Organizational plan (When individual, group are capable of being measures vs org when they cannot)
Basis of Organizational Conflict
Interests, and/pr, values and/or goals of different individuals are incompatible and the individuals thwart one another's attempts to achieve their objectives.
Effect of conflict on organizational model
Low: too little conflict causes performance to suffer
Optium level: leads to effective decision making and high performance
High: Too much conflict causes performance to suffer
No to Yes
Listen actively, win yourself a hearing, work to a joint solution