MGT 620 Final Examm

Question	Answer
Motivation	Refers to forces within an individual that account for the level, direction, and persistence of effort expended at work. -Direction refers to an individual’s choice when presented with a number of possible alternatives (e.g., whether to pursue quality, quantity, or both in one’s work) -Level refers to the amount of effort a person puts forth (e.g., to put forth a lot or very little). -Persistence refers to the length of time a person sticks with a given action (e.g., to keep trying or to give up when something proves difficult to attain).
Content Theories	Focus primarily on individual needs (Identify job security as an important individual need)
Process theories	Examine the thought processes that motivate individual behavior. (probe further to identify why the decision to seek job security results in certain work behaviors)
What are the three process theories?	Equity theory Expectancy theory Goal-setting theory
Maslow’s hierarchy of needs theory	Offers a pyramid of physiological, safety, social, esteem, and self-actualization needs vary according to a person’s career stage, the size of the organization, and even geographic location
Alderfer’s ERG theory	Identifies existence, relatedness, and growth needs. more than one need may be activated at the same time. -Existence needs: desires for physiological and material well-being -Relatedness needs: desires for satisfying interpersonal relationships -Growth needs: desires for continued personal growth and development
Frustration-regression	An already satisfied lower-level need can become activated when a higher-level need cannot be satisfied
Thematic Apperception Test (TAT)	A way of measuring human needs
Need for achievement (nAch)	Is the desire to do something better or more efficiently, to solve problems, or to master complex tasks. refers to individual responsibilities, challenging goals, and performance feedback
Need for affiliation (nAff)	Is the desire to establish and maintain friendly and warm relations with other. drawn to interpersonal relationships and opportunities for communication
Need for power (nPower)	Is the desire to control others, to influence their behavior, or to be responsible for others. Seeks influence over others and likes attention and recognition
Herzberg’s two-factor theory (also known as the motivator-hygiene theory)	identifies job context as the source of job dissatisfaction and job content as the source of job satisfaction Hygiene factors are sources of job dissatisfaction, and they are found in the job context or work setting. That is, they relate more to the setting in which people work than to the nature of the work itself. Motivator factors are sources of job satisfaction. These factors are found in job content—what people actually do in their work.
Job enrichment	Tries to build more motivator factors into job content. If you want people to do a good job, give them a good job to do
Equity theory	People are motivated to behave in ways that restore or maintain equity in situations -Perceived inequity:occurs when someone believes that he or she has been under-rewarded or over-rewarded for work contributions in comparison to other people -Felt negative inequity: exists when an individual feels that he or she has received relatively less than others have in proportion to work inputs -Felt positive inequity: exists when an individual feels that he or she has received relatively more than others have
Organizational justice	Concerns how fair and equitable people view workplace practices
Procedural justice	Is the degree to which the rules and procedures specified by policies are properly followed in all cases
Distributive justice	Is the degree to which all people are treated the same under a policy, regardless of race, ethnicity, gender, age, or any other demographic characteristic
Interactional justice	Is the degree to which the people affected by a decision are treated with dignity and respect
Commutative justice	Is the degree to which exchanges and transactions among parties is considered free and fair
Victor Vroom’s expectancy theory	It suggests that motivation is a result of a rational calculation—people will do what they can do when they want to do it. What are the three degrees of motivation in the victor vroom expectancy theory? -expectancy: effort will yield acceptable performance. the advice is to select people with proper abilities, train them well, support them with needed resources, and identify clear performance goals. -instrumentality: performance will be rewarded. the advice is to clarify performance–reward relationships, and then live up to them when rewards are actually given for performance accomplishments. -valence: the value of the rewards is highly positive . the advice is to identify the needs that are important to each individual and adjust available rewards to match these needs.
What's the equation to measure motivation in the Victor Vroom Expectancy Theory?	Motivation = Expectancy x Instrumentality x Valence
Management by objectives	Is a process of joint goal setting between a supervisor and a subordinate
Decision making	Is the process of choosing a course of action to deal with a problem or opportunity
What are the five steps that constitute the rational decision model?	1.Recognize and define the problem or opportunity 2.Identify and analyze alternative courses of action 3.Choose a preferred course of action 4.Implement the preferred course of action 5.Evaluate results and follow up as necessary
Lack-of-participation error	Occurs when important people are excluded from the decision-making process
Ethics	Is the philosophical study of morality. -A moral problem: is one that poses major ethical consequences for the decision maker or for others -A moral dilemma: involves a choice between two or more ethically uncomfortable alternatives -Moral conduct: does not result from after-the-fact embarrassment. (I.e. Do something morally wrong, and then try to help after you do it)
What are the 4 criteria questions to assess a decision?	Utility—Does the decision satisfy all constituents or stakeholders? Rights—Does the decision respect the rights and duties of everyone? Justice—Is the decision consistent with the canons of justice? Caring—Is the decision consistent with my responsibilities to care
Spotlight questions	Expose a decision to public scrutiny and full transparency
Two major types of Decisions are?	Programmed decisions are made as standardized responses to recurring situations and routine problems. They deal with things a decision maker or team already has experience with examples: decisions that deal with employee absences, compensation, or other standard human resource issues. Nonprogrammed decisions are specifically crafted or tailored to fit a unique situation. They address novel or unexpected problems that demand a special response. example: a marketing team that has to respond to the introduction of a new product by a foreign competitor
What is the most extreme type of nonprogrammed decision?	Crisis decision: occurs when an unexpected problem can lead to disaster if not resolved quickly and appropriate Examples: Acts of terrorism, workplace violence, IT failures and security breaches, ethical scandals, and environmental catastrophes
Decisions in organizations are typically made under three conditions are?	-Certainty environments provide full information on the expected results for decision-making alternatives -Risk environments provide probabilities regarding expected results for decision-making alternatives -Uncertain environments exist when managers have so little information that they cannot even assign probabilities to various alternatives and their possible outcomes. This is the most difficult decision environment
Risk management	Involves identifying critical risks and then developing strategies and assigning responsibilities for dealing with them
What are the three risks?	-Strategic risks—threats to overall business success -Operational risks—threats inherent in the technologies used to reach business success -Reputation risks—threats to a brand or to the firm’s reputation
What are the two alternative approaches to decision making?	-The classical decision model views people acting in a world of complete certainty. This allows for Optimizing decisions give the absolute best solution to a problem. -The behavioral decision model behavioral decision model is that people act only in terms of their perceptions, which are frequently imperfect
Cognitive limitations	Literally limits on what we are able to know at any point in time
Bounded rationality	Where things are interpreted and made sense of as perceptions and only within the context of the situation
Systematic thinking	Approaches problems in a rational and an analytical fashion
Intuitive thinking	Is more flexible and spontaneous in decision making
Heuristics	Which are simplifying strategies or “rules of thumb” used to make decisions -Availability heuristic: involves assessing a current event based on past occurrences that are easily available in one’s memory -representativeness heuristic: involves assessing the likelihood that an event will occur based on its similarity to one’s stereotypes of similar occurrences -anchoring and adjustment heuristic: bases a decision on incremental adjustments to an initial value determined by historical precedent or some reference point
Confirmation error	Is the tendency to seek confirmation for what is already thought to be true and not search for disconfirming information
Hindsight trap	Where the decision maker overestimates the degree to which he or she could have predicted an event that has already taken place
Framing error	Occurs when managers and teams evaluate and resolve a problem in the context in which they perceive it
What are the Three Scenarios for Successful Decision Making?	Individual decisions (or authority decisions) are made by one person on behalf of the team -Consultative decisions are made by one individual after seeking input from or consulting with members of a group -Team decisions are made by all members of the team
What are the 8 factors of Vrooms decision making theory?	(1) required quality of the decision, (2) commitment needed from team members to implement the decision, (3) amount of information available to team leader, (4) problem structure, (5) chances team members will be committed if leader makes the decision, (6) degree to which team leader and members agree on goals, (7) conflict among team members, and (8) information available to team members
What are the 4 ways to avoid problematic commitments	-Set advance limits on your involvement and commitment to a particular course of action; stick with these limits. -Make your own decisions; don’t follow the lead of others because they are also prone to escalation. -Carefully determine just why you are continuing a course of action; if there are insufficient reasons to continue, don’t. -Remind yourself of the costs of a course of action; consider saving these costs as a reason to discontinue.
Creativity	Generates unique and novel responses to problems -Personal Creativity Drivers: task expertise, task motivation, and creativity skills.
Strategy	The process of positioning the organization in the competitive environment and implementing actions to compete successfully.
Organizational Learning	The process of knowledge acquisition, information distribution, information interpretation, and organizational retention.
Mimicry	Is the copying of the successful practices of others. Mimicry is particularly important to the new firm because (1) it provides workable, if not ideal, solutions to many problems; (2) it reduces the number of decisions that need to be analyzed separately, allowing managers to concentrate on more critical issues; and (3) it establishes legitimacy or acceptance by employees, suppliers, and customers and narrows the choices calling for detailed explanation
Vicarious Learning	Involves capturing the lessons of others’ experiences. Involves scanning and grafting. -Scanning: involves looking outside the firm and bringing back useful solutions. -Grafting: the process of acquiring individuals, units, or firms to bring in useful knowledge.
Organizational Design	The process of choosing and implementing a structural configuration. Takes basic structural elements and molds them to the firm’s desires, demands, constraints, and choices.
Managerial Script	A series of well-known routines for problem identification and alternative generation and analysis common to managers within a firm.
Simple Design	A configuration involving one or two ways of specializing individuals and units.
Operations Technology	The combination of resources, knowledge, and techniques that creates a product or service output for an organization.
Information Technology	The combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge.
Thompson’s View of Technology	Classified technologies based on the degree to which the technology could be specified and the degree of interdependence among the work activities with categories called intensive, mediating, and long-linked
Intensive Technology	Uncertainty as to how to produce desired outcomes. Example: hospital emergency room, research and development lab.
Mediating Technology	Links parties that want to become interdependent. Example: banks link creditors and depositors and store money & information to facilitate exchanges.
Long-linked Technology	Mass production or industrial technology, the way to produce the desired outcomes is known.
Woodward’s View of Technology	Small-batch, mass production, and continuous-process manufacturing.
Small-batch production	a variety of custom products that are tailor-made to fit customer specifications (tailor-made suits)
Mass Production	The organization produces one or a few products through an assembly-line system.
Continuous-process technology	Produce a few products using considerable automation (chemical plants and oil refineries)
Adhocracy	Emphasizes shared, decentralized decision making; extreme horizontal specialization; few levels of management; the virtual absence of formal controls; and few rules, policies, and procedures
Virtual Organization	An ever-shifting constellation of firms, with a lead corporation, that pools skills, resources, and experiences to thrive jointly.
General Environment & Specific Environment	-General Environment: the set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates. -Specific Environment: the set of owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive.
Environmental Complexity	The magnitude of the problems and opportunities in the organization’s environment as evidenced by the degree of richness, interdependence, and uncertainty.
Interfirm Alliances	Announced cooperative agreements or joint ventures between two interdependent firms.
Strategic Leadership	Leadership of a quasi-interdependent unit, department, or organization.
Cognitive Complexity & Behavioral Complexity	-Cognitive Complexity: the degree to which individuals perceive nuances and subtle differences. -Behavioral Complexity: the possession of a repertoire of roles and the ability to selectively apply them.
Absorptive Capacity & Adaptive Capacity	-Absorptive Capacity: the ability to learn. -Adaptive Capacity: refers to the ability to change
Managerial Wisdom	The ability to perceive variations in the environment and understand the social actors and their relationships.

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