Final Exam Study Guide SP16
Final Exam Study Guide SP16
Final Exam Study Guide SP16
The final exam will be worth 100 points and will consist of 50 multiple choice and true-false
items. It will cover all material that we covered since the midterm exam (Ch. 9, 10, 11, 13, 14,
15, 16, 18), with emphasis on material we discussed in class. Please bring a scantron with you to
class on the final exam date (Monday, May 9, 10:15 AM-12:00 PM). The questions listed
below may be used as a general guide to help you prepare for the test. Sections of the textbook
that are not indicated below will not be tested on the exam.
Organizational Design (Ch 9)
1) Distinguish between organizational structure and process.
Organizational structure is the vertical and horizontal configuration of departments,
authority and jobs within a company. who reports to whom and who does what and
where is the work done
Organizational process is the collection of activities that transforms inputs into outputs
that customers value. It ask how do things get done
2) What is job specialization? A job composed of a small part of a larger task or process.
Simple, easy to learn steps, low variety and high repetition, characterizes specialized
jobs.
What are some examples of specialized jobs? Mcdonalds drive through.
How can job rotation, enlargement, and enrichment be used to improve specialized jobs?
Job rotation attempts to overcome the disadvantages of job specialization by periodically
moving workers form one specialized job to another to give them more variety and the
opportunity to use different skills
Job enlargement increases the number of different tasks that a worker performs within
one particular job. Instead of being assigned just one task, workers with enlarged jobs are
given several tasks to perform.
Job enrichments attempts to overcome the deficiencies in specialized work by increasing
the number of tasks and by giving workers the authority and control to make meaningful
decisions about their work.
3) What are the 5 core job dimensions of the Job Characteristics Model?
Skill variety: is the number of different actitivites performed in a job
Task variety: is the degree to which a job, from beginning to end, requires completition of
a whole and identifiable piece of work.
Task significance: is the degree to which a job is perceived to have a substancial impact
on others inside or outside the organization.
Autonomy is the degree to which a job gives workers the discretion, freedom and
independence to decide how and when to accomplish the work.
Feedback is the amount of information the job provides to workers about their work
performance.
How do they influence the 3 critical psychological states?
Skill variety, task identity and task significance influence in experienced meaningfulness
of the work
Autonomy influence in experienced responsibility for the outcomes of work
Feedback influences the knowledge of the actual results of work acitivity
What outcomes will result? How does employee need for growth influence this process?
FALTAAA
Managing Work Teams (Ch 10)
1) What is a work team? A small number of people with complementary skills who hold
themselves mutually accountable for pursuing a common purpose, achieving performance
goals, and improving interdependent work process
2) Be able to define the following types of work teams:
cross-functional teams are intentionally composed of employees from different functional
areas of the organization. Because their members have different functional backgrounds,
education and experience, cross functional teams usually attack problems from multiple
perspectives.
virtual teams; are groups of geographically and or organizationally dispersed coworkers
who use a combination of telecommunications and information technologies to
accomplish an organizational task.
project teams; are created to complete specific one time projects or task within a limited
time. Are often used to develop new products, or to improve existing ones.
traditional work groups where two or more people work together to achieve a shared
goal. In these groups, workers are responsible for doing the work or executing the task
but they do not have direct responsibility or control over their work
self-managing teams are different from semi autonomous work groups in that team
members manage and control all of the major task directly related to production of a
product or service without firs getting approval from management.
3) Why are work teams popular? They help organizations respond to specific problems and
challenges. though work teams are not the answer for every situation or organization, if
the right teams are used properly and in the right settings, teams can dramatically
improve company performance over more traditional management approaches while also
instilling a sense of vitality in the workplace that is otherwise difficult to achieve.
What are the advantages and disadvantages of using teams in organizations?
Advantages:
Improve customer satisfaction; one ways is to create work teams that are trained to meet
the needs of specific customers,
Product and service quality, teams take responsibility for the quality of the products and
service they produce or sell.
Speed and efficiency in product development.
Employee job satisfaction, it gives workers a chance to improve their skills. (cross
training)
Decision making : because team members posses different knowledge, skills, abilities and
experiences a team is able to view problems from multiple perspectives. This diversity of
viewpoints increase the odds that team decisions will solve the underlying causes of
problems and not just address the symptoms.
Disadvantages:
Initially high turnover, teams arent for everyone, and some workers hesitate at the
responsibility, effort and learning required in team settings.
Social loafing occurs when workers withhold their efforts and fail to perform their share
of the work. Social loafing is more likely to occur in larger groups where identifying and
monitoring efforts of individual team members can be difficult.
Group thinking: members of highly cohesive groups feel intense pressure not to disagree
with each other so that the group can approve a proposed solution.
Minority domination is especially likely to occur when the team leader talks so much
during team discussions, effectively discouraging other team members from speaking up.
When that happens, team performance drop significantly.
is a purposeful, systematic process for collecting information on the important workrelated aspects of a job.
How is it used by organizations?
It collects four kinds of information; work activities such as what workers do and how,
when and why they do it. The tools and equipment used to do the job. The context in
which the job is performed, such as the actual working conditions or schedule. The
personnel requirements for performing the job, meaning the knowledge, skills, and
abilities needed to do a job well.
What are job specification and job description?
Job specification, a written summary of the qualifications needed to successfully perform
a particular job
Job description, a written description of the basic task, duties, and responsibilities
required of an employee holding a particular job.
3) Describe how the recruitment process occurs.
FALTAAAA
Distinguish between internal and external recruiting.
Internal recruiting:
is the process of developing a apool of qualified job applicants from people who already
work in the company. Internal recruting, sometimes called promotion from within
improves employee commitments, morale, and motivation.
Job posting is a procedure for advertising job openings within the company to existing
employees. It helps organizations discover hidden talent, allows employees to take
responsibility for career planning, and makes it easier fro companies to retain talented
workers who are dissatisfied in their current jobs and would otherwise leave the company
External recruiting:
Is the process of developing a pool of qualified job applicants from outside the company.
The methods include advertising, employee referrals, walk-ins, outside organizations,
employment services, special events, and internet job sites.
4) What is selection? is the process of gathering information about job applicants to
decide who should be offered a job.
Describe the major selection techniques:
Application Forms and Resumes: first selection devices, it contain similar information
about applicant. May only ask for valid, job related information.
Interviews is a selection tool in which company representatives ask job applicants job
related questions to determine whether they are qualified for the job . unstructured
interviews, interviewers are free to ask applicants . Structured interviews, standardized
interview question are prepared ahead of time so all applicants are asked the same
questions. Semistructed intwerviews, lie between structured and unstructured interviews.
Topics to avoid children, age, disabilities, physical characteristcs, name, citizenship,
lawsuits, arrest records, smoking, AIDS, religion, genetic information.
References/background checks: employment references are sources such as previous
employers or coworkers who can provide job-related information about job candidates.
Background checks are procedures used to verify the truthfulness and accuracy of
information that applicants provide about themselves and to uncover negative, job-related
background information not provided by applicants.
Cognitive ability tests: tests that measure the extent to which applicants have abilities in
perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and
spatial aptitude.
Aptitude tests: (specific ability test), measures the extent to which an applicant possesses
the particular kind of ability needed to do a job well.
Work sample tests, (performance tests) , require applicants to perform tasks that are
actually done on the job.
Assessment centers: use a series of job specific simulations that are graded by multiple
trained observers to determine applicants ability to perform managerial work.
5) Describe the differences between structured and unstructured interviews.
Structured interviews- standardized interviews questions prepared ahead of time so that
all applicants are asked the same job related questions. It also ensures that interviewrs ask
only important, job related information. Situational questions (ask how they would
respond in a hypothetical situation) Behavioral questions( ask what they did in their
previous jobs) Background questions( ask about their work experience) Job
knowledge( ask to demonstrate their knowledge))
Unstructured interviews, interviewers are free to ask applicants anything they want and
studies show that they do. While unsturcutred interviews do predict job performance with
some success, they are about half as accure as structured interviews at predicting which
job applicants should be hired.
Which types have more validity?
Goal setting theory says that people will be motivated to the extent to which they accept
specific, challenging goals and receive feedback that indicates their progress toward goal
achievement.
Equity theory, a theory that states that people will be motivated when they perceive that
they are being treated faily it stresses the importance of perceptions. Regardless of the
actual level of reard people recive they must also perceive that they are being treated
fairly.
Expectancy theory. The theory that people will be motivated to the extent to which they
believe that their efforts will lead to good performance, that good performance will be
rewarded and that they will be offered attractive reward.
Reinforcement theory. The theory that behavior is a function of its consequences, that
behaviors followed by positive consequences will occur more frequently, and that
behaviors followed by negative consequenes, or not followed by positive consequences,
will occur less frequently
3) What are the roles of extrinsic and intrinsic rewards in motivating workers?
Extrinsic rewards are tangible and visible to others and are give to employees contingent
on the performance of specific task or behaviors. Companies use extrinsic reward to
motive people to perform four basic behaviors, join the organization, regularly attend
their jobs, perform their jobs ell, and stay with the organization .
Instrinsic rewards are the natural rewards associated with perfomring a task or activity for
its own sake. Examples include a sense of accomplishment or achievement, a feeling of
responsibility.
Leadership (Ch. 14)
1) What is leadership?
Is the process of influencing others to achieve group or organizationa goals.
2) Know the basic idea* behind each of the following approaches/theories of leadership:
Trait Theory, Behavioral Leadership Theories; Fiedlers Contingency Theory; Path Goal
Theory; Transformational (vs. Transactional) Leadership; and Charismatic Leadership.
(*This involves knowing the different styles of leadership that are associated with each
theory)
Trait theory.(great person) Says that the effect leaders posses a similar set of trait or
characteristics.
Generates awareness and acceptance of a groups purpose and mission and gets
employees to see beyond their own needs and self interest for the good of the group.
(charismatic, inspirational, intellectual, individualized consideration)
Transactional Leadership.
Based on an exchange process in which followers are rewarded for good performance
and puished for poor performance.
Charismatic leadership . the behavioral tendencies and personal characteristics of leaders
that create an exceptionally strong relationship between them and their followers.
Communication (Ch. 15):
1) What is communication?
Is the process of transmitting information from one person or place to another.
What are the components of the interpersonal communication model (e.g., encoding,
decoding, feedback, noise)?
FALTAAAA
2) Distinguish between formal and informal channels of communication.
Formal communication channel. Is the system of official channels that carry
organizationally approved messages and information.
Downward communication flows from higher to lower levels in organization. It is used to
issue orders down the organizational hierarchy, to give organizational members jobrelated information, to give managers and workers performance reviews from upper
managers and to clarify organizational objectives and goals.
Upward communication flows from lower levels to higher levels in an organization. It is
used to give higher-level managers feedback about operations, issues , and problems
Horizontal communication flows among managers and workers who are at the same
organizational level, it helps facilitate coordination an cooperation between different parts
of a company and allows coworkers to share relevant information.
Informal communication channel(grapevine) the transmissions of messages from
employee to employee outside of formal communication channels. It arise out of
informal communication networks such as the gossip or cluster chains. The information
flows freely and quickly through organizations.
3) Distinguish between oral and written channels of communication.
Oral communication.
Includes face to face interactions, Managers generally prefer oral communication over
written because it provides opportunity to ask questions. It is a rich communication
medium because it allows manager to receive and asses the nonverbal communication
that accompanies spoken messages( body langues, facil expressions and the voice). When
the message is simple, a memo or email is a better medium
Written communication.
Includes letters, email and memos. It is well suited for delivering straight forward
messages and information. Email is fastes growing communication form in organizations
because of convenience and speed. However it lacks the formality of memos and lacks
nonverbal cues.
What are the advantages and disadvantages of each channel?
4) What is nonverbal communication?
Is any communication that doesnt involve words. Alwmost always acoompanies verbal
communication and may either support or contradict it.
What are the forms of nonverbal communication (e.g., paralanguage) discussed in the
text?
Kinesics. (movement) are movements of the body and face. These movements include
arm and hand gestures, facial expressions, eye contact, folding arms, crossing legs, and
leaning toward or away from another person. It plays an incredibly important role in
communication.
Paralanguage includes the pitch, rate, tone, volume, and speaking pattern (use of silences,
pauses, or hesistations) of ones voice. Unsure- people decrese their voices, when they
are nervous, they talk fast.
Why is nonverbal communication important?
Understanding the different forms of non verbal communication can benefits teamworks,
or businesses.
5) What is active listening?
Means assuming half the responsibility for succesfull communication by actively giving
the speaker nonjudgmental feedback that shows youve accurately heard what he or she
said.
How can one become an active listener?
Clarify responses, by asking the speaer to explain confusing or ambiguous statements.
Paraphrasing, is restating what has been said in your own words.
Summarizing is rewing the speakers main points or emotions.
It gives the speaker the chance to correct the message if active listener has attached the
wrong meaning to it. It also show that the listener is interested.
What is empathic listening?
Means understanding the speakers perspective and personal frame of reference and
giving feedback that conveys that understand to the speaker.
How can one become an empathic listener?
Show your desire to understand, by asking people to talk about whats most important to
them and then giving them sufficient time to talk before responding or interrupting
Reflect the speakers emotions, is also important for empathetic listening because it
demonstrate that you understand the speakers emotions.
Why are these listening techniques important for good communication?
6) Distinguish between constructive and destructive feedback.
Constructive feedback
Is intended to be helpful, corrective, and or encouraging. It is aimed at correcting
deficiencies and motivating employees. Of it to be constructive it must be immediate,
focused on specific behaviors and problem-oriented.
Destructive feedback. Is disapproving without any intention of being helpful and almost
always causes a negative or defensive reaction in the recipient.
How can we make feedback more constructive?
.Of it to be constructive it must be immediate, focused on specific behaviors and
problem-oriented.
Output control, is the regulation of workers results or outputs through rewards and
incentives. It measures how workers behave on the job, it gives managers and workers
the freedom to behave as they see fit as long as they accomplish measurable results. It is
often couple with rewards and incentives.
Normative control, the regulation of workers behavior and decisions through widely
shared organizational values and beliefs. Companies that use normative controls are very
careful about who they hire. Managers and employees learn what they should and should
not do by observing experienced employees and by listening to the stories they tell about
the company.
Concertive control, the regulation of workersbehavior and decision through work group
values and beliefs. Develops in two phases. Group members learn to work with each
other, supervise each others work, and develop guiding values and beliefs. 2nd in the
emergence and formalization of objective rules to guide and control behavior.
Self-control (self.management) is a control system in which managers and workers
control their own behavior. Leaders and managers provide workers with clear
boundaraies withing which they may guide and control their own goals and behaviors.
Leaders and managers teach others the skills they need to maximize and monitor their
own goals and theories. Individuals establish self-control by setting their own goals,
monitoring their own progress, rewarding and punishing themselves, and constructing
positive thought patterns.
Managing Service and Manufacturing Operations (Ch. 18):
1) What is operations management?
Managing the daily production of goods and services.
What is productivity?
A measure of performance that indicates how many inputs it takes to produce or create
and output. The fewer the inputs it takes to create an output, the higher the productivity.
Why is it important?
For companies. Higher productivity results in lower costs, lower prices, faster services,
higher marker share, higher profits.
For countries. Higher standard of living, increased wages, more charitable giving.
2) What is quality?
A product or service free of deficiencies, or the characteristics of a product or service that
satisfies customer needs.
Employee satisfaction occurs when companies treat employees in a way that meets or
exceed expectations. How employers treat employees is important because it affects
service capability. Service capability is an employee perception of his or her ability to
serve customer will. When organization serves its employees in ways that help them to do
their jobs well, employees are more likely to believe that they can and ought to provide
high values service to customes. High value services lead to customer satisfaction, longterm profits and growth.
What is service recovery?
Restoring customer satisfaction to strongly dissatisfied customers. Sometimes requires
service employees not to fix mistakes but also perform heroic service acts.