Tim is a manager at Chuck's Construction. He sees little opportunity for advancement at the company regardless of how well he performs. Which of the following expectancies is low for Tim?
P->O Expectancy
The job characteristic of feedback provides the worker with...
Knowledge of actual results
One of your fellow team members at work is continually disrupting the team's work with jokes and general horseplay. You hope that by ignoring him he will stop. You are attempting to use which reinforcement tool?
Extinction
Yolanda recently learned that Sue, who works in the same position as she and has been with the company for the same amount of time, earns about ten percent more than she does. As a result, Yolanda feels that she should not work as hard, so she starts comi
Changing work effort
Which need describes the desire to be accepted by one's peer, have friendships, be part of a group, and be loved?
Belongingness needs
Jeff and Rob have a difficult time getting along at work. Most days, Jeff spends a lot of time cracking jokes and goofing off, while Rob constantly nags him and tells him to act like a grownup. On days when Jeff is more reserved, Rob doesn't nag him, hopi
Avoidance learning
Frank is primarily driven by a need to establish close social relationships with other people. Alderfer would say he is motivated by:
relatedness needs
An ________ refers to a reward given by another person
extrinsic reward
Which of the following is the arousal, direction, and persistence of behavior?
Motivation
The value of outcomes (rewards) to the individual
Valence
A desired future state that the organization wants to realize
Goals
The set of techniques by which reinforcement theory is used to modify human behavior
Behavior modification
A theory based on the relationship between a given behavior and its consequences
Reinforcement theory
Occurs when the receiver responds to the sender's communication with a return message
Feedback
When the ratio of one person's outcomes to inputs equals that of another's
Equity
A theory that focuses on individuals' perceptions of how fairly they are treated relative to others
Equity theory
The assumption that high performance of a task will lead to the desired outcome
P -> O Expectancy
The assumption that putting effort into a given task will lead to high performance
E -> P Expectancy
A modification of the needs hierarchy that proposes three categories of needs: existence, relatedness, and growth
ERG Theory
Theories that emphasize the needs that motivate people
Content theories
Proposes that motivation depends on individuals' assumptions about their ability to perform tasks and receive desired rewards
Expectancy theory
Influence job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth
Motivators
Elements that focus on lower-level needs and consider the presence or absence of job dissatisfiers, including working conditions, pay, and company policies
Hygiene factors
A reward given by another person, such as a manager, including pay increases, promotions, and praise
Extrinsic rewards
The satisfaction that a person receives in the process of performing a particular action
Intrinsic rewards
The arousal of enthusiasm and persistence to pursue a certain course of action
Motivation
The idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals
Making Progress Principle
A theory that proposes that an individual's motivation can result not just from direct experience of rewards and punishments but also from thoughts, beliefs, and observations of other people's behavior
Social Learning Theory
A set of theories, including goal-setting theory, equity theory, and expectancy theory, which explains how people select behaviors with which to meet their needs and determine whether their choices were successful.
Process Theories
An emotional and mental state in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization
Engagement
The delegation of power and authority to subordinates in an organization
Empowerment
A model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength
Job Characteristics Model
A theory that proposes that specific, challenging goals increase motivation and performance when they are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement
Goal-Setting Theory
Altering jobs to increase both the quality of employees' work experience and their productivity
Work Redesign
Suggests that failure to meet a high-order need may cause a regression to an already satisfied lower-order need; thus, people may move down as well as up the needs hierarchy
Frustration-Regression Principle
Incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into work
Job Enrichment
Refers to applying motivational theories to the structure of work to improve motivation, productivity, and satisfaction
Job design
Learning that occurs when an individual sees others perform certain behaviors and get rewarded for them
Vicarious learning
Withholding positive rewards and essentially ignoring undesirable behavior
Extinction
The imposition of an unpleasant outcome following an undesirable behavior
Punishment
Removing an unpleasant consequence once a behavior is improved. Also called negative reinforcement
Avoidance Learning
The administration of a pleasant and rewarding consequence following a desired behavior
Positive Reinforcement
Anything that causes a certain behavior to be repeated or inhibited
Reinforcement
A theory proposed by Abraham Maslow saying that people are motivated by five categories of needs� physiological, safety, belongingness, esteem, and self-actualization�that exist in a hierarchical order
Hierarchy of Needs Theory
Asserts that positively reinforced behavior tends to be repeated, and unreinforced or negatively reinforced behavior tends to be inhibited
Law of Effect
To read symbols to interpret the meaning of a message
Decode
Messages sent from top management down to subordinates
Downward communication
A group of Internet-based applications that allows the creation and exchange of user-generated content
Social media
The skill of grasping both facts and feelings to interpret a message's genuine meaning
Listening
The amount of information that can be transmitted during a communication episode
Channel richness
To select symbols with which to compose a message
Encode
The acquisition and cultivation of personal relationships that cross departmental, hierarchical, and even organizational boundaries
Personal networking
Communicating through actions, gestures, facial expressions, and behavior rather than through words
Nonverbal communication
Messages that flow from the lower to the higher levels in the organization's hierarchy
Upward communication
Dialogue across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes, and the values that help achieve important goals
Strategic conversation
The lateral or diagonal exchange of messages among peers or coworkers and includes team communication
Horizontal communication
An individual's level of fear or anxiety associated with either real or anticipated communication
Communication apprehension
A network in which individuals can communicate freely with other team members
Decentralized network
A structure in which team members must communicate through one individual to solve problems or make decisions
Centralized network
Sharing all types of information throughout the organization and across functional and hierarchical boundaries
Open communication
Occurs when the receiver responds to the sender's communication with a return message.
Feedback
The medium by which a message is sent, such as a phone call, blog, or text message
Channel
The tangible formulation of an idea to be sent to an employee
Message
The process by which information is exchanged and understood by two or more people
Communication
A channel that flows within the chain of command or task responsibility defined by the organization
Formal communication channels
Channels that exist outside formally authorized channels and connect people across boundaries for sharing information and accomplishing tasks
Personal communication channels
A system that carries workplace gossip, a dominant force in organization communication when formal channels are not functioning effectively
Grapevine
Refers to a team communication structure in which team members freely communicate with one another & arrive at decisions
Decentralized network
What are the key elements of communication?
Encoding, message, and feedback
What percentage of a manager's time is spent in direct communication?
80%
When a group of workers have routine tasks to perform, a _____ communication structure allows more time for the task to be completed
centralized
Who in the communication process has the responsibility to decode the symbols and interpret the meaning of the message?
Receiver
_____ exists when organizations do not provide adequate upward, downward and horizontal communication
Absence of formal channels
_____ does not focus on a single receiver, uses limited information cues, and does not permit feedback
Bulletins
Jenna composes an email from home to her boss to inform him that she will be late getting to work that day. The act of composing an email involves which stage of the communication process?
Encoding the message
What kinds of skills are fundamental necessities in every part of a manager's job?
Communication
When an electronic mail system is installed as part of the communication system, what element of the communication process is changed?
Channel
The extent to which team members are attracted to the team and motivated to remain a part of it
Team cohesiveness
The stage during which members of temporary teams prepare for the team's disbanding
Adjourning
The stage of development in which team members focus on problem solving and accomplishing the team's assigned task
Performing
The stage of team development in which individual personalities emerge and people become more assertive in clarifying their roles and what is expected of them
Storming
The stage of development in which conflicts are resolved and team harmony and unity emerge
Norming
The stage of team development involving a period of orientation and getting acquainted
Forming
A person who benefits from team membership but does not make a proportionate contribution to the team's
work
Free rider
A team that consists of multiskilled employees who rotate jobs to produce an entire product or service, often led by an elected team member
Self-managed teams
A unit of two or more people who interact and coordinate their work to accomplish a goal to which they are committed and hold themselves mutually accountable.
Team
A team created outside the formal structure to undertake a project of special importance, such as developing a new product
Special-purpose team
A group of employees from various functional departments that meet as a team to resolve mutual problems
Cross-functional team
A team composed of a manager and his or her subordinates in the formal chain of command.
Functional team
The tendency for the presence of others to enhance one's performance
Social facilitation
A team role in which an individual devotes personal time and energy to helping the team accomplish its activities and reach its goal
Task specialist role
A competitive and adversarial approach in which each party strives to get as much as it can, usually at the expense of the other party
Distributive negotiation
A collaborative approach that is based on a win-win assumption, whereby the parties want to come up with a creative solution that benefits both sides of the conflict
Integrative negotiation
A conflict management strategy whereby people engage in give-and-take discussions and consider various alternatives to reach a joint decision that is acceptable to both parties
Negotiation
An antagonistic interaction in which one party attempts to block the intentions or goals of another
Conflict
Conflict that results from interpersonal incompatibility that creates tension and personal animosity among people
Relationship conflict
An informal standard of conduct that is shared by team members and guides their behavior
Team norm
Conflict that results from disagreements about the goals to be achieved or the content of the tasks to be performed
Task conflict
A unit of two or more people who interact and coordinate their work to accomplish a goal to which they are committed and hold themselves mutually accountable
Team
Describes the firm's profits relative to a source of profits, such as sales or assets
Profitability ratio
Measures the organization's internal performance with respect to key activities defined by management
Activity ratio
Indicates the organization's ability to meet its current debt obligations
Liquidity ratio
Summarizes a firm's financial performance for a given time interval
Income statement
A budget that lists forecasted and actual revenues of the organization
Revenue budget
Shows the firm's financial position with respect to assets and liabilities at a specific point in time
Balance sheet
Involves lower-level managers anticipating their department's budget needs and passing them up to top management for approval
Bottom-up budgeting
Means that the budgeted amounts for the coming year are literally imposed on middle- and lower-level managers
Top-down budgeting
A budget that plans and reports investments in major assets to be depreciated over several years.
Capital budget
A budget that outlines the anticipated and actual expenses for a responsibility center
Expense budget
Any organizational department or unit under the supervision of a single person who is responsible for its activity
Responsibility center
A quality control approach that emphasizes a relentless pursuit of higher quality and lower costs
Six sigma
Allows employees to see for themselves the financial condition of an organization and encourages them to think and act like business owners
Open-book management
A situation where the organization fosters compliance with organizational goals through the use of organizational culture, group norms, and a focus on goals rather than rules and procedures
Decentralized control
The continuous process of measuring products, services, and practices against major competitors or industry leaders
Benchmarking
Focuses on managing the total organization to deliver quality to customers
Total Quality Management (TQM)
The systematic process through which managers regulate organizational activities to meet planned goals and standards of performance
Organizational control
Involves monitoring and influencing employee behavior through the use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms
Hierarchical control
A total quality management (TQM) technique that involves a group of 6-12 volunteer employees who meet regularly to discuss and solve problems affecting the quality of their work
Quality circle
Refers to the framework of systems, rules, and practices by which an organization ensures accountability, fairness, and transparency in its relationships with stakeholders
Corporate governance
Represent an international consensus of what constitutes effective quality management as outlined by the International Organization for Standardization (ISO)
ISO 9000 standards
An approach to planning and decision making that requires a complete justification for every line item in a budget, instead of carrying forward a prior budget and applying a percentage change
Zero-based budgeting
A budget that estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations
Cash budget
The implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis. Also called kaizen.
Continuous improvement
Involves assigning dedicated personnel within a particular functional area of the business to identify opportunities for quality improvements throughout the work process
Quality Partnering
A comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization's capacity for learning and growth
Balanced scorecard
Reflects neither assertiveness nor cooperativeness; it is appropriate when an issue is trivial, there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be more costly
Conflict-handling style: avoiding style
The tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions
Groupthink
A role in which the individual provides support for the team members' emotional needs & social unity
Socioemotional role
A work team made up of members of different nationalities whose activities span multiple countries; may operate as virtual team or meet face to face
Global team
A team made up of members who are geographically or organizationally dispersed, rarely meet face to face, and do their work using advanced information technology
Virtual team
Members of ______ teams remain in separate locations around the world and conduct their work electronically
Virtual global
What is the ideal size of work teams?
5
Which of the following behaviors is consistent with the socioemotional role? Reduce tension, give opinions, seek information, summarize, energize
Reduce tension
All of the following are conflict handling styles discussed in your text except: competing style, assertive style, avoiding style, accommodating style, compromising style
Assertive style
Team _______ occurs when individuals and departments rely on other individuals and departments for information or resources to accomplish their work
Interdependence
CyberChasers Corporation sends a post-purchase questionnaire to all consumers who buy their products. They are interested in gathering data on product quality, customer service orientation, and customer satisfaction. This is an example of...
Feedback control
Zachary, a manager at ExecuComp, receives quarterly reports, which tracks his department's production statistics. However, these reports lack key information regarding reject rates. Which of the following components of the control model need improvement?
Measuring actual performance
Heather belongs to an informal group at work that meets twice a month to discuss common issues and problems in the workplace. Recently, this group has been focusing on ways to improve safety in the workplace. This group is an example of
A quality circle
Which of these is a financial budget that estimates cash flows on a daily basis to ensure that the company can meet its obligations? Cash budget, profit budget, capital expenditure budget, revenue budget, balance sheet budget
Cash budget
Which quality control technique uses a five-step methodology to define, measure, analyze, improve, and control processes, otherwise referred to as DMAIC?
Six Sigma
_____ provide the basic information used for financial control of an organization
Income statements
Which of the following refers to funding activities with borrowed money? Profitability, liquidity, activity, leverage, ROA
Leverage
Ron meets with his company's accountant to discuss the budget of anticipated and actual expenses for each segment of the organization. This involves review of which type of budget?
Expense budget
Use of the balanced scorecard can hinder or decrease organizational performance if it is implemented using which type of orientation?
Performance measurement orientation
______ is any oganizational department or unit under the supervision of a single person who is responsible for its activity
Responsibility center