1
Q
What is management?
A
Management is coordinating and overseeing work activities so organizational goals are achieved efficiently and effectively through people and resources.
2
Q
What are the four functions of management (POLC)?
A
Planning, organizing, leading, and controlling.
3
Q
What is planning in management?
A
Planning is setting goals and deciding what actions and resources are needed to reach them.
4
Q
What is organizing in management?
A
Organizing is arranging tasks, people, and resources to implement plans.
5
Q
What is leading in management?
A
Leading is motivating, influencing, and directing people to accomplish goals.
6
Q
What is controlling in management?
A
Controlling is monitoring performance, comparing results to standards, and making corrections.
7
Q
What is efficiency?
A
Efficiency means doing things right by using resources wisely and minimizing waste.
8
Q
What is effectiveness?
A
Effectiveness means doing the right things to achieve desired goals and outcomes.
9
Q
What are the four levels of managers?
A
Top managers, middle managers, first-line (supervisory) managers, and team leaders.
10
Q
What are three common types of organizations?
A
For-profit organizations, nonprofit organizations, and mutual-benefit/member-serving organizations.
11
Q
What did Porter and Nohria emphasize about manager work?
A
Managers spend most of their time in fragmented, communication-heavy activity with constant meetings, interruptions, and little uninterrupted focus time.
12
Q
What are Mintzberg’s three categories of managerial roles?
A
Interpersonal roles, informational roles, and decisional roles.
13
Q
What are Mintzberg’s interpersonal roles?
A
Figurehead, leader, and liaison.
14
Q
What are Mintzberg’s informational roles?
A
Monitor, disseminator, and spokesperson.
15
Q
What are Mintzberg’s decisional roles?
A
Entrepreneur, disturbance handler, resource allocator, and negotiator.
16
Q
What are Katz’s three managerial skills?
A
Technical skills, human skills, and conceptual skills.
17
Q
What are technical skills?
A
Job-specific knowledge and methods needed to perform specialized work.
18
Q
What are human skills?
A
The ability to work effectively with, motivate, and communicate with people.
19
Q
What are conceptual skills?
A
The ability to think analytically, see the organization as a whole, and understand how parts fit together.
20
Q
What are the seven challenges of being an exceptional manager?
A
Managing for competitive advantage, technological change, inclusion/diversity/equity, globalization, ethical standards, sustainable development, and happiness/meaningfulness.
21
Q
What is competitive advantage?
A
The ability to produce goods/services more effectively than competitors and outperform them.
22
Q
What are key elements of managing for competitive advantage?
A
Responsiveness to employees, responsiveness to customers, innovation, quality, and efficiency.
23
Q
What is the psychological contract?
A
Unspoken expectations and perceived obligations in the employee–employer relationship.
24
Q
What is innovation?
A
The introduction of something new or better in products, services, or processes.
25
What is e-business?
Using the internet to facilitate every aspect of running a business.
26
What is big data?
Extremely large and complex datasets that exceed traditional processing capabilities and require advanced tools.
27
What is cloud computing?
Storing and accessing software and data on remote, large-scale computing infrastructure.
28
What is diversity?
The presence of differences among people in a group or organization.
29
What is equity?
Perceived fair and unbiased treatment regarding opportunities, resources, and outcomes.
30
What is inclusion?
The extent to which people feel heard, valued, respected, and involved.
31
What is globalization?
The trend toward an increasingly interdependent world economy.
32
What are ethical standards?
Standards of right and wrong that guide behavior and decisions.
33
What is sustainable development?
Meeting present needs while preserving future generations’ ability to meet theirs.
34
What is career readiness?
The extent to which a person has knowledge, skills, and attributes desired by employers.
35
What are the classic (older) management viewpoints?
Classical, behavioral, and quantitative viewpoints.
36
What are the newer/modern viewpoints?
Systems viewpoint, contingency viewpoint, and contemporary approaches.
37
Why study management theory?
Theory provides tested frameworks, improves diagnosis and decisions, helps predict outcomes, and prevents repeating known mistakes.
38
What are the two classical approaches?
Scientific management and administrative management.
39
Scientific management is associated with which core idea?
Improving efficiency through scientific analysis of tasks and work methods.
40
Administrative management is associated with which core idea?
Developing principles and structures for managing the organization as a whole.
41
What are the three behavioral movement strands?
Behaviorism, human relations, and behavioral science.
42
What does behaviorism emphasize?
Observable behavior and conditioning effects from reinforcement and consequences.
43
What does human relations emphasize?
Social needs, morale, and interpersonal relationships in work performance.
44
What does behavioral science emphasize?
Using psychology, sociology, and related sciences to understand workplace behavior.
45
What are two quantitative approaches?
Management science/operations research and operations management.
46
What is the systems viewpoint?
Organizations are interrelated parts transforming inputs into outputs with feedback loops.
47
What are the four parts of the systems model?
Inputs, transformation processes, outputs, and feedback.
48
What is an open system?
A system that interacts with and is influenced by its external environment.
49
What is a closed system?
A system with little or no interaction with its environment (rare in real organizations).
50
What is the contingency viewpoint?
There is no single best way to manage; the best approach depends on the situation.
51
What is organizational behavior (OB)?
The study of individual and group behavior in organizations.
52
What is self-awareness in OB?
Understanding your own traits, motives, reactions, strengths, and blind spots.
53
What is the person–situation distinction?
Behavior is influenced by both personal characteristics and situational context.
54
What are person factors in OB?
Personality, values, attitudes, abilities, and motives.
55
What are situation factors in OB?
Leadership, culture, rules, incentives, constraints, and team dynamics.
56
What is ethics?
Moral principles and standards that define right and wrong behavior.
57
Ethics vs legality—what is the distinction?
Legal behavior meets the law’s minimum standard; ethical behavior can require more than legal compliance.
58
What is a problem in OB terms?
A gap between current state and desired state.
59
What is the 3-step problem-solving process?
Identify/diagnose the problem, generate/evaluate alternatives, implement and assess results.
60
What is the triple bottom line?
People, planet, and profit.
61
What is a social audit?
A formal assessment and reporting of an organization’s social and ethical performance.
62
Who are internal stakeholders?
Employees, managers, and owners/investors within the organization.
63
What are the two broad environments managers operate in?
Internal environment and external environment.
64
What is the task/specific external environment?
The groups directly affecting and affected by organizational operations, such as customers and suppliers.
65
What is the general/macro environment?
Broad external forces like economic, technological, political-legal, sociocultural, demographic, and global forces.
66
What is ethical behavior?
Behavior accepted as right according to moral standards and fairness principles.
67
What is an ethical dilemma?
A situation in which choices involve competing values and potential harm/benefit tradeoffs.
68
What are four ethical decision approaches?
Utilitarian, individual, moral-rights, and justice approaches.
69
What is the Sarbanes-Oxley Act of 2002?
A U.S. law that strengthened corporate financial reporting, internal controls, and executive accountability.
70
What are Kohlberg’s three moral development levels?
Preconventional, conventional, and postconventional.
71
What is social responsibility?
An organization’s duty to act in ways that benefit society beyond strict legal and economic requirements.
72
What are Carroll’s four CSR responsibilities?
Economic, legal, ethical, and philanthropic responsibilities.
73
What is corporate governance?
The system of rules, oversight, and accountability used to direct and control a company.
74
What is globalization?
The increasing integration and interdependence of world markets and societies.
75
What is international management?
Managing operations, people, and strategy across national and cultural boundaries.
76
What are five reasons companies expand internationally?
Market growth, cost/resource access, risk diversification, competitive pressure, and access to talent/innovation.
77
What are five international expansion methods?
Exporting, licensing, franchising, joint ventures/alliances, and wholly owned subsidiaries.
78
What is free trade?
Cross-border exchange with minimal tariffs, quotas, and trade barriers.
79
What are three barriers to free trade?
Tariffs, quotas, and non-tariff barriers/regulations.
80
What are three major institutions facilitating global trade/finance?
World Trade Organization (WTO), International Monetary Fund (IMF), and World Bank.
81
What is a trading bloc?
A regional group of countries that reduces trade barriers among members.
82
What are exchange rates?
Relative values of currencies used to convert one currency into another.
83
What is BRICS?
An economic grouping of Brazil, Russia, India, China, and South Africa.
84
What is low-context culture?
A culture where communication is direct, explicit, and message-centered.
85
What is high-context culture?
A culture where communication relies heavily on context, relationships, and indirect cues.
86
What are Hofstede’s four dimensions in your course?
Power distance, individualism/collectivism, uncertainty avoidance, and masculinity/femininity.
87
What are the nine GLOBE dimensions?
Power distance, uncertainty avoidance, institutional collectivism, in-group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, and humane orientation.
88
What is culture shock?
Disorientation and stress from entering a new cultural environment with unfamiliar norms.
89
What is planning?
Setting objectives and deciding in advance what actions, timelines, and resources will be used.
90
What is strategy/strategic plan?
A broad long-term plan for achieving sustained competitive advantage.
91
What is strategic management?
The ongoing process of strategy formulation, execution, and evaluation.
92
What is a mission statement?
A statement of organizational purpose and fundamental reason for existence.
93
What is a vision statement?
A statement of desired future state or what the organization aims to become.
94
What are core values?
Guiding principles that shape behavior and decisions.
95
Strategic vs tactical vs operational planning?
Strategic is long-term organization-wide direction, tactical translates strategy at unit level, and operational guides day-to-day execution.
96
What is the means-end chain?
Lower-level goals and plans serve as means for achieving higher-level organizational ends.
97
What are SMART goals?
Specific, measurable, achievable, relevant, and time-bound goals.
98
What is MBO?
Management by objectives is a collaborative goal-setting and performance review process aligning individual and organizational goals.
99
What are MBO’s four steps?
Set goals jointly, develop action plans, conduct periodic reviews, and evaluate/reward results.
100
What is the planning/control cycle?
Set goals and plans, then measure performance and take corrective action.
101
What is a decision?
A choice made from available alternatives.
102
What is decision-making?
The process of identifying and selecting the best course of action.
103
What are the four stages of the rational decision model?
Identify problem/opportunity, generate alternatives, evaluate/select alternative, implement/evaluate.
104
What are two nonrational decision approaches?
Bounded rationality and intuitive decision-making.
105
What is evidence-based management?
Making decisions using best available evidence, practitioner expertise, stakeholder input, and context.
106
What is big data analytics?
Using advanced tools and methods to extract patterns and actionable insights from large datasets.
107
What is AI in management context?
Technology that enables systems to perform cognitive-like tasks such as pattern recognition, prediction, and decision support.
108
What are common business uses of AI?
Automation, prediction/forecasting, improved decision speed, personalization, and quality improvement.
109
What are top AI challenges?
Data quality and bias, implementation capability/cost, and ethics/privacy/governance risk.
110
What are the two decision-style dimensions?
Value orientation (task vs people) and tolerance for ambiguity (low vs high).
111
What are the four decision styles?
Directive, analytical, conceptual, and behavioral.
112
What is directive style?
Task-focused with low ambiguity tolerance; fast, structured, and control-oriented.
113
What is analytical style?
Task-focused with high ambiguity tolerance; data-driven and systematic.
114
What is conceptual style?
People-focused with high ambiguity tolerance; creative and long-range.
115
What is behavioral style?
People-focused with low ambiguity tolerance; supportive and consensus-oriented.
116
What are common decision biases?
Overconfidence, anchoring, confirmation, availability, representativeness, framing, recency, hindsight, escalation of commitment, and sunk-cost bias.
117
What are five advantages of group decision making?
More information, diverse viewpoints, greater creativity, stronger buy-in, and better error detection.
118
What are four disadvantages of group decision making?
Slower process, coordination conflict, groupthink risk, and diffusion of responsibility.
119
What is consensus?
A decision outcome that members can support or live with, even if it is not everyone’s first choice.
120
What are four structured group problem-solving techniques?
Brainstorming, nominal group technique, Delphi method, and devil’s advocacy.
121
What is personality?
A relatively stable pattern of thoughts, feelings, and behaviors across situations.
122
What are the Big Five personality dimensions?
Openness, conscientiousness, extraversion, agreeableness, and neuroticism (inverse of emotional stability).
123
What is core self-evaluation (CSE)?
A broad appraisal of one’s self-worth and capability based on self-esteem, self-efficacy, locus of control, and emotional stability.
124
What is emotional intelligence?
The ability to perceive, understand, regulate, and effectively use emotions in self and others.
125
What are values?
Deeply held beliefs about desirable conduct and end states.
126
What is an attitude?
A learned predisposition to respond favorably or unfavorably to an object, person, or event.
127
What are the three components of attitude?
Cognitive, affective, and behavioral components.
128
What is cognitive dissonance?
Psychological discomfort resulting from inconsistency between beliefs, attitudes, and behavior.
129
What is perception?
The process of selecting, organizing, and interpreting information to make sense of situations.
130
What are common perceptual distortions?
Stereotyping, halo/horns effects, selective perception, projection, and recency effects.
131
What is the self-fulfilling prophecy (Pygmalion effect)?
Expectations influence behavior in ways that increase the likelihood those expectations come true.
132
What are key work attitudes managers must address?
Job satisfaction, organizational commitment, and employee engagement.
133
What is prosocial behavior?
Voluntary behavior intended to benefit other people.
134
What is prosocial motivation?
The desire to expend effort to help or benefit others.
135
What is organizational citizenship behavior (OCB)?
Discretionary extra-role behavior that supports organizational functioning.
136
What is counterproductive work behavior (CWB)?
Intentional behavior that harms the organization or people in it.
137
What are two dimensions of diversity?
Surface-level diversity and deep-level diversity.
138
What is stress?
An adaptive response to demands perceived as challenging or threatening.
139
What are common sources of stress?
Work overload, role ambiguity, role conflict, interpersonal conflict, organizational constraints, and work-life conflict.
140
Positive vs negative stress?
Eustress is beneficial/energizing strain; distress is harmful/depleting strain.
141
What are organizational buffers against stressors?
Role clarity, manageable workloads, supportive leadership, participation, flexibility, and resource support.
142
What are Schwartz’s ten core values?
Self-direction, stimulation, hedonism, achievement, power, security, conformity, tradition, benevolence, and universalism.
143
What are Schwartz’s four higher-order value themes?
Openness to change, self-enhancement, conservation, and self-transcendence.
144
How can managers use Schwartz’s model?
To improve person-job fit, motivate different employees, and reduce value-based conflict.
145
What are emotions in OB?
Short, event-focused feeling states that influence thought and behavior.
146
What are display norms?
Cultural/organizational rules about which emotions should be expressed and how.
147
What is social perception?
How we form impressions and judgments about other people.
148
What are four stages of social perception?
Observe cues, infer causes/intentions, form judgments, and respond.
149
Person perception is shaped by which three influences?
Perceiver characteristics, target characteristics, and situational context.
150
What are stereotypes?
Generalized beliefs about members of a group.
151
What is the stereotyping process?
Categorize, assign traits, expect behavior, then interpret behavior through the stereotype.
152
How are stereotypes maintained?
Selective attention, confirmation bias, and subtyping exceptions instead of revising beliefs.
153
What are causal attributions?
Explanations people create for why events or behaviors occur.
154
What is Kelley’s attribution model based on?
Consensus, distinctiveness, and consistency information.
155
What is fundamental attribution bias?
Overemphasizing internal causes and underestimating situational causes for others’ behavior.
156
What is self-serving bias?
Attributing successes internally and failures externally to protect self-esteem.
157
What is affirmative action?
Policies and programs designed to remedy historical underrepresentation and discrimination.
158
What is managing diversity?
Creating systems and culture that include differences and leverage them for performance.
159
Why is diversity good business?
It improves talent access, creativity, decision quality, adaptability, and market insight.
160
What are common barriers to managing diversity?
Unconscious bias, exclusionary networks, inequitable systems, resistance to change, and weak accountability.
161
What are effective organizational diversity practices?
Inclusive recruiting, bias-resistant selection, mentoring/sponsorship, transparent promotion criteria, pay audits, ERGs, training, and leadership accountability metrics.
162
What are the two major types of motivation?
Intrinsic motivation and extrinsic motivation.
163
What are content theories of motivation?
Theories explaining what needs/factors energize and direct behavior.
164
What are process theories of motivation?
Theories explaining how cognitive processes determine motivated behavior.
165
What is Theory X?
A pessimistic assumption set that employees dislike work and require close control.
166
What is Theory Y?
An optimistic assumption set that employees can be self-directed, responsible, and motivated.
167
What is Maslow’s hierarchy idea?
People are motivated by progressively higher needs as lower needs become sufficiently satisfied.
168
What is McClelland’s acquired-needs theory?
Motivation varies by learned needs for achievement, affiliation, and power.
169
What is Herzberg’s two-factor theory?
Hygiene factors prevent dissatisfaction, while motivators create satisfaction and growth.
170
What is equity/justice theory?
People compare input-to-outcome ratios and are motivated by perceived fairness in exchanges.
171
What is expectancy theory?
Motivation depends on expectancy (effort→performance), instrumentality (performance→outcomes), and valence (value of outcomes).
172
What is goal-setting theory?
Specific, challenging goals with feedback improve performance.
173
What are the three justice types?
Distributive justice, procedural justice, and interactional justice.
174
What is distributive justice?
Perceived fairness of outcomes received.
175
What is procedural justice?
Perceived fairness of the processes used to determine outcomes.
176
What is interactional justice?
Perceived fairness and respect in interpersonal treatment during decision processes.
177
What is job design?
The way tasks, responsibilities, and relationships are structured in a job.
178
What are three broad job-design approaches?
Top-down, bottom-up (job crafting), and relational approaches.
179
What are top-down job-design methods commonly emphasized?
Job simplification, job rotation, job enlargement, job enrichment, and self-managed/autonomous work structures.
180
What is performance management (PM)?
A continuous process of setting goals, monitoring work, giving feedback/coaching, evaluating, and developing performance.
181
Why use PM?
To align individual performance with strategy, improve results, and support employee development.
182
Why do employee perceptions of PM matter?
Perceived fairness, clarity, and usefulness strongly influence acceptance and effort.
183
What is the role of goal setting in PM?
It provides direction, standards, accountability, and motivation for performance.
184
Learning goals vs performance goals?
Learning goals focus on developing capability; performance goals focus on achieving target results.
185
What supports goal commitment?
Leader support, feedback quality, perceived fairness, and concrete action plans.
186
What are behavioral goals?
Goals focused on how work is performed and interpersonal conduct.
187
What are objective goals?
Goals focused on measurable outcomes and metrics.
188
What are task/project goals?
Goals focused on completing specific deliverables within defined scope and timeline.
189
What is performance monitoring?
Ongoing tracking of progress and results relative to expectations.
190
What is evaluation in PM?
Formal assessment of results and behaviors against standards.
191
What is 360-degree feedback?
Performance feedback gathered from multiple sources such as supervisors, peers, reports, and self.
192
What are the two basic functions of feedback?
Reinforce effective behavior and correct ineffective behavior.
193
What are three key feedback sources?
Supervisors, peers, and self/metrics.
194
What is coaching?
A developmental conversation process focused on improving future performance through guidance and accountability.
195
Intrinsic vs extrinsic rewards?
Intrinsic rewards come from the work itself; extrinsic rewards come from external outcomes like pay or recognition.
196
What are contingent consequences?
Consequences directly tied to specific behavior or performance.
197
What is positive reinforcement?
Adding a desirable consequence to increase a behavior.
198
What is negative reinforcement?
Removing an undesirable condition to increase a behavior.
199
What is punishment?
Applying or removing consequences to decrease a behavior.
200
What is extinction?
Removing reinforcement that maintains a behavior so the behavior declines.
201
What are reinforcement schedules?
Patterns for delivering reinforcement: continuous, fixed/variable ratio, and fixed/variable interval.
202
What is positive organizational behavior (POB)?
The study and application of measurable, developable, and performance-relevant psychological strengths.
203
What is PsyCap?
Positive psychological capital made up of Hope, Efficacy, Resilience, and Optimism (HERO).
204
What is hope in PsyCap terms?
Goal-directed energy (willpower) plus pathways thinking (waypower) to reach goals despite obstacles.
205
What is efficacy in PsyCap?
Confidence in one’s capability to execute tasks successfully.
206
What is resilience in PsyCap?
Capacity to bounce back and adapt after adversity.
207
What is optimism in PsyCap?
A realistic positive expectation that effort can produce favorable outcomes.
208
What is mindfulness?
Present-moment, nonjudgmental awareness of thoughts, feelings, and surroundings.
209
What is a signature strength?
A natural, energizing personal strength that can be intentionally applied for better performance and well-being.
210
What is organizational climate?
Shared perceptions of policies, practices, and expected behaviors in the workplace.
211
What is a positive organizational climate?
A climate characterized by trust, support, fairness, learning, and constructive relationships.
212
What are virtuous leadership focus areas?
Integrity, compassion, forgiveness, and accountability/service.
213
What is flourishing (PERMA)?
A high well-being state supported by Positive emotion, Engagement, Relationships, Meaning, and Accomplishment.
214
What is contagion in OB?
The spread of emotions, attitudes, and behaviors through social interaction.
215
What are four social support types?
Emotional support, informational support, instrumental support, and appraisal support.
216
POLC stands for what?
Planning, organizing, leading, controlling.
217
Efficiency vs effectiveness?
Efficiency is resource-wise execution; effectiveness is goal achievement.
218
Mintzberg’s 3 role buckets?
Interpersonal, informational, decisional.
219
Katz’s 3 skills?
Technical, human, conceptual.
220
Triple bottom line?
People, planet, profit.
221
Ethics dilemma frameworks?
Utilitarian, individual, moral-rights, justice.
222
Hofstede 4?
Power distance, individualism/collectivism, uncertainty avoidance, masculinity/femininity.
223
SMART?
Specific, measurable, achievable, relevant, time-bound.
224
Rational decision model 4?
Identify, generate, evaluate/select, implement/evaluate.
225
Big Five?
Openness, conscientiousness, extraversion, agreeableness, neuroticism.
226
CSE 4 traits?
Self-esteem, self-efficacy, locus of control, emotional stability.
227
Attribution errors?
Fundamental attribution bias and self-serving bias.
228
Motivation split?
Content theories (what motivates) and process theories (how motivation works).
229
Justice 3?
Distributive, procedural, interactional.
230
Reinforcement 4?
Positive reinforcement, negative reinforcement, punishment, extinction.
231
PsyCap HERO?
Hope, efficacy, resilience, optimism.
232
Flourishing PERMA?
Positive emotion, engagement, relationships, meaning, accomplishment.
MGT-420
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