Management Exit Exam
organization - ANS -collection of people who work together and coordinate actions to
achieve specific purpose
managerial skills - ANS -education and experience help managers acquire and develop
types of skills (conceptual, human, technical)
conceptual skills - ANS -ability to analyze and diagnose situation (skill)
human skills - ANS -ability to understand, alter, lead and control behavior of individuals
and groups (skill)
technical skills - ANS -knowledge and techniques required to perform role (skill)
managerial tasks - ANS -planning, organizing, leading, controlling
planning - ANS -choose goals and means to achieve them
organizing - ANS -establish task and authority relationships that allow people to work
together to achieve goals
leading - ANS -motivate workers to work hard to achieve goals
controlling - ANS -monitor progress toward goal achievement and take corrective action
when necessary
omnipotent view - ANS -managers directly responsible for success or failure of
organization (firm performs poorly = manager responsible)
symbolic view - ANS -success or failure due to external forces outside managers'
control (e.g., economic, legislative, and competitive forces, etc.) symbolize control and
influence (firm performs poorly = manager's role is minimal
classical view of social responsibility - ANS -management's only social responsibility is
to maximize profits
socioeconomic view of social responsibility - ANS -management's social responsibility
goes beyond making of profits to include protecting and improving society's welfare
, ethnocentric attitude - ANS -best work approaches and practices are those of home
country (country in which company's headquarters are located)
polycentric attitude - ANS -view that managers in host country (foreign country where
organization is doing business) know best work approaches and practices
geocentric attitude - ANS -world-oriented view that focuses on using best approaches
and people from around the globe
faulty perceptions - ANS -stereotyping
stereotyping - ANS -making assumptions about others on basis of their membership in
a social group
faulty attributions - ANS -fundamental attribution error - self-serving bias
fundamental attribution error - ANS -people have tendency to judge others' behaviors
as due to internal factors
self-serving bias - ANS -attribute our own failures to external factors and our own
successes to internal factors
attitude - ANS -favorable or unfavorable evaluative reaction toward something or
someone, exhibited in ones beliefs, feelings, or intended behavior
cognitive - ANS -thoughts, beliefs, and ideas about something
affective - ANS -feelings or emotions that something evokes (e.g. fear, sympathy, hate)
behavioral - ANS -tendency to act in certain ways toward something
job satisfaction - ANS -general attitude toward job (feeling toward job, absenteeism
negatively related to job satisfaction)
motivation - ANS -psychological forces that determine direction of person's behavior,
person's level of effort, and person's level of persistence
theories of motivation - ANS -Maslow's Hierarchy of Needs, Theory X & Theory Y,
McClelland's Theory of Needs
organization - ANS -collection of people who work together and coordinate actions to
achieve specific purpose
managerial skills - ANS -education and experience help managers acquire and develop
types of skills (conceptual, human, technical)
conceptual skills - ANS -ability to analyze and diagnose situation (skill)
human skills - ANS -ability to understand, alter, lead and control behavior of individuals
and groups (skill)
technical skills - ANS -knowledge and techniques required to perform role (skill)
managerial tasks - ANS -planning, organizing, leading, controlling
planning - ANS -choose goals and means to achieve them
organizing - ANS -establish task and authority relationships that allow people to work
together to achieve goals
leading - ANS -motivate workers to work hard to achieve goals
controlling - ANS -monitor progress toward goal achievement and take corrective action
when necessary
omnipotent view - ANS -managers directly responsible for success or failure of
organization (firm performs poorly = manager responsible)
symbolic view - ANS -success or failure due to external forces outside managers'
control (e.g., economic, legislative, and competitive forces, etc.) symbolize control and
influence (firm performs poorly = manager's role is minimal
classical view of social responsibility - ANS -management's only social responsibility is
to maximize profits
socioeconomic view of social responsibility - ANS -management's social responsibility
goes beyond making of profits to include protecting and improving society's welfare
, ethnocentric attitude - ANS -best work approaches and practices are those of home
country (country in which company's headquarters are located)
polycentric attitude - ANS -view that managers in host country (foreign country where
organization is doing business) know best work approaches and practices
geocentric attitude - ANS -world-oriented view that focuses on using best approaches
and people from around the globe
faulty perceptions - ANS -stereotyping
stereotyping - ANS -making assumptions about others on basis of their membership in
a social group
faulty attributions - ANS -fundamental attribution error - self-serving bias
fundamental attribution error - ANS -people have tendency to judge others' behaviors
as due to internal factors
self-serving bias - ANS -attribute our own failures to external factors and our own
successes to internal factors
attitude - ANS -favorable or unfavorable evaluative reaction toward something or
someone, exhibited in ones beliefs, feelings, or intended behavior
cognitive - ANS -thoughts, beliefs, and ideas about something
affective - ANS -feelings or emotions that something evokes (e.g. fear, sympathy, hate)
behavioral - ANS -tendency to act in certain ways toward something
job satisfaction - ANS -general attitude toward job (feeling toward job, absenteeism
negatively related to job satisfaction)
motivation - ANS -psychological forces that determine direction of person's behavior,
person's level of effort, and person's level of persistence
theories of motivation - ANS -Maslow's Hierarchy of Needs, Theory X & Theory Y,
McClelland's Theory of Needs
