HFT 2220 FINAL EXAM
QUESTIONS AND ANSWERS
elements of culture - answer- 1. artifacts (rituals/language)
2. shared values
3. assumptions
Lewin's change model - answer- 1.unfreezing
2.moving
3.refreezing
yielding (conflict management) - answer- giving in completely to the other side's
wishes
compromising (conflict management) - answer- looking for a position in which your
loses are offset by equally valued gains.
problem solving (conflict management) - answer- looks for a mutually beneficial
solution for both parties (win- win)
forcing (conflict management) - answer- Trying to win the conflict at another's
expense (win-loose)
avoiding (conflict management) - answer- Smooth over or avoid conflict situations.
Tend to suppress thinking about the conflict.
coercive power - answer- ability to control punishments
Maslow's Hierarchy of Needs (5) - answer- 1.self-actualization
2.esteem
3.belonging
4.safety
5.physiological
McClelland's Acquired Needs - answer- 1. achievement
2.affiliation
3. power
expectancy theory - answer- effort...performance...outcome 1/2/3
equity theory - answer- people make evaluations about the fairness of their inputs
and outputs ex. input: education; output: compensation
big 5 model - answer- Conscientiousness - Careful, dependable, self-disciplined
Agreeableness - Courteous, good-natured, empathetic, caring
Neuroticism - Anxious, hostile, depressed
Openness to experience - Sensitive, flexible, creative, curious
, Extroversion - Outgoing, talkative, sociable, assertive
Myers-Briggs - answer- Extroversion - Introversion
Intuitive - Sensing
Thinking- Feeling
Judging - Perceiving
Locus of Control - answer- Extent to which a person feels he/she is able to control
his/her on life
Machiavellianism - answer- capable of lying to achieve personal goals
Self-Efficiacy - answer- The belief that you are capable of completing a task /
attaining a goal successfully.
Self-serving bias - answer- we attribute good results to our efforts and failures to the
external environment
fundamental attribution error - answer- tendency to see a person and not the
situation
leadership - answer- promotes change...It is transformational in nature
management - answer- stresses the administration aspect....how to promote stability
and smooth running of an organization
transformational leaders - answer- "agents of change; they create, communicate,
and model a shared vision and inspire followers to strive for that vision"
characteristics of transformational leaders - answer- Intellectual Stimulation
Idealized Influence
Charisma
Individualized Consideration
Hersey and Blanchard's Situational Model (readiness) - answer- Telling - good for
low readiness
Selling - low to moderate
Participating - moderate to high
Delegating - high
Stages of Group Development - answer- -forming
-storming
-norming
-performing
-adjourning
compensation is important... - answer- 1. It motivates behavior
2. It directs people towards business goals
3. Supports overall HR strategy and business strategy
4. It ensures market competitiveness and/or cost control
QUESTIONS AND ANSWERS
elements of culture - answer- 1. artifacts (rituals/language)
2. shared values
3. assumptions
Lewin's change model - answer- 1.unfreezing
2.moving
3.refreezing
yielding (conflict management) - answer- giving in completely to the other side's
wishes
compromising (conflict management) - answer- looking for a position in which your
loses are offset by equally valued gains.
problem solving (conflict management) - answer- looks for a mutually beneficial
solution for both parties (win- win)
forcing (conflict management) - answer- Trying to win the conflict at another's
expense (win-loose)
avoiding (conflict management) - answer- Smooth over or avoid conflict situations.
Tend to suppress thinking about the conflict.
coercive power - answer- ability to control punishments
Maslow's Hierarchy of Needs (5) - answer- 1.self-actualization
2.esteem
3.belonging
4.safety
5.physiological
McClelland's Acquired Needs - answer- 1. achievement
2.affiliation
3. power
expectancy theory - answer- effort...performance...outcome 1/2/3
equity theory - answer- people make evaluations about the fairness of their inputs
and outputs ex. input: education; output: compensation
big 5 model - answer- Conscientiousness - Careful, dependable, self-disciplined
Agreeableness - Courteous, good-natured, empathetic, caring
Neuroticism - Anxious, hostile, depressed
Openness to experience - Sensitive, flexible, creative, curious
, Extroversion - Outgoing, talkative, sociable, assertive
Myers-Briggs - answer- Extroversion - Introversion
Intuitive - Sensing
Thinking- Feeling
Judging - Perceiving
Locus of Control - answer- Extent to which a person feels he/she is able to control
his/her on life
Machiavellianism - answer- capable of lying to achieve personal goals
Self-Efficiacy - answer- The belief that you are capable of completing a task /
attaining a goal successfully.
Self-serving bias - answer- we attribute good results to our efforts and failures to the
external environment
fundamental attribution error - answer- tendency to see a person and not the
situation
leadership - answer- promotes change...It is transformational in nature
management - answer- stresses the administration aspect....how to promote stability
and smooth running of an organization
transformational leaders - answer- "agents of change; they create, communicate,
and model a shared vision and inspire followers to strive for that vision"
characteristics of transformational leaders - answer- Intellectual Stimulation
Idealized Influence
Charisma
Individualized Consideration
Hersey and Blanchard's Situational Model (readiness) - answer- Telling - good for
low readiness
Selling - low to moderate
Participating - moderate to high
Delegating - high
Stages of Group Development - answer- -forming
-storming
-norming
-performing
-adjourning
compensation is important... - answer- 1. It motivates behavior
2. It directs people towards business goals
3. Supports overall HR strategy and business strategy
4. It ensures market competitiveness and/or cost control
