Managing Organizations Final Exam
A continuum of channel richness - ANS-have a look at slides chapter 13 slide 24
A Simple Model of Motivation: - ANS-Need (creates preference to fulfill wishes)->Behavior
(effects in actions to fulfill needs)->Rewards (satisfy wishes; intrinsic or extrinsic rewards)_->
Feedback (praise informs man or woman whether behavior became appropriate and have to
be used once more) (loops returned round)
Accommodating - ANS-Showing Reasonableness
Developing Performance
Creating Good Will
Keeping "Peace"
Retreating
Low Importance
(proper for low significance and preserving relationships) (excessive cooperativeness and
coffee on assertiveness)
Affirmative Action vs. Diversity Management:
Assimilation- - ANS-AA: Assumes individuals will for my part assimilate into the company;
individuals will adapt
DM: Assumes that managers and the corporations will change (i.E., way of life, rules, and
systems foster an all-inclusive paintings environment)
Affirmative Action vs. Diversity Management:
Cause of Diversity Problems- - ANS-AA:Does now not address the purpose of problems
DM: Attempts to uncover the foundation reasons of variety problems
Affirmative Action vs. Diversity Management:
Focus- - ANS-AA: Recruitment, mobility, and retention
DM: Creating an environment that permits all pals to attain their complete capacity
Affirmative Action vs. Diversity Management:
Purpose- - ANS-AA: To save you and treatment discrimination
DM: To create an inclusive paintings surroundings in which all pals are empowered to carry
out their excellent
Affirmative Action vs. Diversity Management:
Time Frame- - ANS-AA: Temporary, till there is appropriate representation of disadvantaged
companies
DM: Ongoing, everlasting modifications
Age Discrimination in Employment Act (ADEA) (1967 amended in 1978 and 1986) -
ANS-Prohibits age discrimination and restricts obligatory retirement.
,Alderfer's ERG Theory: - ANS-Take Maslows hierarchy:
Self actualization and esteem desires = increase needs
Social and Bel. Needs = Relatedness needs
Safety needs and phy desires = Existence Needs
Top are extra extrinsic, esteem want normally kicks in around 12 month. Unlike maslow
Alderfer believed you can soar round and it did no longer have to be linear and you may be
in a couple of at a time
American with Disabilities Act (1990) - ANS-Prohibits discrimination towards qualified
individuals by employers on the premise of incapacity and demands that "reasonable inns"
be furnished for the disabled to allow overall performance of responsibilities.
Authentic Leadership - ANS--Leaders who recognize and recognize themselves
-Espouse and act with better order ethical values
-Staying actual to at least one's values and ideals
-Inspire accept as true with and commitment
-Respect diverse viewpoints
-Encourage collaboration
-Help others learn, grow, and expand as leaders
Avoidance Learning - ANS-Increases likelihood behavior will preserve
Avoiding - ANS-Issues of Low Importance
Reducing Tensions
Buying Time
Low Power
Allowing Others to Learn
Symptomatic Problems
(low assertiveness and cooperativeness)
Balancing Task and Team Process - ANS---Task Oriented Behavior:
Focusing on WHAT
Clarifying dreams
Clarifying objectives
Making selections
Using an agenda
Being directive
Staying heading in the right direction
Moving dialogue along
Coming to closure
Making judgment calls/choices
Telling
Focusing on element
--Process Oriented Behavior:
Focusing on HOW
Dialoging
Attending to climate
, Being facilitative
Inviting participation and participating
Encouraging discussions
Thinking creatively
Brainstorming
Checking how people sense
Checking for expertise
Probing for information
Looking at the bigger photo
Being an invisible leader - ANS-Situational leadership, degree 5 leadership and get there the
use of servant leadership. Coach instance: he lays returned due to the fact he created fairly
skilled people that can function on their own
Benefits - ANS-Social protection, unemployment compensation, and people' reimbursement
are required by law
Bias - ANS-The systematic tendency to apply records approximately others in approaches
that bring about erroneous perceptions
Bias:
Salience impact: - ANS-focus interest on individuals who are conspicuously one-of-a-kind
Bias:
Similiar to me impact: - ANS-understand others who're just like ourselves greater
undoubtedly than we perceive folks who are specific
Bias:
Social popularity effect - ANS-understand people with excessive social repute extra definitely
than people with low social reputation
Biases - ANS-systematic inclinations to use information approximately others in methods
which could result in misguided perceptions
Cafeteria-plan benefits - ANS-programs allow personnel to pick out blessings for themselves
Chapter 11 - ANS-
Chapter 12 - ANS-
Chapter 13 - ANS-
Chapter 14 - ANS-
Chapter nine - ANS-
A continuum of channel richness - ANS-have a look at slides chapter 13 slide 24
A Simple Model of Motivation: - ANS-Need (creates preference to fulfill wishes)->Behavior
(effects in actions to fulfill needs)->Rewards (satisfy wishes; intrinsic or extrinsic rewards)_->
Feedback (praise informs man or woman whether behavior became appropriate and have to
be used once more) (loops returned round)
Accommodating - ANS-Showing Reasonableness
Developing Performance
Creating Good Will
Keeping "Peace"
Retreating
Low Importance
(proper for low significance and preserving relationships) (excessive cooperativeness and
coffee on assertiveness)
Affirmative Action vs. Diversity Management:
Assimilation- - ANS-AA: Assumes individuals will for my part assimilate into the company;
individuals will adapt
DM: Assumes that managers and the corporations will change (i.E., way of life, rules, and
systems foster an all-inclusive paintings environment)
Affirmative Action vs. Diversity Management:
Cause of Diversity Problems- - ANS-AA:Does now not address the purpose of problems
DM: Attempts to uncover the foundation reasons of variety problems
Affirmative Action vs. Diversity Management:
Focus- - ANS-AA: Recruitment, mobility, and retention
DM: Creating an environment that permits all pals to attain their complete capacity
Affirmative Action vs. Diversity Management:
Purpose- - ANS-AA: To save you and treatment discrimination
DM: To create an inclusive paintings surroundings in which all pals are empowered to carry
out their excellent
Affirmative Action vs. Diversity Management:
Time Frame- - ANS-AA: Temporary, till there is appropriate representation of disadvantaged
companies
DM: Ongoing, everlasting modifications
Age Discrimination in Employment Act (ADEA) (1967 amended in 1978 and 1986) -
ANS-Prohibits age discrimination and restricts obligatory retirement.
,Alderfer's ERG Theory: - ANS-Take Maslows hierarchy:
Self actualization and esteem desires = increase needs
Social and Bel. Needs = Relatedness needs
Safety needs and phy desires = Existence Needs
Top are extra extrinsic, esteem want normally kicks in around 12 month. Unlike maslow
Alderfer believed you can soar round and it did no longer have to be linear and you may be
in a couple of at a time
American with Disabilities Act (1990) - ANS-Prohibits discrimination towards qualified
individuals by employers on the premise of incapacity and demands that "reasonable inns"
be furnished for the disabled to allow overall performance of responsibilities.
Authentic Leadership - ANS--Leaders who recognize and recognize themselves
-Espouse and act with better order ethical values
-Staying actual to at least one's values and ideals
-Inspire accept as true with and commitment
-Respect diverse viewpoints
-Encourage collaboration
-Help others learn, grow, and expand as leaders
Avoidance Learning - ANS-Increases likelihood behavior will preserve
Avoiding - ANS-Issues of Low Importance
Reducing Tensions
Buying Time
Low Power
Allowing Others to Learn
Symptomatic Problems
(low assertiveness and cooperativeness)
Balancing Task and Team Process - ANS---Task Oriented Behavior:
Focusing on WHAT
Clarifying dreams
Clarifying objectives
Making selections
Using an agenda
Being directive
Staying heading in the right direction
Moving dialogue along
Coming to closure
Making judgment calls/choices
Telling
Focusing on element
--Process Oriented Behavior:
Focusing on HOW
Dialoging
Attending to climate
, Being facilitative
Inviting participation and participating
Encouraging discussions
Thinking creatively
Brainstorming
Checking how people sense
Checking for expertise
Probing for information
Looking at the bigger photo
Being an invisible leader - ANS-Situational leadership, degree 5 leadership and get there the
use of servant leadership. Coach instance: he lays returned due to the fact he created fairly
skilled people that can function on their own
Benefits - ANS-Social protection, unemployment compensation, and people' reimbursement
are required by law
Bias - ANS-The systematic tendency to apply records approximately others in approaches
that bring about erroneous perceptions
Bias:
Salience impact: - ANS-focus interest on individuals who are conspicuously one-of-a-kind
Bias:
Similiar to me impact: - ANS-understand others who're just like ourselves greater
undoubtedly than we perceive folks who are specific
Bias:
Social popularity effect - ANS-understand people with excessive social repute extra definitely
than people with low social reputation
Biases - ANS-systematic inclinations to use information approximately others in methods
which could result in misguided perceptions
Cafeteria-plan benefits - ANS-programs allow personnel to pick out blessings for themselves
Chapter 11 - ANS-
Chapter 12 - ANS-
Chapter 13 - ANS-
Chapter 14 - ANS-
Chapter nine - ANS-
