WVU BCOR 370 Final Exam
1. Control: The process of monitoring activities and correcting deviations from standards
2. Feedforward control: Control at input; anticipates problems.
3. Concurrent control: Control during process; corrects problems as they happen
4. Feedback control: Control at output; corrects problems after they occur (US historically likes this one best)
5. Financial statements are an example of...: Feedback/post-action control
6. Quality management: consistent conformance to customer expectations
7. Ideas of quality management (4): 1. intense focus on customer
2. improvement toward 100%
3. improve quality on everything, not just final product
4. employees involved in finding and solving problems
8. Team: a group of individuals engaged in collective work that requires joint effort and generates positive synergy
9. Synergy: when output is greater than the sum total of inputs
10. 4 types of teams: Functional, cross-functional, problem-solving, self-managed
11. Functional team: team that works within a department of an organization
12. Cross-functional team: team that is made up of different department members
13. problem-solving team: team whose purpose is to solve a specific problem
14. self-managed team: team where members manage themselves, leadership shared, very popular
15. 4 stages of team development: 1. Forming (uncertainty)
2. Storming (conflict)
3. Norming (cohesiveness)
4. Performing (functionality)
16. Characteristics of effective teams: clear unity of purpose self-conscious clear & demanding goals informal,
comfortable, relaxed extensive participation in discussions freedom to express ideas disagreement is viewed as good
general agreement on decisions everyone carries their weight frequent constructive criticism shared leadership
17. Characteristics of groupthink: social pressure against divergent views self-censorship of ideas illusion of invulnerability
striving for illusion of unanimity stereotyped views of
enemies illusion of morality
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, WVU BCOR 370 Final Exam
18. Characteristics of teamthink: encourages divergent views open expression of ideas awareness of limitations
recognition of individual opinions utilization of non-stereotypical views recognition of ethical consequences
19. Communication: process in which a sender encodes a message, then a receiver decodes it into something meaningful,
and responds with feedback
20. nonverbal communication: facial expressions, tone of voice, gestures, body movements
21. percent of verbal communications: 7%
22. percent of vocal communication: 38%
23. percent of facial communication: 55%
24. barriers to communication: differing perceptions language differences noise
conflicting nonverbal cues poor listening
25. conflict: real or perceived differences in interest between 2 or more people, groups, or organizations
26. traditional view of conflict: view that conflict is bad and should be avoided 27. human relations view of conflict:
view that conflict is inevitable and we should accept it
28. interactionist view of conflict: view that some conflict can be helpful and we should encourage it
29. noise: anything that hampers communication between sender and receiver
30. task conflict: can be beneficial
31. relationship conflict: always bad and will nullify possible positive effects of task 32. styles of handling conflict: avoid
accomodate compete
compromise collaborate
33. Negotiation should...: 1. produce a wise agreement
2. be efficient
3. not damage the relationships of the parties involved
34 positional bargaining: taking and defending position at other parties' expense
(zero-sum game, distributive, win/lost)
35. principled negotiating: goal is a settlement that involves no loss to either party (win/win, integrative)
36. effects of positional bargaining: damaged relationships unwise agreements inefficiency
37. how to engage in principled negotiating: 1. separate people from the problem
2. focus on interests, not positions
3. generate a variety of possibilities
2/7
1. Control: The process of monitoring activities and correcting deviations from standards
2. Feedforward control: Control at input; anticipates problems.
3. Concurrent control: Control during process; corrects problems as they happen
4. Feedback control: Control at output; corrects problems after they occur (US historically likes this one best)
5. Financial statements are an example of...: Feedback/post-action control
6. Quality management: consistent conformance to customer expectations
7. Ideas of quality management (4): 1. intense focus on customer
2. improvement toward 100%
3. improve quality on everything, not just final product
4. employees involved in finding and solving problems
8. Team: a group of individuals engaged in collective work that requires joint effort and generates positive synergy
9. Synergy: when output is greater than the sum total of inputs
10. 4 types of teams: Functional, cross-functional, problem-solving, self-managed
11. Functional team: team that works within a department of an organization
12. Cross-functional team: team that is made up of different department members
13. problem-solving team: team whose purpose is to solve a specific problem
14. self-managed team: team where members manage themselves, leadership shared, very popular
15. 4 stages of team development: 1. Forming (uncertainty)
2. Storming (conflict)
3. Norming (cohesiveness)
4. Performing (functionality)
16. Characteristics of effective teams: clear unity of purpose self-conscious clear & demanding goals informal,
comfortable, relaxed extensive participation in discussions freedom to express ideas disagreement is viewed as good
general agreement on decisions everyone carries their weight frequent constructive criticism shared leadership
17. Characteristics of groupthink: social pressure against divergent views self-censorship of ideas illusion of invulnerability
striving for illusion of unanimity stereotyped views of
enemies illusion of morality
1/7
, WVU BCOR 370 Final Exam
18. Characteristics of teamthink: encourages divergent views open expression of ideas awareness of limitations
recognition of individual opinions utilization of non-stereotypical views recognition of ethical consequences
19. Communication: process in which a sender encodes a message, then a receiver decodes it into something meaningful,
and responds with feedback
20. nonverbal communication: facial expressions, tone of voice, gestures, body movements
21. percent of verbal communications: 7%
22. percent of vocal communication: 38%
23. percent of facial communication: 55%
24. barriers to communication: differing perceptions language differences noise
conflicting nonverbal cues poor listening
25. conflict: real or perceived differences in interest between 2 or more people, groups, or organizations
26. traditional view of conflict: view that conflict is bad and should be avoided 27. human relations view of conflict:
view that conflict is inevitable and we should accept it
28. interactionist view of conflict: view that some conflict can be helpful and we should encourage it
29. noise: anything that hampers communication between sender and receiver
30. task conflict: can be beneficial
31. relationship conflict: always bad and will nullify possible positive effects of task 32. styles of handling conflict: avoid
accomodate compete
compromise collaborate
33. Negotiation should...: 1. produce a wise agreement
2. be efficient
3. not damage the relationships of the parties involved
34 positional bargaining: taking and defending position at other parties' expense
(zero-sum game, distributive, win/lost)
35. principled negotiating: goal is a settlement that involves no loss to either party (win/win, integrative)
36. effects of positional bargaining: damaged relationships unwise agreements inefficiency
37. how to engage in principled negotiating: 1. separate people from the problem
2. focus on interests, not positions
3. generate a variety of possibilities
2/7
