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Exam 1 Review

by: Callisa Ruschmeyer

Exam 1 Review MNGT 3100- 004

Callisa Ruschmeyer
GPA 4.0

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About this Document

Chapter 1 Chapter 2 Chapter 3 Management Theories Personality and Perception Big 5, Dark Triad, other Traits
Principles of Management
Joel Carnevale
Study Guide
Management, Carnevale, auburn, Exam 1
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This 5 page Study Guide was uploaded by Callisa Ruschmeyer on Tuesday September 6, 2016. The Study Guide belongs to MNGT 3100- 004 at Auburn University taught by Joel Carnevale in Fall 2016. Since its upload, it has received 140 views. For similar materials see Principles of Management in Business at Auburn University.


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Date Created: 09/06/16
Exam 1 Review Chapter 1  Purpose of an organization o Traditional view- corporation meant to maximize profits and shareholder value o Modern (stakeholder approach) view- interests all work together for purpose of producing goods and services at a profit considering both shareholders and other constituencies  Triple Bottom Line- social, environmental, and economic  Two main job attitudes o Organizational commitment- employees who are not committed engage in withdrawal behavior  Three types of commitment  Affective- emotion based (I want to be here)  Continuance- cost based (I need to be here)  Normative- obligation based (I ought to be here) o Job satisfaction  P-O-L-C Framework o Planning- define goals and objectives o Organization- attracting people, specifying jobs, marshalling and allocation of resources, creating good work conditions o Leading- directing, motivating, and communication within the company; decision making o Controlling Chapter 2  Early Management Influencers o Henri Fayol  5 management functions and 14 management principles  Principles lead to motivation (equal better performance), commitment, and satisfaction o Frederick Taylor  Scientific management (Taylorism)  Concerned with productivity and efficiency --> laid groundwork for studies on efficiency  "time studies" using a stopwatch o Frank and Lillian Gilbreth  Time and motion studies  Developed "motion studies"- tried to figure out which movements to completely eliminate to increase productivity  Therbligs- 18 motions to maximize efficiency  Modern Management Influencers o Peter Drucker  Management as an art and science  Key contribution- knowledge worker (handling or using information), decentralization (increase labor's decision making), respect for the worker  Led the shift from traditional management to contemporary management styles Exam 1 Review o Tom Peters and Robert Waterman  Placed further emphasis on leadership, innovation, and valuing people o Simon Sinek  Defines what a leader is  Certain characteristics define a "leader", but one of the most important factors is the environment they are in  Ethical decision making process o Assess the situation o Consider the stakeholder's point of view o Consider all possible alternatives o Pay attention to how it makes you feel- would you feel proud or ashamed  Morality requires empathy o Make a decision o Monitor outcomes  Two Ethical Theories o Utilitarianism  Do whatever will bring the most benefit (intrinsic value) to all of humanity  The needs of many outweigh the needs of the few  Maximize the greater good  We do not care about the intensions, just about the consequences o Deontology  The theory of duty or moral obligation  Judges the morality of an action based on the action's adherence to a rule or rules  Intensions behind the decision matter  We can only control our motives- we cannot control the outcome or consequences Chapter 3  Personality vs. Values vs. Attitudes o Personality- relative stable feelings, thoughts, and behavioral patterns a person has  Affect our attitudes o Values- stable life goals held by individuals  Value attainment often determines: organizational commitment, turnover, etc  Stable like personality; both can impact attitude and behavior at work, job performance, and career choice o Attitudes  Job satisfaction and organizational commitment  Attitudes affect behaviors  Behaviors- performance and OCBs (organizational behaviors- going above and beyond, turnover, withdrawal)  Big 5 (OCEAN) o Openness to experience  How curious, original, intellectual, creative and open to new ideas you are Exam 1 Review o Conscientiousness  The degree to which a person is organized, systematic, achievement-oriented, and dependable o Extraversion  The degree to which a person is outgoing, talkative, and sociable o Agreeableness  The degree to which a person is affable, tolerant, sensitive, trusting, kind, and earnest o Neuroticism  The degree to which a person is anxious, irritable, and temperamental; difficult handling stress  Other useful personality traits o Self-monitoring  The extent to which a person is capable of altering one's actions and appearance in social situations o Proactive personality  A person's inclination to fix what is wrong, change things, and to use initiative to solve problems o Self-esteem  The degree to which an individual has overall positive feelings about his/herself o Self-efficacy  A belief that one can perform a specific task successfully  Work Outcomes o Organizational citizenship behaviors- additional "extras" that add value but which are not part of the formal job description; going above and beyond  OCB-I: helping behaviors aimed directly at specific persons  OCB-O: helping behaviors aimed at the system o Attitudes contribute to whether employees engage in behaviors  Organizational commitment and job satisfaction  Perception o Perception is the process with which individuals detect and interpret environmental stimuli; they are affected by individual values, needs, and emotions  Self-perception- errors and biases in perceiving oneself  Social perception- errors and biases in perceiving others o We pay selective attention to some aspects of the environment, and ignore other elements that may be immediately apparent to other people  Organizational Justice o Procedural- fairness in the way policies and process are carried out o Distributive- the allocation of resources or compensation and benefits o International- the degree to which people are treated with dignity and respect o The root of organizational justice is trust, something that is easier to break than to repair if broken Exam 1 Review In Class Review  Individual characteristics- aspects that are not easily changed; like your personality  Work attitudes- job satisfaction and organizational commitment  Work behaviors: OCBs- interpersonal and organizational  How are all of these related? They influence your work  Job satisfaction is not related to personality  Job satisfaction is weighted heavily on the nature of the work  Types of commitment o Continuance- I need to o Affective- I want to o Normative- I ought to  Individual-level performance o In-role: individuals are recruited, selected, and hired to take responsibility for fulfilling the job description o Extra-role: additional "extras" that add value but which are not part of the formal job description (like OCBs)  "Taylorism"- scientific management  The Gilbreths are known for motion studies and time studies  Centralization is the decision to concentrate decision-making among top managers should depend on the competency of the workers  There are limitations of early theorists- they dehumanize the work force and only apply to the Manuel labor force  Economies go through three stages: agricultural --> industrial --> service oriented  Ethical Theories o Utilitarianism- the greater good; actions do not matter, the consequences matter o Deontology- moral duty; intensions matter more than the consequences- you cannot control the consequences from your actions  Personality is the relative stable feelings, thoughts, and behavioral patterns a person has  The Big Five o Openness to experience o Conscientiousness o Extraversion o Agreeableness o Neuroticism  The Dark Triad o Narcissism: grandiosity, superiority o Machiavellianism- unprincipled and manipulative  Unprincipled means that they expect others to act this way so they do too o Psychopathy- impulsivity, malevolent o Impulsive- psychopathy and narcissism o All 3 lack empathy  Other traits o Self-monitory: can adapt to any given task o Self-efficacy: perform high on a particular task o Pygmalion affect- someone else believes in you so you perform better on a task Exam 1 Review  Perception o Organizational justice- how fair the organization treats its employees o Dimensions of organizational justice  Procedural- how fair policies and procedures are carried out  Distributive- how fair resources are distributive  Interactional- how fair people are treated


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