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Mini Test Study Guide

by: Brittneylyne

Mini Test Study Guide Mgt 210


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About this Document

This is an outline the introduction for management and chapter 1, which covers the good traits of good employees.
Organization and Management
Afzal Rahim
Study Guide
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This 9 page Study Guide was uploaded by Brittneylyne on Friday September 9, 2016. The Study Guide belongs to Mgt 210 at Western Kentucky University taught by Afzal Rahim in Fall 2016. Since its upload, it has received 12 views. For similar materials see Organization and Management in Business at Western Kentucky University.


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Date Created: 09/09/16
Western Kentucky University Dr. Rahim, MGT 210, T,TH, Spring 2016 INTRODUCTION 1. The Evolution of Management Thinking A. The classical school of management (a) Bureaucracy (Max Weber, 1864–1920) (1) Well-defined hierarchy of authority (2) Division of work based on functional specialization (3) A system of rules covering the rights and duties of position incumbents (4) A system of procedures for dealing with work situations (5) Impersonality in interpersonal relationships (6) Selection for employment and promotion based on technical competence (b) Scientific management (Frederick W. Taylor, 1856–1917) (1) Development of a true science of work— what constitutes a fair day's work? (2) Scientific selection and progressive development of the workers (3) Bringing together of the science of work and the scientifically selected and trained workers (4) Constant and intimate cooperation of management and workers (5) Wage incentives (6) Specialization of tasks (c) Functional or process school of management (Henry Fayol 1841–1925) (1) Planning (2) Organizing (3) Command (leadership) (4) Coordination (5) Control B. Humanistic Perspective (a) Human relations movement―Hawthorne studies (b) Theory X, Theory Y E. Contemporary Management (a) Systems theory―Open and closed systems (b) Synergy (c) Entropy (d) Universal and contingency perspectives (e) The Learning organization (1) GE (2) Honda (3) Motorola (4) Dow Corning Chapter 1 1. Nature of Personality A. Definition—Traits and attributes that are relatively stable over time (a) Components of personality (1) The Big-Five personality  Emotionally stable vs. Neuroticism  Extrovert vs. Introvert  Openness vs. Closeness  Agreeableness vs. Antagonism  Conscientiousness vs. Undisciplined (2) Locus of control  Internal locus  External locus (3) Self-esteem (4) Type A and Type B personalities (b) Outcomes of personality (c) Implications for Management 2. Attitudes, Values, and Competencies A. Attitude—Predisposition to react to something or someone (a) Components of attitudes (1) Affect (emotion) (2) Cognition (intelligence, IQ) (3) Behavior (intent) B. Values―Beliefs that guide actions (a) Components (1) Terminal—ends one might achieve (2) Instrumental—means for achieving ends (b) Value systems (c) Work ethic C. Competency D. Ability (a) Outcomes − Job performance (b) Implications for Management 3. Perception―a process through which people sense, select, organize, and interpret stimuli in order to cope with the environment. A. Perceptual process (a) Sensation—hearing, seeing, touching, smelling, tasting (b) Selection: Internal factors (1) Learning (2) Motivation (3) Personality (c) Selection: External factors (1) Size (2) Intensity (3) Contrast (4) Motion (5) Repetition (6) Novelty (d) Perceptual organization (1) Figure ground principle (2) Perceptual errors  Stereotyping  Halo effect  Self-fulfilling prophecy  Fundamental attribution error Internal causes (more weight) External causes (less weight)  Self-serving bias (d) Attributions: Judging the causes of others' behaviors Outline of the Group paper Title page 1. Introduction (no heading) 2. Definition and Classification (heading needed) 3. What is the Relationship between (your concept) and Effectiveness (heading needed) 4. Conclusions (heading needed) 5. References (heading needed) References Allen, C. F., & Hatfield, T. A. (2012). Managing conflict in organizations. Journal of Management, 35, 341-346. This is a true statement (Johnson, 2012). Johnson (2012) said that


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