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MGT 210: Exam 1 Study guide

by: Loretta Hellmann

MGT 210: Exam 1 Study guide MGT 210-003

Marketplace > Western Kentucky University > Management > MGT 210-003 > MGT 210 Exam 1 Study guide
Loretta Hellmann
GPA 3.75

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About this Document

this is the study with material for the first exam. I included all of the information that was really focused on in class and left out stuff Dr. Spiller mentioned was not important or not on the test
Organization and Management
Dr. Michael Spiller
Study Guide
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This 4 page Study Guide was uploaded by Loretta Hellmann on Saturday September 17, 2016. The Study Guide belongs to MGT 210-003 at Western Kentucky University taught by Dr. Michael Spiller in Fall 2016. Since its upload, it has received 207 views. For similar materials see Organization and Management in Management at Western Kentucky University.


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Date Created: 09/17/16
MGT210 exam 1 study guide Chapter 1 The Functions of Management  Management- The process of working with people and resources to accomplish organizational goals  Efficiently, effectively o To be efficient means to use resources- people, money, raw materials, and the like- wisely and cost- effectively o To be effective means to achieve results, to make right decisions and to successfully carry them out so that they achieve organizational goals  The Four principles of management o Planning  You set goals and decide how to achieve them o Organizing  arrange tasks, people, and other resources to accomplish the work o Controlling  You monitor performance, compare it with goals, and take corrective action as needed o Leading  You motivate, direct, and otherwise influence people to work hard to achieve the organization's goals Competitive Advantage- what puts you above other competitors Types of Managers  Top-Level Manager o CEO- Thinking about the future  Middle-Level Managers o A store manager- Someone in-between the top manager and supervisor/ shift manager  Frontline Managers o Supervisor- in charge of day to day activities Management Skills  Technical skill o The ability to perform a specialized task involved a particular method or process  Conceptual and decision skills o Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members  Interpersonal and Communication skills o People skills; the ability to lead, motivate, and communicate effectively with others Emotional intelligence- The skills of understanding yourself, managing yourself, and dealing effectively with others Social capital- Goodwill stemming from your social relationships Chapter 11 Leadership  Leader- one who influence others to attain goals  Supervisory Leadership- behavior that provides guidance, support, and corrective feedback for day to day activities  Strategic leadership- behavior that gives purpose and meaning to organizations, envisioning and creating a positive future  What the difference between managers and leaders? o Managers- rational, deals with day to day functions of planning, organizing, and controlling o Leaders- visionary, deals with change, inspiration, motivation, and influence.  Power- the ability to influence power o Expert power- power based on special knowledge, skills, expertise, guiding/coaching o Referent power- power that comes from subordinates’ and coworkers’ respect o Legitimate- power a manager has by virtue or his/her position in the firm o Coercive- power from the ability to punish others o Reward- power from the ability to give tangible and intangible rewards Tactics for influencing others  Rational- using reason, logic, facts  Inspirational appeals- using emotions “do it for the children”  Consultation- getting people to participate in the planning/ decision process  Ingratiating- flattery, buttering someone up  Personal appeals- referring to friendship or loyalty “we’ve been friends for so long…”  Exchange- trading favors. You do this for me and I’ll do this for you  Coalition- ganging up on someone  Pressure- demand compliance or using intimidation or threats  Legitimating- based on authority. “I’m your boss, do it” Trait approach- A leadership perspective that attempts to determine the personal characteristics that great leaders share Behavioral approach- A leadership perspective that attempts to identify what good leaders do- that is, what behaviors they exhibit Chapter 12 Big 5 Personality Traits:  Extraversion: o How outgoing, talkative, sociable, and assertive a person is  Conscientiousness o How dependable, responsible, achievement oriented, and persistent one is  Openness to experience o How intellectual, imaginative, curious, and broadminded one is  Emotional stability o How relaxed, secure, and unworried one is  Agreeableness o How trusting, good matured, cooperative, and soft-hearted one is Locus of Control:  Indicates how much people believe they control their fate  External Locus of Control: one's life outcomes attributed to environmental factors such as luck or fate  Internal Locus of Control: belief that one controls key events and consequence one's life Self-monitoring- observing one’s own behavior and adapting to the situation. High and low self-monitors. High self-monitors notice everything and may over react to your reaction, and low self-monitors don’t pick up on any of your signals Chapter 15 Attributional tendencies o Self-serving bias o Taking more responsibility got success than failure o My poor behavior is caused by something else o Take responsibility for success but blames others for your failures o Fundamental Attribution Bias o ignoring environmental factors that affect behavior o Your poor behavior is caused by you o Self-fulfilling prophecy o The phenomenon in which people's expectations of themselves or others leads them to behave in ways that make those expectations come true o Also called the Pygmalion Effect Communication principles  communication is a process o A choice of words is a choice of worlds o Meaning of a message lies with the receiver o Communication is irreversible  Communication is transactional o Simultaneous encoding/decoding o Organizational communication  Communication does not solve all problems Communication components  Sender  Encoding  Message  Channel  Receiver  Apply meaning  Send feedback  Battling noise


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