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WMU / Engineering / MGMT 2500 / What should management be according to peter drucker?

What should management be according to peter drucker?

What should management be according to peter drucker?


School: Western Michigan University
Department: Engineering
Course: Organizational Behavior
Professor: Mellissa intindola
Term: Fall 2018
Tags: Management, organizational, behavior, and ethics
Cost: 50
Name: Management 2500 Exam 1 Ch 1-5 Study Guide
Description: I have created a study guide for our first exam coming up this Thursday. Enjoy!
Uploaded: 09/23/2018
6 Pages 36 Views 2 Unlocks

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MGMT 2500 Organizational Behavior Exam Review 

What should management be according to peter drucker?

Intro to Management

 Management is a process of planning, organizing, directing, controlling, and to ethically achieve stated objectives.

 Objectives have outcomes, measures, standards, and constraints.  Outcomes- The end result of objectives.

 Constraints- The limits, barriers, or opportunities of an objective.  Peter F. Drucker- The father of modern management (1954). o According to Drucker, management must be effective,  

efficient, and economical.

 Managers manage humans, money, materials, and time.

o On the job they manage resources, train others, and their  

own personal job which includes duties and responsibilities.

What are the three categories of managerial roles according to mintzberg?

o Time is the scarcest resource.

 Materials include tools and technology.

 Dr. Robert Katz- found that managerial skills differ by the following  ranks:

First Line















Who coined the term subordinate acceptance?

If you want to learn more check out Oceanic transform connects what?

 Dr. Mintzberg- 3 categories of managerial roles: interpersonal,  informational, and decisional. We also discuss several other topics like What is the function of a working fluid?

Chapter 1: Organizational Behavior

 Organizational behavior studies the individuals, teams, and  organizations.

 Organization- A system of consciously coordinated activities of two or  more people.

 Dr. Pfeffer- Discovered that only 12% of today’s organizations are truly  people centered.

 Pareto’s Law- The minority significantly contributes to the majority.  George Elton Mayo (Hawthorne Studies)- Showed the social and  psychological effects of studying people at work.

 Mary Parker Follett- coined the term subordinate acceptance which  helps define leadership.

 Douglas McGregor’s Theory X- People dislike work

o People must be punished to work

o Most prefer to be directed.

 Douglas McGregor’s Theory Y- Work is natural

o Reward help achieve organizational  


o Creative

 The first principle of total quality management is to do it right the first  time to avoid costly rework. If you want to learn more check out What is the study human fossils, environmental context, and other related evidence?

 W. Edwards Deming- Believed that if there are errors, 15% are  employee mistakes and 85% are managerial mistakes.

o Build teamwork, trust, and mutual respect

 Paradigm Shifts

o Higher education moved from a public good to a private good. o Learning is now lifelong

o Promotions are fewer

o Competition is global

o Corporate overhead costs (selling, general, & administrative  costs) should be no more than 20% of total sales.

o Organizations have moved from vertical strictures to horizontal.  Project teams and task forces

o Global competition and Al Qaeda have taught us about  asymmetric competition.

 Human capital- the productive potential of one’s knowledge and  actions

 Social capital- The productive potential of strong, trusting, and  cooperative relationships

 Ethics- A personal code of conduct among individuals.  Many organizations use human asset accounting.

 Management- Process of working with and through others to achieve  organizational objectives efficiently and ethically. Don't forget about the age old question of What is socio-centric?

 Contingency approach to management- Using management tools  and techniques in a situationally appropriate manner.

 Common corporate ethical complaints

o Use of company resources for personal use

o Employee relations

o Conflicts of interest

 Characteristics of moral problems in management

o Extended consequences

o Multiple alternatives

o Mixed outcomes

o Personal implications

 Ethical problems in management

o Economic

o Legal

o Ethical analysis

 Corporate ethical officers must be a good listener first.

o Good ethics is the best model for ethics

 Ponzi Scheme- When old investors are paid from the investment of new investors.

Chapter 2: Managing Diversity

 40% of all U.S. corporate profits are earned from international trade.  Understanding culture is more difficult than understanding language.  4 layers of diversity

o Personality

o Internal dimensions

o External dimensions If you want to learn more check out What are the five principles of politics?

o Organizational dimensions

 Personality- The core dimension of diversity.

 Discrimination- When employment decisions are based on factors that  are not job related.

 Affirmative Action- An artificial intervention to achieve equality of  opportunity in an organization. If you want to learn more check out What term best describes the political culture of texas?

 Barriers and challenges to diversity

o Inaccurate stereotypes and prejudice

o Various sexual orientations

o Ethnocentrism

o Poor career planning

o Unsupportive and hostile working environment for diverse  employees.

 Ethnocentrism- The belief that your race, family, religion, or culture is  the best.

 The definition of U.S. civil rights is constantly changing.

Chapter 3: Organizational Culture, Socialization, and Mentoring  Manifestations- shared things (objects), shared saying (talk), shared  doing (behavior), and shared feeling (emotion).

 Espoused values- Stated values and norms

 Enacted values- Exhibited values

 Sustainability values- Values that will not harm the environment and  future mankind.

 Organizational culture is correlated with employee attitudes and  behavior.

o Does not predict financial performance

 Mergers fail due to incompatible cultures.

 4 functions of organizational culture:

o Organizational identity

o Collective commitment

o Social system stability

o Sense-making device to shape behavior

 4 steps in organizational structure:

o Anticipatory socialization

o Encounter

o Change

o Acquisition

 Mentoring- The process of forming and maintaining intensive and  lasting developmental relationships between a variety of developers  and a junior person.

Chapter 4: Managing Across Cultures

 Culture- The belief and values about how a community of people  should do and act.

 Congruent goals- your goals and objectives are the same as the  organization’s.

 Incongruent goals- Your goals and objectives differ from those of the  organization’s.

 IQ= intelligence quotient

EQ= emotional intelligence

CQ= cultural intelligence

 High context cultures derive meaning from situational clues and  slow and ritualistic negotiations.

o China, Korea, Japan, Vietnam, Mexico

 Low context cultures derive meaning from written and spoken  words, expertise, and performance.

o USA, Canada, Germany, Great Britiain

 Individualistic countries have freedom of choice and free will. o USA

 Collective countries have subordinate goals to the community. o Russia

 Monochromatic time- Preference for doing one thing at a time because  time is limited

 Polychromatic time- Preference for doing more than one thing at a time because time is flexible and fluid.

 Event time- Any time that day, your time is important.

 Proxemics- The study of cultural expectations about interpersonal  space.

o Created by Edward T. Hall 

o 4 interpersonal distance zones

 Intimate

 Personal

 Social

 Public

 E.S.P.N.-

o Eyes

o Smile

o Polite

o Names

 Why U.S. Expatriate’s Fail:

o The spouse cannot adjust

o Family problems

o The manager cannot adopt to new physical or cultural  


o Manager is emotionally immature

 When dealing with different cultures, one needs to be “comfortable  with the uncomfortable”

 Get to know global students, take them out to eat, and let them take  you out to eat.

Chapter 5: Key Individual Differences and the Road to Success  Self-Concept- A person’s self-perception as a physical, social, and  spiritual being.

o Self esteem

o Self-efficacy

o Self-monitoring

o Organizational ID

 Self-Efficacy- A person’s belief about his or her chances of successfully  accomplishing a specific task.

 Learned Helpfulness- Debilitating lack of faith in one’s ability to control  the situation (self-defeating)

 Self-Management- When an individual consciously controls the learning process of acquiring new behavior through the interplay of  environmental cues, consequences, and cognitive processes.

 Self-Monitoring- Observing one’s own behavior and adapting to the  situation.

o A strong positive relationship between high self-monitoring  and career success.

 Organizational values or beliefs become part of one’s self identity.  Congruency- When organizational goals and values are perceived as  yours.

 Personality- The stable physical and mental characteristics responsible  for a person’s identity (how one looks, thinks, acts, and feels).  Big 5 Personality Dimensions

o Extraversion

o Agreeableness

o Conscientiousness

o Emotional stability

o Openness to experience

 Internal locus of control- belief that one controls key events and  consequences in one’s life.

 External locus of control- attributing outcomes to circumstances  beyond one’s control.

 Ability- Stable characteristics responsible for a person’s maximum  physical or mental performance

 Skill- Specific capacity to manipulate objects.

o Lack of sleep impairs cognitive psychomotor performance.  Intelligence- Capacity for constructive thinking, reasoning, and problem solving.

 Emotional Contagion- People can “catch” one another’s bad mood or  displayed negative emotions.

 Emotional labor- When an employee masks their true feelings and  emotions – “faking” a positive attitude for the sake of the customer or  organization.

o Can lead to bottled up anger and frustration

o Emotional repression can lead to emotional exhaustion and burnout.

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