Exam 2 Study Guide
Exam 2 Study Guide MGT 300
Popular in MGT 300: Org & Mgt Leadership
verified elite notetaker
Popular in Business, management
This 7 page Study Guide was uploaded by Quinn Shapiro on Thursday October 15, 2015. The Study Guide belongs to MGT 300 at Arizona State University taught by Dr. Christopher Neck in Fall 2015. Since its upload, it has received 53 views. For similar materials see MGT 300: Org & Mgt Leadership in Business, management at Arizona State University.
Reviews for Exam 2 Study Guide
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 10/15/15
SelfTest from MGT Book Chapter 6Ethics 1 A situation in which no choice is entirely right is called a An ethical dilemma 2 Three stages of individual moral development a Preconventional where moral decisions are motivated by self interest punishmentreward external factors b Conventional where moral decisions are motivated by societal norms expectations of others external factors c Postconventional where moral decisions are motivated by what s good for society as a whole deep rooted moral code internal 3 An externality is a cost negative or a benefit positive that occurs within the direct exchange btw an org and its stakeholders a False it occurs beyond the direct exchange btw org and its stakeholders 4 With the Sarbanes Oxley Act top management is legally obligated to understand and approve their organizations financial practices 5 Global Compact established by the UN a Strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights labor environment and anticorruption 6 Which of the following is NOT a principle used to make principlebased decisions a Individual rights b Longterm c Global d Community 7 A consistent set of ethical behavior expectations published by organizations and clearly stating behavioral requirements and prohibitions is called a Code of Conduct 8 Categories of ethical standards that can be addressed by code of conduct a Fiduciary Dignity Property Transparency Reliability Fairness Citizenship Responsiveness 9 Principle Based Management a When an organization proactively connects values and beliefs to behavior expectations where all stakeholders are continuously made aware of these standards 10 Which of the following is NOT an approach to social responsibility a Accommodative b Defensive c Transparent d Reactive 11 As communities benefit more from social entrepreneurship consumer and investors are becoming more active in supporting and investing in companies that are socially responsible a True 12 Internalizing an externality means a When management proactively addresses a negative externality for the benefit of its stakeholders 13 Two ways that managers define andfoster ethical organizational cultures a Applying a framework for ethical decisions b Ethics training 14 Primary four components to an ethical framework a Duties i Perfect dutiesmoral obligations that are clearly articulated such as contract or verbal agreement ii Imperfect duties moral obligations that can be left up to interpretation b Rights i Behaviors you can expect from others based on their duties c Standards of excellence i An organization s highest expectations of behavior for all employees including required and prohibited behaviors d Commitments i Selfdefined principles unique to an organization or individual 15 Tragedy of the commons a Two or more entities pursue individually beneficial actions where resources supporting these actions are limited resulting in possible system break down or devaluation for all Chapter 7 Making Better Decisions 1 The typical type of decision for managers to make is a programmed decision a False 2 Which of the following best describes decision making a Decision making a process not an event 3 Diagram the 7 steps of decision making Identify the Problem Solicit and Analyze Analyze the Problem and its Causes Feedback and Results Generate Alternatives Evaluate ALternatives Implement Choice Choose Path 4 Differences between systemic analysis and policybased analysis a Systemic accounts for all the known variables and causes related to a problem b Policy based focuses only on the relevant variables that are controllable 5 What is a common example of a quotroot cause problem a Body metabolism 6 Which of the following describes an important component of brainstorming a Lots of ideas are generated without judgment of merit 7 Groupthink is the ability for a team to synthesize their thoughts into a more effective alternative path a False Groupthink is a usually unconscious mode of group decision making in which individuals prioritize agreement over analysis 8 Ranking feedback results is a critical step when applying the Delphi technique a False group of experts propose and question ideas until a consensus is reached 9 What is a situation where a dialectal inquiry would be most effective 10 11 12 13 14 a A team cannot decide between two choices Describe the three major steps that managers use when they apply the nominal group technique a Individual rank paths b All individual ranking averaged c The average rankings are then organized into a group rankings Which of the following best explains when managers make optimum decisions a When a thorough process of analysis has been conducted b As a result of systemsbased computer models c It is not possible to make an optimum decisions d None of the above For a longstanding multinational corporation which decision making model is better classical or administrative a The administrative model is the understood preferred model for modern corporations because it recognizes the limitations of known variables yet seeks to apply a reliable process consistently Which of the following factors should managers connect to successfully implement a selected path a Strategy people and organizations Process for feedback and measuring results Establish Feedback Implementation Criteria Determine Next Actions l Gather Feed back Asses Gaps Measure Results 15 Two primary patterns of behavior that create problems in organizations a Reinforcing engine system behavior indicative of growth coupled with an unintended consequences in another part of the system i Based on exponential growth or decay behavior that has natural limits b Balancing correction system behavior in which long term problems are created through short term fixes i Based on behavior that homes into equilibrium c Similar in that unintended consequences are delayed Chapter 8 Setting Goals 1 SMART goalspopularity goal setting a SSpecific b MMeasurable c AAchievable d RRelevant e Ttimebound 2 People who were told to do their best performed better than those given specific targets a False people don t perform as well without specific targets According to Latham and Locke people are more motivated by challenging clear goals and achieve more personal satisfaction by overcoming more difficult obstacles than performing easier tasks 3 Goal setting pitfalls outlined by Latham and Locke a Excessive risk taking Increase in stress Feelings of failure Using goals as a ceiling for performance Ignoring nongoals areas Shortrange thinking garbage Dishonestycheating 4 Five main principles of goals setting in order to motivate workers according to Locke and Latham Clarity ChaHenge Commitment Feedback Task complexity 09939 5 Plan that interprets and organizational strategy into a market or communitybased opportunity for division or departmental managers is a a Business plan 6 Plans that guide the day to day production or delivery of an organization s goods and services and that enact a functional strategy are a Operational plans 7 Difference between distal goals and proximal goals a Distal goals i Primary or long term goals b Proximal goals i Short term goals that increase an individual s ability to reach distal goals by providing motivation and feedback 8 A goal is an almost unachievable goal that requires the full capacity of an individual manager team or organization to accomplish a Stretch 10 11 12 13 An integrated series of goals in which accomplishment of lowerlevel goals contributes to the achievement of higher goals is a a Meansend chain Employees who embraced a company s were more likely to believe in the goals of the company and actively participate in bringing those goals to fruition a Mission statement Management by Objective MBO technique a A method of management where managers and employees agree on specific goals that are then used to evaluate performance What do performance dashboards provide for an organization a A visual representation of an organizations strategies and goals which allow managers to track progress toward metrics and goals immediately Dashboards include measurements that mangers identify as vital to the company s performance with regard to financials internal processes learninggrowth and customers These are known as a KPl s key performance indicators
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'