New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

MGMT 3302 study guide test 5

by: Lindsay Taylor

MGMT 3302 study guide test 5 MGMT 3302

Lindsay Taylor
GPA 3.47

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

mgmt 3302 study guide for test 5 ECU Hartsell's class
Management of Organizations
Joanne Hartsell
Study Guide
mgmt 3302, Hartsell, ECU, Test 5
50 ?




Popular in Management of Organizations

Popular in Business, management

This 8 page Study Guide was uploaded by Lindsay Taylor on Thursday March 31, 2016. The Study Guide belongs to MGMT 3302 at East Carolina University taught by Joanne Hartsell in Spring 2016. Since its upload, it has received 13 views. For similar materials see Management of Organizations in Business, management at East Carolina University.


Reviews for MGMT 3302 study guide test 5


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: 03/31/16
MGMT  3302  STUDYGUIDE  FOR  TEST  5       ◊   Motivation:  set  of  forces  that  initiates,  directs,  and  makes  people   persist  in  their  efforts  to  accomplish  a  goal     ◊   Q:  What  leads  to  effort?  A:  step  one:   determining  employee’s   needs     ◊   Maslow’s  Heirarchy  of  Needs-­‐  physiological,  safety,   belongingness,  esteem,  self-­‐actualized     ◊   Alderfer’s  ERG  Theory-­‐  existence,  relatedness,  group     ◊   McClelland’s  Learned  Needs-­‐  affiliation,  achievement,  power     ◊   Extrinsic  reward:  pay,  benefits;  lower  order;  physical,  observable   by  others     ◊   Intrinsic  reward:  fun,  sense  of  accomplishment;  higher  order   needs;  psychological,  natural  result  of  a  job  well  done     ◊   Equity  Theory  says  people  are  motivated  at  work  when  they   PERCEIVE  they  are  being  treated  fairly;  inputs,  outcomes,   referents         MGMT  3302  STUDYGUIDE  FOR  TEST  5     ◊   People  who  feel  under-­‐rewarded  may  try  to  restore  equity  by:   -­‐  decreasing  effort/input   -­‐  ask  for  increased  pay/  outcome   -­‐  rationalize     ◊   Expectancy  Theory:  people  will  be  motivated  by  the  expectation   of  a  reward  they  want   -­‐  Motivation  =  Valency  X  Expectancy  X  Instrumentality   Valency:  value  of  reward   Expectancy:  perceived  relation  between  effort  and  reward   instrumentality:  perceive  that  increased  effort  =  reward,  rather   than  min.  effort  =  reward     ◊   Reinforcement:  behaviors  and  consequences     ◊   Reinforcement  contingencies:     -­‐positive  reinforcement:  increase  behavior  with  good  reward   -­‐  negative  reinforcement:  increase  behavior  by   withholding  bad   reward   -­‐  punishment:  decrease  behavior  with  bad  reward   -­‐  extinction:  eliminate  behavior  by  no  longer  giving  good  reward   associated  with  behavior     ◊   Reinforcement  schedules:  continuous  &  intermittent   -­‐  continuous:  every  time   -­‐  intermittent:  fixed  interval,  variable  interval,  fixed  ratio,  variable   ratio   ************   MGMT  3302  STUDYGUIDE  FOR  TEST  5     ◊   5  steps  to  motivating  workers  with  reinforcement  theory:   1.  identify   2.  measure   3.  analyze   4.  intervene   5.  evaluate   ◊   3  key  things  with  reinforcement  theory:   1.  Don’t  reinforce  wrong  behaviors   2.  Correctly  punish  at  appropriate  time   3.  Choose  simplest  and  most  effective  schedule   ◊   Leaders       vs.      Managers   -­‐  vision,  mission       -­‐  production  and  efficiency   -­‐  “LET’S  do  this”       -­‐  “DO  that!”   -­‐  do  the  right  thing     -­‐  do  things  right   ◊   Components  of  goal  setting  theory   -­‐  goal  specificity   -­‐  goal  difficulty   -­‐  goal  acceptance   -­‐  performance  feedback   ◊   Trait  Theory:  effective  leaders  possess  a  similar  set  of  traits   (characteristics)   ◊   Traits  that  distinguish  leaders  from  non-­‐leaders:   -­‐  drive,  desire  to  lead,  honesty,  cognitive  ability,  emotional   stability,  self-­‐confidence,  knowledge  of  business   ◊   2  basic  leader  behaviors:   -­‐  initiating  structure  à  set  goals,  provide  direction,  assign  tasks;   leads  to  increased  job  performance   MGMT  3302  STUDYGUIDE  FOR  TEST  5     -­‐  consideration  à  friendly,  approachable,  supportive;  leads  to   increased  job  satisfaction   ◊   Best  and  worse  leadership  style  as  determined  by  Blake  and   Mouton   -­‐best:  team  management   -­‐worse:  impoverished  management     ◊   3  situational  factors  that  determine  the  favorability  of  a  situation   according  to  Fiedler:   1.  Leader-­‐member  relations   2.  Task  structure   3.  Position  power   ◊   path  goal  theory:  leaders  can  increase  subordinate  satisfaction   and  performance  by  clarifying  and  clearing  the  paths  to  goals  and   by  increasing  the  rewards  available  for  goal  attainment     ◊   path  goal’s  4  leadership  styles   1.directive   2.supportive   3.participative   4.achievement-­‐oriented     ◊   3  subordinate  contingencies   1.perceived  ability  of  control   3.experience   ◊   3  environmental  contingencies     1.task  structure   2.formal  authority  system   3.primary  work  group   MGMT  3302  STUDYGUIDE  FOR  TEST  5     ◊   What  does  the  normative  decision  theory  help  leaders  decide?   an  appropriate  amount  of  employee  participation  when  making   decisions   ◊   3  basic  decision  styles   -­‐autocratic   -­‐consultative   -­‐group   ◊   strategic  leadership:  ability  to  anticipate,  envision,  maintain   flexibility,  think  strategically,  and  work  with  others  to  initiate   changes  that  will  create  a  positive  future  for  an  organization     ◊   visionary  leadership:  creates  a  positive  image  of  the  future  that   motivates  organizational  members  and  provides  direction  for   future  planning  and  goal  setting     ◊   charismatic  leadership:  behavioral  tendencies  and  personal   characteristics  of  leaders  that  create  strong  relationships  between   them  and  their  followers   1.ethical:  use  power  to  serve   2.unethical:  use  power  to  dominate   ◊   Transformational  leadership:  generating  awareness  &  acceptance   of  group’s  purpose  and  mission  and  gets  employees  to  see   beyond  their  own  needs  and  self-­‐interests  for  the  good  of  the   group   ◊   Transactional  leadership:  based  on  an  exchange  process  in  which   followers  are  rewarded  for  good  performance  and  punished  for   poor  performance   MGMT  3302  STUDYGUIDE  FOR  TEST  5     ◊   Perceptual  filters:  differences  that  influence  people  to  ignore  or   pay  attention  to  particular  stimuli     ◊   4  steps  in  perceptual  process   1.attention   2.organization   3.interpretation   4.retention   ◊   2  most  common  perception  problems  in  organizations   1.selective  perception   2.closure   ◊   Defensive  bias:  tendency  for  people  to  perceive  themselves  as   personally  and  situationally  similar  to  someone  who  is  having   difficulty  or  trouble     ◊   Fundamental  attribution  error:  tendency  to  ignore  external  causes   of  behavior  and  to  attribute  other  people ’s  actions  to  internal   causes     ◊   Interpersonal  communication  process:  sender,  receiver,  noise     ◊   3  formal  communication  channels:   1.downward  communication   2.upward  communication   3.horizontal  communication   ◊   2  types  of  grapevine  communication  networks:   1.gossip  chain   2.cluster  chain   MGMT  3302  STUDYGUIDE  FOR  TEST  5     ◊   Why  is  the  grapevine  considered  to  be  a  tremendous  source  of   valuable  information  and  feedback?   -­‐  carry  interesting  and  timely  info   -­‐  face  to  face  allows  receiver  to  clarify  info  given   -­‐  75-­‐95%  accuracy     ◊   Coaching:  communicating  with  someone  for  the  direct  purpose  of   improving  the  person’s  on-­‐the-­‐job  performance  or  behavior   ◊   Counseling:  communicating  with  someone  about  non-­‐job-­‐related   issues  that  may  be  affecting  or  interfering  with  the  person’s   performance     ◊   2  kinds  of  nonverbal  communication:   1.kinesics:  body  language   2.paralanguage:  pitch,  tone,  etc  of  voice   ◊   Communication  medium:  method  used  to  deliver  an  oral  or   written  message     ◊   In  what  cases  would  written  communication  be  preferable  to  oral   communication?   -­‐  email;  delivering  straight  forward  messages     ◊   Active  listening:  assuming  half  the  responsibility  for  successful   communication  by  actively  giving  the  speaker  nonjudgmental   feedback  that  shows  you’ve  accurately  heard  what  he  or  she’d   said     MGMT  3302  STUDYGUIDE  FOR  TEST  5     ◊   Empathetic  listening:  understanding  the  speaker’s  viewpoint  and   giving  feedback  that  shows  that  understanding  to  the  speaker     ◊   Constructive  feedback     vs.       destructive  feedback   -­‐helpful             -­‐disapproving   -­‐corrective             -­‐no  intention  to  be  helpful   -­‐encouraging           -­‐causes  defensive  reaction     ◊   Organizational  silence:  when  employees  withhold  info  about   organizational  problems  or  issues  


Buy Material

Are you sure you want to buy this material for

50 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


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'

Why people love StudySoup

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Janice Dongeun University of Washington

"I used the money I made selling my notes & study guides to pay for spring break in Olympia, Washington...which was Sweet!"

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.