Midterm Exam: MGT420/ MGT 420 (Latest 2023/2024 Update) Organizational Behavior and Management Exam| Questions and Verified Answers| 100% Correct| Grade A- Gcu
Midterm Exam: MGT420/ MGT 420
(Latest 2023/2024 Update) Organizational
Behavior and Management Exam| Questions
and Verified Answers| 100% Correct| Grade
A- GCU
Q: Organizations as open systems
Answer:
An organization that is constantly exchanging feedback with its environment. resource input->
transformation process -> output
Q: Value Creation
Answer:
Performing activities that increase the value of goods or services to consumers
Organizational Behavior and Management
Q: Performance effectiveness
Answer:
an output measure of task or goal accomplishment
Q: Performance efficiency
Answer:
an input measure of resource cost associated with goal accomplishment
Q: Levels of Management
Answer:
board of directors -> top managers -> middle managers -> team leaders
Q: Accountability
Answer:
The requirement of one person to answer to a higher authority for performance in their area of
responsibility
Q: Quality of Work Life (QWL)
Answer:
the overall quality of human experiences in the workplace
Q: upside-down pyramid
Answer:
A new organizational model that features workers at the top and the CEO at the bottom
Q: 4 Functions of Management
Answer:
planning, organizing, leading, controlling
Q: Mintzberg’s Managerial Roles
Answer:
“figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance
handler, resource allocator, and negotiator”
Q: Katz’s Essential Managerial Skills
Answer:
identifies three critical skill sets for successful leaders: technical skills, interpersonal (or human)
skills, and conceptual skills.
Q: Classical Management Approaches
Answer:
scientific management, administrative principles, bureaucratic organization
Q: Scientific Management
Answer:
Develop a “science” that includes rules of motion, standardized work implements, and proper
working conditions for ever job. Carefully select workers with the right abilities for the job.
Carefully train workers to do the job. (Fredrick Taylor)
Q: Administrative Principles
Answer:
A subfield of the classical perspective that focuses on the total organization rather than the
individual worker and delineates the management functions of planning, organizing,
commanding, coordinating, and controlling.
Q: Bureaucratic Organization
Answer:
based on principles of logic, order, and legitimate authority
Q: Behavioral/Human Resource Management Approaches
Answer:
Organizations as Communities, Maslow’s Hierarchy of Needs, Personality and Organizations,
Theory X, Theory Y, Hawthorne Studies
Q: Organizations as Communities
Answer:
Companies in which have a focus on a healthy social well-being
Q: Maslow’s Hierarchy of Needs
Answer:
A need a person feels compelled to satisfy. physiological, safety, love/belonging, esteem, selfactualization
Q: Theory X
Answer:
Assumes workers dislike work, lack ambition, are irresponsible etc.
Q: Theory Y
Answer:
Assumes workers like work, strive with ambition, etc.
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Workforce Diversity
describes the composition of a workforce in terms of gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness.
Prejudice
the stage for diversity is set by _ -the display of negative, irrational opinions and attitudes toward people who are different from us.
Discrimination
prejudice becomes active _ when minorities are unfairly treated and denied the full benefits of organizational membership.
Organization
a collection of people working together to achieve a common purpose. It enables its members to perform tasks far beyond and single individual.
Productivity
measures the quantity and quality of outputs relative to the cost of inputs.
Performance effectiveness
an output measure of task or goal accomplishment. This productivity helps the company meet customer demands for timely delivery of high-quality products.
Accountability
the requirement of one person to answer to a higher authority for performance in their area of responsibility.
Functions of Management
planning, organizing, leading, controlling
Bureaucracy
an intentionally rational, and very efficient form of organization founded on principles of logic, order, and legitimate authority.
Need
a physiological or psychological tension a person feels compelled to satisfy. These tensions that influence workers’ attitudes and behaviors.
Hierarchy of human needs
contains lower-order and higher-order needs.
The lower-order needs are physiological needs, safety needs, and social needs.
The higher-order needs are esteem needs, and self-actualization needs.
Deficit principle
a satisfied need that does not motivate behavior
Progression principle
the five needs that exist in a hierarchy of “prepotency” that states a need is activated only when the next-lower-level need is satisfied.
Theory X
assumes the belief that employees generally dislike work, have little ambition, are irresponsible and resistant to change, and prefer to be led rather than to lead.
Theory Y
assumes the belief that employees arewilling to work hard, accept responsibility, are capable of self-control and self-direction, and are imaginative and creative.
Total quality management
incorporates principles in organizations’ strategic objectives. applied to all aspects of operations with a focus on meeting customers’ needs by doing things right the first time.
Continuous improvement
always looking for new ways to improve on current practices. The key takeaway is that it is critical to never be satisfied; something always can and should be improved – whether it is machines, people, processes, or relationships.
Ethics
the moral code of principles that sets standards of good or bad, right and wrong. An individual’s moral code can be influenced by family, friends, local culture, religion, educational institutions, and individual experiences.
Ethical behavior
the encouragement of “good” and “right” in the context of the governing moral code.
Four views of ethical behavior
moral rights view, individualism view, justice view, utilitarian view
Moral rights view
the view that respects and protects the fundamental rights of people.
Individualism view
the view that society will be best off if everyone maximizes their own utility or happiness.
Utilitarian view
the view that considers ethical behavior to be that which delivers the greatest good to the greatest number of people.
Justice view
the view that behavior is ethical when people are treated equally according to the rules.
Cultural relativism
the belief that there is no one right way to behave and that ethics are determined by cultural context.
moral absolutism
the belief that if a behavior or practice is not ethical in one’s home environment, it is not acceptable anywhere else.
ethical imperialism
an attempt to impose one’s ethical standards on others.
Ethical dilemma
requires a choice that, although offering the potential for personal or organizational benefit, or both, may be unethical.
Stakeholders
the persons, groups, and other organizations directly affected by the behavior of the organization and that hold a stake in its performance.
The many Stakeholders of organizations
employees, educational institutions, suppliers, legal institutions, customers, financial institutions, stockholders, public-interest groups, labor unions, future generations, competitors, and federal, state, and local governments.
Stakeholder power
the capacity of a stakeholder to affect the operations of an organization.
Corporate social responsibility
the obligation of an organization to act in ways that serve the interests of multiple stakeholders, including society at large.
the 3 P’s of organizational performance
profit, people, and planet.
General environment
made up of all external conditions that can play a part in managerial decision making. You might think of it as a broad set of dynamic forces that surround and influence an organization.
Sample elements in the general environment of organizations
economic environment, sociocultural environment, natural environment, technological environment, legal-political environment.
Offshoring
the outsourcing of jobs to foreign locations.
Reshoring
the movement of jobs from foreign locations back to domestic ones.
Global Management
management in organizations with interests in more that one country.
Global sourcing
purchasing materials, manufacturing components, or locating business services around the world.
Licensing agreement
where foreign firms pay a fee for rights to make or sell another company’s products in a specifies region.
Franchising
a form of licensing where a firm buys the rights to use another’s name and operating methods.
Political risk
the potential loss in value of an investment in or managerial control over assets because of instability and political changes in the host country.
Political risk-analysis
the forecast of the probability of disruptive events that can threaten the security of foreign investments.
Culture
the shared set of beliefs, values, and patterns of behavior common to a group of people.
Culture shock
the confusion and discomfort a person experiences when in an unfamiliar culture.
Ethnocentrism
a tendency to view one’s culture as superior to that of others.
Tight culture
has rigid social norms expects members to conform with them.
Korea, Japan, Malaysia.
Loose culture
has relaxed social norms and allows conformity by members to vary a good deal.
Australia, Brazil, Hungary.
First-mover advantage
being the first to spot, exploit, and deliver a product or service to a new market or an unrecognized niche.
Social entrepreneurship
a form of ethical entrepreneurship that seeks ways to solve pressing social problems.
Small business
a company that has 500 or fewer employees, is independently owned and operated, and does not dominate its industry.
Franchise
where a business owner sells the right to operate the same business in another location.
Startup
a new and temporary organization of venture the entrepreneur is hoping will take shape and prove successful as the business develops and matures.
Succession problem
the issue of transferring leadership from one generation to the next.
Succession plan
a formal statement that describes how transition and financial issues will be handled.
Data mining
the process of analyzing data to produce useful information for decision makers.
Big data
collected in huge quantities and is difficult to mine without using sophisticated mathematical and analytical techniques.
Analytics
the systematic evaluation and analysis of data to make informed decisions.
Systematic thinking
an individual’s approach to problems using a rational, step-by-step, analytical process.
Intuitive thinking
an individual’s approach to problems in a flexible and spontaneous way, involving a quick and broad evaluation of the situation and alternative courses of action.
Multidimensional thinking
An ability to view many problems simultaneously, in relationship to one another and across both long & short time horizons.
Strategic opportunism
the ability to remain focused on long-term objectives while being flexible enough to resolve short-term problems and opportunities in a timely way.
Certain environments
an ideal decision-making situation because full and complete factual information is available about alternatives and their outcomes.
Risk environments
where facts and information on alternatives and their consequences are incomplete.
Planning
sets objectives and determining how to accomplish them.
The importance of planning
it helps with organizing, leading, and controlling.
Objectives and goals
specific results or desired outcomes that one intends to achieve.
Stretch goals
performance targets that we have to work extra hard and stretch to reach.
Strategic plan
focused on the organization as a whole or a major component. Longer-term plans that set broad action directions and create a frame of reference for allocating resources for maximum performance impact.
Vision
clarifies the purpose of the organization and expresses what it hopes to be in the future.
Tactical plan
developed and used to implement strategic plans Specify how resources can be used to put strategies into action.
Functional plans
indicate how different components of the firm will contribute to the overall strategy.
Policy
communicates broad guidelines for making decisions and taking action in specific circumstances.
Procedures
describe specific rules for what actions are to be taken in various situations. Usually stated in employee handbooks.
Contingency planning
identifying alternative courses of action that can be implemented if circumstances change.
Benchmarking
the use of external and internal comparisons to better evaluate current performance and identify possible ways to improve for the future.
Best practices
things people and organizations do to achieve superior performance.
Sustainable competitive advantage
competitive advantage that is durable over time and difficult or costly for others to copy or imitate.
Corporate strategy
directs the organization as a whole toward sustainable competitive advantage. Set direction and guide resource allocations for an entire company. Identifies how large and complex organizations can compete across multiple industries and markets.
Functional strategy
sets the direction for a single business unit or product line. Decisions include choices about product and service mix, facilities locations, and new technologies.
Business strategy
guides the use of organizational resources within a specific area such as marketing, manufacturing, finance, or human resources. better advertise products, gain distribution efficiencies, improve employee retention, and enhance customer service.
Strategic analysis
the process of assessing the organization, its environment, its competitive positioning, and its current strategies.
Strategy formulation
the process of developing a new or revised strategy at the corporate, business, or functional levels.
Strategy implementation
the process of using resources to put strategies into action, and then evaluating results so that the implementation can be improved or the strategy changed.
Core values
broad beliefs about what is or is not appropriate behavior.
Organizational culture
the predominant value system of the organization as a whole.
Core competencies
things the organization does exceptionally well in comparison with competitors. Capabilities that become potential sources of competitive advantage.
sources;
https://www.gcu.edu/
https://yaveni.com/
https://www.rasmussen.edu/
https://www.chamberlain.edu/