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Management 201 Study Guide Exam #2, Study notes of Management Theory

Manhattan College Management Theory

Prof. John Castro

This study guide is about how organizations work and how people behave in them. It talks about different types of cultures, leadership styles, and decision-making processes. It also covers topics like motivation, personality, and job satisfaction. The guide helps us understand how people and organizations interact and how to make better decisions in the workplace.

Typology: Study notes

2022/2023

Uploaded on 11/02/2023

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Study Guide Exam # 2 MGT 201

●Organizational cultures - shared beliefs/ values that guides behavior in organization 4

cultures->

hierarchical cultures:

rational culture:

entrepreneurial culture:

team culture:

Workplace spirituality-

● Meaningful purpose

● Trust and respect

● Honesty and openness

● Growth and development

● Worker friendly practices

● Ethical and social responsibility

●Multicultural organizations & Diversity - core values that respect diversity and

support: pluralism/ informational network integration/ structural intergration/ absence of

prejudice and discrimination/ minimum intergroup conflict

● Multicultural Organizations - Has a culture with core values that respect diversity and

support multiculturalism

● Multiculturalism - Involves inclusiveness, pluralism, and respect for diversity

●Diversity:

○Basically means the presence of differences

○ Alone does not guarantee positive performance impact

○ Must be included in training and human resource practices

○ Positive impact results when diversity is embedded in the organizational

culture

●Change Leader - Those who takes leadership initiative for changing the existing

pattern of behavior of another person or social system.

●Subcultures - generational/ gender/occupational/functional

●ERG theory - 3 need levels -> clayton alderfer-> any/all needs can influence behavior at

one time

Existence needs:

Relatedness needs:

Growth needs:

●Job enlargement- adding additional activities within the same level to an existing role

●Job enrichment - adding motivators to existing roles in order to increase satisfaction and

productivity for the employees

●Vrooms theory of motivation - behavior results from conscious choices among

alternatives whose purpose it is to maximize pleasure to minimize pain

●Leadership styles - autocratic style: emphasis task over people

Human relations style: emphasis people of tasks

Laissez-faire style: shows little concern for tasks

Democratic model: committed to task and people

●leadership models - Fiedler's contingency model: Good leadership depends on a match

between leadership and situational demands

Low LPC ― task-motivated leaders High LPC ― relationship-motivated leaders

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Study Guide Exam # 2 MGT 201 ● Organizational cultures - shared beliefs/ values that guides behavior in organization 4 cultures-> hierarchical cultures: rational culture: entrepreneurial culture: team culture: Workplace spirituality - ● Meaningful purpose ● Trust and respect ● Honesty and openness ● Growth and development ● Worker friendly practices ● Ethical and social responsibility ● Multicultural organizations & Diversity - core values that respect diversity and support : pluralism/ informational network integration/ structural intergration/ absence of prejudice and discrimination/ minimum intergroup conflict ● Multicultural Organizations - Has a culture with core values that respect diversity and support multiculturalism ● Multiculturalism - Involves inclusiveness, pluralism, and respect for diversity ● Diversity: ○ Basically means the presence of differences ○ Alone does not guarantee positive performance impact ○ Must be included in training and human resource practices ○ Positive impact results when diversity is embedded in the organizational culture ● Change Leader - Those who takes leadership initiative for changing the existing pattern of behavior of another person or social system. ● Subcultures - generational/ gender/occupational/functional ● ERG theory - 3 need levels -> clayton alderfer-> any/all needs can influence behavior at one time Existence needs: Relatedness needs: Growth needs: ● J ob enlargement - adding additional activities within the same level to an existing role ● Job enrichment - adding motivators to existing roles in order to increase satisfaction and productivity for the employees ● Vrooms theory of motivation - behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure to minimize pain ● Leadership styles - autocratic style: emphasis task over people Human relations style: emphasis people of tasks Laissez-faire style: shows little concern for tasks Democratic model: committed to task and people ● leadership models - Fiedler's contingency model:Good leadership depends on a match between leadership and situational demands Low LPC ― task-motivated leaders High LPC ― relationship-motivated leaders

Hersey-Blanchard situational leadership model: Leaders adjust their styles depending on the readiness, or task maturity, of their followers Readiness: willing/ confident workers are performing tasks Delegating: work best in high readiness situations (low task-> low relationship style) Participating: works best in low to moderate readiness situation(low task->High relationship style) Selling: moderate to high readiness situations(high task->high relationship style) Telling: best in low readiness situations(high task-> low relationship style) House path-goal leadership model: Leadership styles for dealing with path-goal relationships Directive leadership: gives direction/ schedules work Supportive leadership: make work pleasant treat people friendly and equally Achievement-oriented leadership: set high standards and continuous improvement Participative leadership: consult with subordinates during decision making Leader-member exchange model: Not all people are treated the same by leaders in leadership situations. Nature of the exchange is based on presumed characteristics High LMX(in groups): favorable personality/competency/compatibility Low LMX(out groups): low competency/unfavorable personality/low compatibility Leader-participation model:Helps leaders choose the method of decision making that best fits the nature of the problem situation. ->Basic decision-making choices Authority decision: leader should make a confident and capable decision with no time for discussion Consultative decision/Group decision: the leader lacks sufficient information to solve a problem by himself/herself and acceptance of the decision and commitment by others is necessary for implementation ● Types of power-reward, coercive, legitimate,authority,reference

Reward power - capability to offer something of value
Coercive power - capability to punish or withhold positive outcomes
Legitimate power - organizational position or status confers the right to control those in subordinate positions
Referent power - ability to influence others because they admire you and want to identify positively with you ● Hersey-Blanchard leadership model
Leaders adjust their styles depending on the readiness, or task maturity, of their followers ● Ethnocentrism
The belief that ones subculture is superior to all others ● Glass ceiling
An invisible barrier that limits career advancement ● types of competencies

The degree to which someone is able to adjust and modify behavior in response to the external factors ● Authoritarianism
The degree to which a person defers to authority and accepts status differences ● Locus of contro l
The extent to which one believes that what happens to them is within ones control ● Machiavellianism
The extent to which someone is emotionally detached and manipulative in using power ● Myer-Briggs personality types
Extraverted vs introverted - social interaction whether a person tends toward being outgoing or and sociable or shy and quiet
Sensing vs intuitive- gathering data: whether a person tends to focus on details or on the big picture in dealing with problem
Thinking vs feeling - decision making: whether a person tends to rely on logic or emotions in dealing with problems
Judging vs perceiving - work stye: whether a person prefers order and control or acts with flexibility and spontaneity ● Cognitive dissonance
The discomfort a person feels when attitudes and behavior are inconsistent ● Job satisfaction
The degree to which an individual feels positively or negatively about various aspects of work ● Job involvement
The extent to which an individual is dedicated to a job ● Maslow’s hierarchy
Lower-order and higher order needs affect workplace behavior and attitudes
Lower order needs: physiological, safety, and social needs, desires for physical and social well-being
Higher order needs: esteem and self-actualization needs, desire for psychological growth and development ● Acquired needs theory
Developed by David McClelland
People acquire needs through their life experiences: need for achievement, affiliation, and power ● Two factor theory
Developed by Frederick Herzberg
Hygiene factors: elements of the job context
Sources of job dissatisfaction ● Equity theory
Developed by J. Stacy Adams
When people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation ● I mportant traits for leadership success
Drive

Self-confidence
Creativity
Cognitive ability
Job relevant knowledge
Motivation
Flexibility
Honesty and integrity ● Perception and Attribution
Perception - the process through which people receive, organize, and interpret information from the environment
Attribution - the process of developing explanations for events
Fundamental attribution error - occurs when observers blame another’s performance failures or problems on internal factors rather than external factors
Self-serving bias - this occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors ● Type A personalit y
Extreme achievement/ impatience/ perfectionism ● Big Five Personality Dimensions
Extroversion - being outgoing sociable and assertive
greeables - being good nature, cooperative, and trusting
Conscientiousness - being responsible, dependable, and careful
Emotional stability - being relaxed, secure, and unworried
Openness to experience - being curious, receptive to new things and open to change ● Technology Personality
Reflects levels of social media use and how media are used to connect to others
Always-on types - early adopters who create content, continually engage others, and make connections with people they’d like to know
Broadcaster types- continuously tell others what they’re doing, where, and why
Bystander types - remain largely unconnected and use technology “as needed” ● Narcissism
Persistent pattern of self-involvement, arrogance, and entitlement ● Attitude
Act a certain way toward people/things in ones environment ● Commitment
Loyalty to the organization ● Citizenship
willingness to do more than the minimum requirement ● Emotional intelligence
To understand emotions and manage relationships effectively ● Mood
positive/negative feeling or state of mind ● Motivation

● Incremental Change ○ Bends/nudges current systems/practices to better align them with emerging problems/opportunities ● Elements of observable culture

Heroes
- Founders/role models of company
Ceremonies, rites, rituals
legends/ stories
Metaphors / symbols ● Core cultures - consists of the core values or underlying assumptions / beliefs that shape and guide peoples behaviors in an organization ● Core values - beliefs/values shared by organizations members ● Symbolic leader - is someone whose words and actions consistently communicate the core values of the team and organization. ● Structural Problems ○ Familiar/clear with respect to information needs past experience have dealt with these problems before ● Unstructured Problems ○ Problems we haven’t seen before ● Crisis Decision Making ○ Unexpected problem that leads to disaster if not quickly resolved ● Errors: ○ Framing Error: ■ Trying to solve a problem in the context in a positive or negative context ○ Availability Bias ■ Bases a decision on recent information or events ○ Representativeness Bias ■ Bases a decision on similarity to other situations ○ Anchoring and Adjustment Bias ■ Bases a decision on incremental adjustment from a prior decision point ○ Confirmation Error ■ Focusing on information that confirms a decision already made ○ Escalating Commitment ■ Continuing a course of action even though it is not working

Management 201 Study Guide Exam #2, Study notes of Management Theory

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Ceremonies, rites, rituals