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exploring management
Exploring Management 3rd Edition John R. Schermerhorn - Solutions
• Cognitive dissonance occurs when a person’s attitude and behavior are inconsistent.
• Job satisfaction is an important work attitude, refl ecting a person’s evaluation of the job, co-workers, and other aspects of the work setting.
• Job satisfaction infl uences withdrawal behaviors of absenteeism and turnover, and organizational citizenship behaviors.
• Job satisfaction has a complex and reciprocal relationship with job performance.
• Emotions are strong feelings that are directed at someone or something; they infl uence behavior, often with intensity and for short periods of time.
• Moods are generalized positive or negative states of mind that can be persistent infl uences on one’s behavior.
• Motivation involves the level, direction, and persistence of eff ort expended at work; a highly motivated person can be expected to work hard.
• Maslow’s hierarchy of human needs is moves from lower-order physiological, safety, and social needs up to higher-order ego and self-actualization needs.
• Alderfer’s ERG theory identifi es existence, relatedness, and growth needs.
• McClelland’s acquired needs theory identifi es the needs for achievement, affi liation, and power, all of which may infl uence what a person desires from work.
• Herzberg’s two-factor theory identifi es satisfi er factors in job content as infl uences on job satisfaction; hygiene factors in job context are viewed as infl uences on job dissatisfaction.
• Th e core characteristics model of job design focuses on skill variety, task identity, task signifi cance, autonomy, and feedback.
• Adams’s equity theory recognizes that social comparisons take place when rewards are distributed in the workplace.
• In equity theory, any sense of perceived inequity is considered a motivating state that causes a person to behave in ways that restore equity to the situation.
• Vroom’s expectancy theory states that Motivation Expectancy Instrumentality Valence.
• Managers using expectancy theory are advised to make sure rewards are achievable(maximizing expectancies), predictable (maximizing instrumentalities), and individually valued (maximizing valence).
• Locke’s goal-setting theory emphasizes the motivational power of goals that are specifi c and challenging as well as set through participatory means.
• Reinforcement theory views human behavior as determined by its environmental consequences.
• Th e law of eff ect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely to be repeated.
• Managers use strategies of positive reinforcement and negative reinforcement to strengthen desirable behaviors.
• Managers use strategies of punishment and extinction to weaken undesirable work behaviors.
• Positive reinforcement and punishment both work best when applied according to the laws of contingent and immediate reinforcement.
• A team consists of people with complementary skills working together for shared goals and holding one another accountable for performance.
• Teams benefi t organizations by providing for synergy that allows the accomplishment of tasks that are beyond individual capabilities alone.
• Social loafi ng and other problems can limit the performance of teams.
• Organizations use a variety of formal teams in the form of committees, task forces, project teams, cross- functional teams, and virtual teams.
• Self-managing teams allow team members to perform many tasks previously done by supervisors.
• An eff ective team achieves high levels of task performance, member satisfaction, and team viability.
• Important team input factors include the membership characteristics, nature of the task, organizational setting, and group size.
• A team matures through various stages of development, including forming, storming, norming, performing, and adjourning.
• Norms are the standards or rules of conduct that infl uence the behavior of team members; cohesion is the attractiveness of the team to its members.
• In highly cohesive teams, members tend to conform to norms; the best situation is a team with positive performance norms and high cohesiveness.
• Distributed leadership occurs when team members step in to provide helpful task and maintenance activities and discourage disruptive activities.
• Eff ective teams make use of alternative communication networks and interaction patterns to best complete tasks.
• Team building is a collaborative approach to improving group process and performance.
• Teams can make decisions by lack of response, authority rule, minority rule, majority rule, consensus, and unanimity.
• Groupthink is the tendency of members of highly cohesive teams to lose their critical evaluative capabilities and make poor decisions.
• Confl ict occurs as disagreements between people over substantive or emotional issues.
• Tendencies toward cooperativeness and assertiveness create the interpersonal confl ict management styles of avoidance, accommodation, compromise, competition, and collaboration.
• Communication is the interpersonal process of sending and receiving symbols with messages attached to them.
• Eff ective communication occurs when the sender and the receiver of a message both interpret it in the same way.
• Effi cient communication occurs when the sender conveys the message at low cost.
• Persuasive communication results in the recipient acting as the sender intends.
• Credibility earned by expertise and good relationships is essential to persuasive communication.
• Noise interferes with the eff ectiveness of communication.
• Poor choice of channels can reduce communication eff ectiveness.
• Poor written or oral expression can reduce communication eff ectiveness.
• Failure to accurately read nonverbal signals can reduce communication eff ectiveness.
• Filtering caused by status diff erences can reduce communication eff ectiveness.
• Active listening, through refl ecting back and paraphrasing, can help overcome barriers and improve communication.
• Organizations can design and use offi ce architecture and physical space to improve communication.
• Information technology, such as e-mail, instant messaging, and intranets, can improve communication in organizations, but it must be well used.
• Ethnocentrism, a feeling of cultural superiority, can interfere with cross-cultural communication; with sensitivity and cultural etiquette it can be improved.
• Workforce diversity can improve business performance by expanding the talent pool of the organization and establishing better understandings of customers and stakeholders.
• Inclusivity is a characteristic of multicultural organizations that values and respects diversity of their members.
• Organizational subcultures, including those based on occupational, functional, ethnicity, nationality, age, and gender diff erences, can create diversity challenges.
• Minorities and women can suff er diversity bias in such forms as job and pay discrimination, sexual harassment, and the glass ceiling eff ect.
• A top leadership priority should be managing diversity to develop an inclusive work environment within which everyone is able to reach their full potential.
• Th e forces of globalization create international business opportunities to pursueprofi ts, customers, capital, and low-cost suppliers and labor in diff erent countries.
• Th e least costly ways of doing business internationally are to use global sourcing,exporting and importing, and licensing and franchising.
• Direct investment strategies to establish joint ventures or wholly owned subsidiariesin foreign countries represent substantial commitments to internationaloperations.
• Environmental diff erences, particularly in legal and political systems, can complicateinternational business activities.
• Th e World Trade Organization (WTO) is a global institution established to promotefree trade and open markets around the world.
• A global business or multinational corporation (MNC) has extensive operations inseveral foreign countries; a transnational corporation attempts to operate withoutnational identity and with a worldwide strategy.
• Global fi rms benefi t host countries by paying taxes, bringing in new technologies,and creating employment opportunities; they can also harm host countries byinterfering with local government and politics, extracting excessive profi ts, anddominating the local economy.
• Th e Foreign Corrupt Practices Act prohibits representatives of U.S. internationalbusinesses from engaging in corrupt practices abroad.
• Planning and controlling global operations must take into account such things ascurrency risk and political risk in changing environmental conditions.
• Organizing for global operations often involves use of a global product structureor a global area structure.
• Leading global operations requires universal leadership skills and global managerswho are capable of working in diff erent cultures and countries.
• A global business or multinational corporation (MNC) has extensive operations inseveral foreign countries; a transnational corporation attempts to operate withoutnational identity and with a worldwide strategy.
• Global fi rms benefi t host countries by paying taxes, bringing in new technologies,and creating employment opportunities; they can also harm host countries byinterfering with local government and politics, extracting excessive profi ts, anddominating the local economy.
• Th e Foreign Corrupt Practices Act prohibits representatives of U.S. internationalbusinesses from engaging in corrupt practices abroad.
• Planning and controlling global operations must take into account such things ascurrency risk and political risk in changing environmental conditions.
• Organizing for global operations often involves use of a global product structureor a global area structure.
• Leading global operations requires universal leadership skills and global managerswho are capable of working in diff erent cultures and countries.
• Small businesses constitute the vast majority of businesses in the United Statesand create 7 out of every 10 new jobs in the economy.
• Small businesses have a high failure rate; as many as 60% to 80% of new businessesfail in their fi rst fi ve years of operation.
• Small businesses owned by family members can suff er from the successionproblem of transferring leadership from one generation to the next.
• A business plan describes the intended nature of a proposed new business, how itwill operate, and how it will obtain fi nancing.
• Proprietorships, partnerships, and corporations are diff erent forms of businessownership, with each off ering advantages and disadvantages.
• New ventures can be fi nanced through debt fi nancing in the form of loans andthrough equity fi nancing, which involves the exchange of ownership shares inreturn for outside investment.
• Venture capitalists and angel investors invest in new ventures in return for anequity stake in the business.
1. When, if ever, is a leader justifi ed in using coercive power?
2. Do women lead diff erently than men?
3. Is servant leadership inevitably moral leadership?
2. When a manager says, “Because I am the boss, you must do what I ask,” what power base is being put into play?(a) reward(b) legitimate(c) moral(d) referent
3. Th e personal traits that are now considered important for managerial success include .(a) self-confi dence(b) gender(c) age(d) personality
5. In Fiedler’s contingency model, both highly favorable and highly unfavorable leadership situations are best dealt with by a -motivated leadership style.(a) task(b) vision(c) ethics(d) relationship
7. Vision, charisma, integrity, and symbolism are all attributes typically associated with leaders.(a) people-oriented(b) democratic(c) transformational(d) transactional
11. Someone who communicates a clear sense of the future and the actions needed to get there is considered a leader.(a) task-oriented(b) people-oriented(c) transactional(d) visionary
12. Managerial Power Power Power.(a) Reward; Punishment(b) Reward; Expert(c) Legitimate; Position(d) Position; Personal
13. Th e interactive leadership style is characterized by .(a) inclusion and information sharing(b) use of rewards and punishments(c) command-and-control behavior(d) emphasis on position power
15. Th e critical contingency variable in the Hersey-Blanchard situational model of leadership is.(a) follower maturity(b) LPC(c) task structure(d) emotional intelligence
16. Why are both position power and personal power essential in management?
19. How do you sum up in two or three sentences the notion of servant leadership?
20. When Marcel Henry took over as leader of a new product development team, he was both excited and apprehensive.“I wonder,” he said to himself on the fi rst day in his new assignment, “if I can meet the challenges of leadership.”Later that day, Marcel shares this concern with you during a
Short for Statistical Analysis System, SAS is a set of integrated software tools that help decision makers cope with unwieldy amounts of unrelated data. It’s the primary product of North Carolina-based SAS Institute, self-described as the “leader in business analytics software.”While SAS is
1. Is cognitive dissonance a good or bad infl uence on us?
1. Among the Big Five personality traits, indicates someone who tends to be responsible, dependable, and careful in respect to tasks.(a) authoritarian(b) agreeable(c) conscientious(d) emotionally stable
2. A person with a/an personality would most likely act unemotional and manipulative when trying to infl uence others to achieve personal goals.(a) extroverted(b) sensation-thinking(c) self-monitoring(d) Machiavellian
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