Download Motivation, Conflict Management, and Team Dynamics: A Comprehensive Overview and more Study Guides, Projects, Research Business Ethics in PDF only on Docsity!
WVU BCOR 370 FINAL EXAM STUDY GUIDE
1. Motivation: Process by which behavior is:
a) Energized - how hard a person works
b) Directed - what a person does
c) Maintained - how long a person works
2. What are the six steps of the Motivation Process: 1. Unsatisfied Needs
2. Tension
3. Drives
4. Behavior
5. Satisfied Needs
6. Reduction of Tension
3. Douglas McGregor: Basic human nature; 2 theories of motivation.
4. Theory X: average person has little ambition, dislikes work, avoids responsibility.
5. Theory Y: Self-directed, enjoys work, accepts responsibility.
6. What is the best theory for basic human nature?: Theory Y
7. Maslow's Hierarchy of Needs: Academics do not like it because it can not be tested.
1. Self Actualization
2. Esteem
3. Social
4. Safety
5. Physiological
8. Hertzberg's Two Factors: 1. Hygiene Factors - Company policies, quality of supervision, relations
with others, personal life, rate of pay, job security, working conditions.
- Motivational Factors - Achievement, career development, personal growth, job interest, recognition, responsibility.
9. Equity Theory: Based on perceptions of fairness. Perceived inequalities can cause certain
behaviors.
10. Change in inputs: Work Less
11. Attempts to change outcomes: Ask for raise
12. Cognitive Reevaluation: Employee causing problems or with bad attitude could be from perceiving
the situation as being unfair; manager can help them see why/how it is fair.
13. Victor Veroom: Invented the Expectancy Theory.
14. Expectancy Theory: The extend to which someone will be motivated is depen- dent on three
subjective relationships.
-Conflicting Nonverbal Cues - sarcasm -Poor Listening
20. Conflict: Real or perceived differences in interest between two or more individ- uals, groups, or
organizations.
21. Is conflict always bad? why or why not: No--can be beneficial
22. What are the three views of conflict?: Traditional, Human Relations, Interac- tionist.
23. Traditional View of Conflict: Conflict is bad and should be avoided; not helpful.
24. Human Relations View of Conflict: Conflict is inevitable and should be accept- ed; try to minimize
and manage it effectively; still viewed as bad.
25. Interactionist View of Conflict: Some conflict can be helpful and should be encouraged; when
working in teams, conflict may be beneficial when it could be helpful; to an extent can be encouraged; challenges thinking; okay as long as it is moderate and task-oriented not interpersonal aspects.
26. Task Conflict: Can be beneficial
27. Relationship Conflict: Always bad and will nullify the possible positive effects of Task Conflict.
Managers should try and minimize RC and encourage TC.
28. What are the Five Styles of Conflict Handling?: 1. Avoiding
2. Accommodating
3. Competing
4. Compromising
5. Collaborating/ Integrating
29. Accommodating Style of Conflict Handling: Give in to the interest of others.
30. Competing Style of Conflict Handling: Try to resolve the conflict in favor of your interest with
intent of the other person to lose.
31. Compromising Style of Conflict Handling: Meet in the middle; each party gives a little in each
direction to obtain a portion of their interests.
32. Collaborating/Integrating Style of Conflict Handling: Work together to find a resolution which
meets both party's interests.
33. Team: A group of individuals engaged in collective work that requires joint effort and generates
positive synergy; all teams are groups, not all groups are teams.
34. What are the three characteristics of a team?: 1. joint effort
2. Collective work
3. Generates positive synergy
35. Stages of Team Development: Forming- uncertainty Storming-
conflict Norming- cohesiveness Performing- functionality
36. Types of Work Teams: 1. Problem Solving- intentionally and non-intentionally formed groups.
40. Principal Negotiating: 1. Separate people from the problem; attack the prob- lem, not the other
person; unite and face the issue together.
2. Focus on interests, not positions; objective is to satisfy underlying interests; positions only
hinder progress; identify interests and work toward a solution that satisfies all.
3. Generate a variety of possibilities; better chance of finding the best one; adver- sarial situations
limit vision.
4. Insist on some fair standard.
41. Team Self-Leadership: -Self leadership strategies are effective in teams.
-Balance the "me" with the "we"--not too individualistic nor too cohesive. -Practice Teamthink and avoid Groupthink
42. Control: The process of monitoring activities and correcting deviations from standards.
43. Defining acceptable range of variation:: Upper and lower limit of variance should be around
the standard.
44. Three types of control:: 1. Input- Feed forward; anticipates problems
2. Processes- Concurrent control; corrects problems as they happen.
3. Output- Feedback control; correct problems after they occur.
45. Quality: Consistent conformance to customer expectations.
46. Quality Management: -Intense focus on the customer- both internal and exter- nal users.
-Concern for continual improvement toward a goal of 100% quality. -Focus on improving the quality of everything the organization does...not just the final product. -Empowerment of employees-all employees are involved in finding and solving problems.
47. Sources of Quality Losses (per Deming): -85% System faults (management correctible)
-15% Special causes (worker correctible)
48. Entrepreneurship: The process of initiating a business venture, organizing the necessary
resources, and assuming the associated risks and rewards.
49. Entrepreneur: Someone who recognizes a viable idea for a business product of service and
carries it out.
50. Walt Disney: Lost Oswald the Lucky Rabbit, all employees but one, created Mickey Mouse
while on the train back to California.
51. What are the six characteristics of Entrepreneurs?: 1) Internal Locus of Control
2) High energy level
3) Need to achieve
4) Self-confidence
5) Time sensitive and impatient
6) High tolerance for ambiguity
10 which policies and procedures determine specific jobs and functions.
65. Chain of Command: A predefined structural order of authority that determines how decisions are
made and communicated.
66. Authority: The implicit and explicit power that a manager or employee has to fulfill an
organizational function or role.
67. Organizational Chart: a visual document that communicated how a company is organized.
68. Unity of Command Principal: Philosophy that each employee reports to and is accountable to
only one manager.
69. Decentralized Structure: A design structure where employees are managed through clear levels
of authority.
70. Functional Organization: A hierarchal structure where employees are man- ages through clear
levels of authority.
71. Divisional Organization: A design structure that groups processes and jobs based on clearly
defined market segments or geography.
72. Matrix Organization: A design structure that facilitates horizontal integration and collaboration.
73. Telecommuting: A work arrangement in which an employee is given flexibility in terms of work
location, and often hours as well.
74. Four organizational structures: 1. Functional Structure
2. Product Structure
11
3. Geographic Structure
4. Matrix Structure.
75. HR Management: Organizational function that deals with people related issues such as
recruitment, performance management, benefits, training, employee moti- vation, safety, and administration, while ensuring compliance with employment and labor laws.
76. Collective Bargaining: The process of negotiation between employers and trade unions, usually
with respect to pay, working hours, and working conditions.
77. Equal Employment Opportunity: A principal stating that every employee has an equal right to
advance in a company regardless of age, sex, race, disability, or color.
78. Talent Management: A strategic, deliberate approach to attracting new, highly skilled workers and
developing the abilities of existing employees to meet current and future organizational objectives.
79. Employment-At-Will: Employees can quit their jobs at any time without any reason, and
employers can terminate employees at any time without reason.
80. Knowledge Workers: Self-motivated workers that use a variety of skills to enhance their
overall understanding of a particular subject or area.
81. Recruiting: Process of identifying the best applicants internally or externally for specific roles.
82. Selection: Process that assesses the level of skills and abilities possessed by an individual to
perform a specific role.
83. Job Description: A written account of specific tasks, duties and responsibilities required within a
13 beneficial to society at large.
93. Ethical Dilemma: A situation in which no choice is entirely right.
94. Six Pillars of Character: 1. Trustworthiness
2. Respect
3. Responsibility
4. Fairness
5. Caring
6. Citizenship
95. 3 Classic Views of Ethical Decision Making: 1. Utilitarian approach - do the thing that provides
the greatest good to the greatest number of people.
2. Rights approach - consider the right of the people affected and make decisions based on the rights
of all.
3. Justice approach - consider the standards of fairness and equity and make decisions that is
most just; who decides what is fair and just?
96. Good ethics is what?: Good business
97. 2 Reasons to be concerned about ethics: 1. Prudence - the smart thing to do
- Virtue - the right thing to do.
98. Ethics: Moral principals, values, and beliefs that govern group or individual behavior according to
14 what is right or wrong; moral principals of duty and virtue that prescribe how we should behave.
99. Legal Aspects of HR Management: we cannot unfairly discriminate, that is, make employment
decisions based on factors that are not job related.
100. Major Laws Related to HRM: 1. Title VII Civil Rights Act of 1964 - Race, Gender, National
Origin, EEO.
2. Equal Pay Act of 1963- Comparable Worth
3. ADA of 1990 - Physical/mental - are provided access to all public places, and have access to
telecommunication service.
101. Bona Fide Occupational Qualification: Making an exception if it is job relat- ed.
102. Human Capital: Employee skills and experience gained by education and training that
increase the economic value for employers.
