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[Show more]5 Stages of Group/ Team Development - Forming ("Breaking the ice" stage) 
Storming (Time of testing leader's policies and assumptions and how they fit into the power structure) 
Norming (Group is more cohesive, with less conflict) 
Performing (Activity focused on problem-solving) 
Adjourning (Wor...
Preview 2 out of 7 pages
Add to cart5 Stages of Group/ Team Development - Forming ("Breaking the ice" stage) 
Storming (Time of testing leader's policies and assumptions and how they fit into the power structure) 
Norming (Group is more cohesive, with less conflict) 
Performing (Activity focused on problem-solving) 
Adjourning (Wor...
"Big 5" Personality dimensions model - gives personality dimensions and then the characteristics 
that go with it 
"Three Stories" of an interview - the story the candidate wants to tell (cadidates goal), the story 
the candidate doesn't want to tell, the story the candidate doesn't even know ...
Preview 2 out of 7 pages
Add to cart"Big 5" Personality dimensions model - gives personality dimensions and then the characteristics 
that go with it 
"Three Stories" of an interview - the story the candidate wants to tell (cadidates goal), the story 
the candidate doesn't want to tell, the story the candidate doesn't even know ...
2 leadership styles - 1. task orientation 
2. relationship orientation 
3 dimensions of situational control - 1. leader-member relations 
2. task structure 
3. position power 
360-degree feedback - individuals compare perceptions of their own performance with 
behaviorally specific (and usually anon...
Preview 4 out of 43 pages
Add to cart2 leadership styles - 1. task orientation 
2. relationship orientation 
3 dimensions of situational control - 1. leader-member relations 
2. task structure 
3. position power 
360-degree feedback - individuals compare perceptions of their own performance with 
behaviorally specific (and usually anon...
360 degree performance appraisal - performance measurement combining info from employees' 
managers, peers, subordinates, self, customers 
Action Learning - training in which teams get an actual problem, work on solving it and commit to 
an action plan and are accountable for carrying it out 
Adven...
Preview 2 out of 12 pages
Add to cart360 degree performance appraisal - performance measurement combining info from employees' 
managers, peers, subordinates, self, customers 
Action Learning - training in which teams get an actual problem, work on solving it and commit to 
an action plan and are accountable for carrying it out 
Adven...
4 emphasis for different situations - 1. re-alignment - revitalize a unit, project or process 
2. sustain success - preserve the success of a group 
3. start-up - get a new business, project, or product going 
4. Turnaround - take a troubled group and get it back on track 
Abusive supervisors - "su...
Preview 2 out of 12 pages
Add to cart4 emphasis for different situations - 1. re-alignment - revitalize a unit, project or process 
2. sustain success - preserve the success of a group 
3. start-up - get a new business, project, or product going 
4. Turnaround - take a troubled group and get it back on track 
Abusive supervisors - "su...
____ is a type of job evaluation method in which individual jobs are evaluated in relation to every other 
job, based on a ranking system, and an overall score is given for each job, determining the highest-valued 
job to the lowest-valued job. - paired comparison method 
____ is defined as a proces...
Preview 1 out of 4 pages
Add to cart____ is a type of job evaluation method in which individual jobs are evaluated in relation to every other 
job, based on a ranking system, and an overall score is given for each job, determining the highest-valued 
job to the lowest-valued job. - paired comparison method 
____ is defined as a proces...
______ can be described as limited number of people who (1) are usually in proximity to each other, (2) 
use many sensory channels, and (3) are able to provide immediate feedback - interpersonal 
communication 
**all of following are conditions in which members are most likely to enforce norms excep...
Preview 1 out of 3 pages
Add to cart______ can be described as limited number of people who (1) are usually in proximity to each other, (2) 
use many sensory channels, and (3) are able to provide immediate feedback - interpersonal 
communication 
**all of following are conditions in which members are most likely to enforce norms excep...
3 key functions of leaders and managers - authority, responsibility, accountability 
4 skills employers desire most - 1. critical thinking 
2. problem solving 
3. judgement and decision making 
4. active listening 
5 characteristics of bad employees - 1. problems with interpersonal relationships 
2....
Preview 2 out of 12 pages
Add to cart3 key functions of leaders and managers - authority, responsibility, accountability 
4 skills employers desire most - 1. critical thinking 
2. problem solving 
3. judgement and decision making 
4. active listening 
5 characteristics of bad employees - 1. problems with interpersonal relationships 
2....
-1 to 1 - What is the Validity coefficient 
(Concurrent) Criterion-Related Validity - -Collecting the two pieces of information at the same 
time 
-Having a senior take a test and collecting their GPA at the same time 
(Predictive) criterion-related validity - -This is the relation of the predictor ...
Preview 2 out of 8 pages
Add to cart-1 to 1 - What is the Validity coefficient 
(Concurrent) Criterion-Related Validity - -Collecting the two pieces of information at the same 
time 
-Having a senior take a test and collecting their GPA at the same time 
(Predictive) criterion-related validity - -This is the relation of the predictor ...
3 C's of a team player - committed 
collaborative 
competent 
3 C's of effective teams - o Charters and strategies 
o Composition 
o Capacity 
4 rules for brainstorming - -avoid criticizing other peoples ideas (voice of judgement) 
-share all suggestions even if they are out there 
-offer as many ...
Preview 4 out of 37 pages
Add to cart3 C's of a team player - committed 
collaborative 
competent 
3 C's of effective teams - o Charters and strategies 
o Composition 
o Capacity 
4 rules for brainstorming - -avoid criticizing other peoples ideas (voice of judgement) 
-share all suggestions even if they are out there 
-offer as many ...
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