MGT 301 Final || All Correct.
The manager's roles and skills correct answers · •Management Skills
· • Technical Skills - the ability to apply specialized knowledge or expertise. All jobs require
some specialized expertise, and many people develop their technical skills on the job.
•Human Skills - the ability to work with, understand, and motivate other people, both
individually and in groups.
· •Conceptual Skills - the mental ability to analyze and diagnose complex situations.
· Why few absolutes apply to OB (i.e., independent variables, dependent variables, contingency
variables) correct answers · • There are few, if any, simple and universal principles that explain
organizational behavior.
•Contingency variables situational factors are variables that moderate the relationship between
the independent variables (IVs) and dependent variables (DVs).
independent variables: the presumed cause of some change in the dependent variable.
dependent variable: a response that is affected by an independent variable. What we are
interested in explaining
What are the 7 outcome variables relevant to OB? correct answers 1) attitudes and stress
2) task performance
3) organizational citizenship behavior
4) withdrawal behavior
5) group cohesion
6) productivity
7) survival
· Outcome variables relevant to OB (i.e., task performance, organizational citizenship behavior,
withdrawal behavior, group cohesion, group functioning, productivity, survival) correct answers
Attitudes and stress
· • Employee attitudes are the evaluations employees make, ranging from positive to negative,
about objects, people, or events.
· • Stress is an unpleasant psychological process that occurs in response to environmental
pressures.
· Task performance
· • The combination of effectiveness and efficiency at doing your core job tasks is a reflection of
your level of task performance.
· Organizational citizenship behavior
· • The discretionary behavior that is not part of an employee's formal job requirements, and that
contributes to the psychological and social environment of the workplace, is called
organizational citizenship behavior.
,· Withdrawal behavior
· •Withdrawal behavior is the set of actions that employees take to separate themselves from the
organization.
· Group cohesion
· •Group cohesion is the extent to which members of a group support and validate one another at
work.
· Group functioning
· •Group functioning refers to the quantity and quality of a group's work output.
· Productivity
· •An organization is productive if it achieves its goals by transforming inputs into outputs at the
lowest cost. This requires both effectiveness and efficiency.
· Survival
· • The final outcome is organizational survival, which is simply evidence that the organization is
able to exist and grow over the long term.
· Surface level vs. deep level diversity correct answers · • Surface-level diversity represents the
characteristics that are easily observed such as race, gender, age, etc.
· • Deep-level diversity represents the aspects that are more difficult to see at first glance such as
values, personality, and work preferences.
· Costs of discrimination to organizations (6) correct answers · 1. Employee turnover
· •2. Employee absenteeism
· •3. Difficulties recruiting the best talent
· •4. Reduced productivity
· •5. Bad PR
· •6. Legal disputes
· • McKinsey Report
· • U.S.-based small and medium sized businesses face an almost 12% chance that they it will be
hit with an employment claim
· • The median judgment for cases that go to trial is approximately $200,000
· • And 1 in 4 cases in a recent study resulted in a judgment of $500,000 or more
· Characteristics that can be the basis for discrimination correct answers · • Biological
characteristics are personal characteristics that are objective and easily obtained from personnel
records.
· • Variations in these can be the basis for discrimination
· Age
· •The U.S. workforce is aging.
· • Does job performance decline with increasing age?
,· • Studies show that turnover and absenteeism rates are lower among older workers, and age is
not associated with lower productivity.
· Sex
· • There are no consistent male-female differences in problem-solving ability, analytical skills,
competitive drive, motivation, sociability, or learning drive.
· • i.e., no performance differences
· • But women earn less than men for the same positions and have fewer professional
opportunities.
· Race and Ethnicity
· • Employees tend to favor colleagues of their own race in performance evaluations, promotion
decisions, and pay raises.
· • African Americans and Hispanics perceive higher levels of discrimination in the workplace. •
African Americans generally fare worse than Whites in employment decisions.
· Disabilities
· • The U.S. Equal Employment Opportunity Commission classifies a person as disabled who has
any physical or mental impairment that substantially limits one or more major life activities.
· • Workers with disabilities receive higher performance evaluations, but may have lower
performance expectations.
· Hidden Disabilities
· • Sensory disabilities, chronic illness or pain, cognitive or learning impairments, sleep
disorders, and psychological challenges.
· •U.S. organizations must accommodate employees with a very broad range of impairments.
· Tenure
· • Tenure is a good predictor of employee productivity.
· • Tenure and job satisfaction are positively related.
· Religion
· • U.S. law prohibits discrimination based on religion, but it is still an issue, especially for
Muslims
· Sexual Or
· How to effectively attract, select, develop, and retain diverse employees (e.g., targeting
recruiting messages, mentoring, etc.) correct answers · • Target recruiting messages to specific
demographic groups.
· • Ensure that hiring is bias free.
· •Create a positive diversity climate.
· • Establish mentoring programs.
· Diversity in groups
, · •Most people in groups need a common way of looking at and accomplishing major tasks, and
they need to communicate well with each other.
· • Emphasize higher-level similarities among people
· Effective diversity programs
· • Teach managers about the legal framework for equal employment opportunity and encourage
fair treatment of all people.
· • Teach managers how a diverse workforce will be more effective at serving a diverse customer
base.
· • Foster personal development practices that bring out the skills and abilities of everyone.
· How managers should talk about bias correct answers · • When told biases are common, people
actually become more biased
· Talking about bias at Wharton: "I don't ever want to see this happen again."
· 65% increase in the number of female MBA students who sought out leadership roles
· Accurate judgments vs. stereotypes correct answers · Accurate generalization
· - Descriptive
· - Represents a central tendency
· - Based on evidence or statistical estimates
· - Rational way to categorize
· Stereotype
· - Passes judgment
· - No room for exceptions
· - One category dominates all other features of the person
· - Unchanging, even with contrary evidence
· - Drawn from anecdotes/ experiences/ assumptions (i.e., not evidence)
· What is culture and how to deal with cultural differences correct answers · • Culture refers to
the learned norms based on values, attitudes, and beliefs of a group of people
· • Culture is an integral part of a nation's operating environment
· • every business function is subject to potential cultural differences
· Cultural Responsiveness
· • Companies need to decide when to make cultural adjustments
· • Fostering cultural diversity can allow a company to gain a global competitive advantage by
bringing together people of diverse backgrounds and experience
· Cultural Awareness
· • Problem areas that can hinder managers' cultural awareness...
· • Subconscious reactions to circumstances
· • subcultures exist within nations
· • similarities link groups from different countries
· • Tip: Managers that educate themselves about other cultures have a greater chance of
succeeding abroad
