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Management 310 Final KU (1).
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Management 310 Final KU (1).
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Management 310 Final KUachieving goals through use of force, coercion and/or any means necessary. - ANS-Raw Power
Formal authority to make decisions - ANS-Legitimate Power
use of physical force, or intimidation to obtain compliance. - ANS-Coercion
power is vested in a person's position, flows from the top down in the hierarchy of an org.,
subordinates accept legitimate power. - ANS-Legitimate Power characteristics
if they can obtain compliance by promising or granting rewards - ANS-Reward power
Make threats of punishment and deliver actual punishment gives an individual - ANS-Coercive
Power
Valued knowledge or information gives an individual - ANS-Expert Power
comes into play when one's personal characteristics and social relationships become the reason
for compliance - ANS-Referent power
personal power (referent, expert) - ANS-Informal power
The more "A" depends on "B", the more power "B" has over "A" - ANS-General dependency
postulate (GDP)
Increases their power- makes decisions on their own, Increase overall sense of autonomy, feel
accountable for organizations success - ANS-Employee Empowernment
dependent on extrinsic motivation - ANS-Push Factor
energize employees by increasing intrinsic motivation - ANS-Pull factors
use goal setting techniques. remember body language - ANS-Influence tactics
Any attempt to control/manipulate the images related to a person, organization, or idea using:
speech, behavior, Appearance - ANS-Impression Management
Recurring opportunities or problems, based on standard operating procedure. -
ANS-Programmed D.M.
novel opportunities/problems requires extra info, uncertainty. - ANS-Non-programmed D.M.
, assumes something exists or is true when in reality it does not exist or is not true. (False
positive) better safe than sorry - ANS-Type 1error
Something does not exist or is not true; when in reality it does exist or is true. (False negative)
innocent till proven guilty - ANS-Type 2 error
How managers should make decisions - ANS-Rational Model of D.M.
Stage 1: Identify problem or opportunity- Determine actual versus the desired.
Stage 2: Generate alternative solutions- both obvious and creative
Stage 3: Evaluate alternatives and select a solution-Ethics, feasibility and effectiveness
Stage 4: Implement and evaluate the solution chosen - ANS-Rational Model of D.M.
Explains how managers actually make decisions - ANS-Non-Rational D.M.
Represents the notion that D.M.s are bounded/restricted by variety of constraints when making
decisions. - ANS-Bounded Rationality
Choosing solution that meets some minimum qualifications, one that is good enough. -
ANS-Satisficing
represents judgments, insights, or decisions, " come to mind on their own, without explicit
awareness of evoking cues and without explicit evaluation of validity of these cues" -
ANS-Intuition= Gut Feeling
Represents cognitive shortcuts or biases that are used to simplify the process of making
decisions. - ANS-Judgemental Heuristics
Low tolerance for ambiguity and a rational way of thinking. Efficient logical. Making fast
decisions. - ANS-Directive Style
High tolerance for ambiguity and a rational way of thinking, careful in D.M., slow, able to adapt
or cope changing situations - ANS-Analytical
very broad out look, develop many alternatives, focus on long run, good at finding creative
solutions. - ANS-Conceptual
Work well with others, receptive to suggestions from subordinates, hold meetings, take decision
on consensus. - ANS-Behavioral
used to help groups generate multiple ideas and alternatives for solving problems. -
ANS-Brainstorming
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