BOH4M - Business Leadership Final Exam Review| Questions & Correct Verified Answers| A Rated
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Course
Business Leadership
Institution
Business Leadership
The Hawthorne Studies - studies conducted during the 1920s and 1930s that suggested
that pay-based incentives are just as important as feeling like part of a group ( both affect
performance)
Theory X and Y - Douglas McGregor: two types of workers, therefore there needs to be
two types of manage...
BOH4M - Business Leadership Final Exam
Review| Questions & Correct Verified
Answers| A Rated
The Hawthorne Studies - ✔studies conducted during the 1920s and 1930s that suggested
that pay-based incentives are just as important as feeling like part of a group ( both affect
performance)
Theory X and Y - ✔Douglas McGregor: two types of workers, therefore there needs to be
two types of managers (X and Y)
X Manager Approach - ✔(MICROMANAGEMENT)
Workers are: unhappy, lazy, unmotivated
Manager approach: strict supervision, clear rules, uses incentives to motivate, authoritative
leading
Y Manager Approach - ✔Workers are: self-motivated, responsible, job-satisfied
Manager approach: build trust, provide development opportunities, include employees
in decision making
Personality and Organization - ✔Chris Argyris: managers who treat people positively and
respectfully will create productive work forces (eg. allowing more task variety, expanding
job opportunities, promoting human relationse etc.)
Quantitative Analysis Theory - ✔- Guides managerial decision making through the use of
data and research
1. a problem happens
2. the problem is analyzed through data collection
3. mathematical calculations and models are applied
Autocratic-Style Leadership (authoritarian) - ✔- individual control over all decisions and
little input from group members
- work is highly structured and rigid, quick decision-making
- discourages creativity
Laissez-Faire Leadership (delegative) - ✔- hands off leader who allows group member to
make decisions
- may lead to low productivity, very little guidance
- leader claims responsibility for follower decisions
,Democratic-Style Leadership (participative/shared) - ✔- members take a participative role
in decision making
- ideas are freely shared, discussion is encouraged
- fair, honest leaders (minority opinions overridden, poor decision making from uneducated)
Transactional Leadership - ✔- focuses on supervision, organization and performance
- promote compliance through consequences
- passive, directive, practical, resistant to change, discourage independent thinking
Transformational Leadership - ✔- leaders work with members to identify needed
change, create a vision to guide change
- creates positive and valuable change in followers to develop them into leaders
Functional Organizational Structure - ✔- work is arranged within main business
departments/functions such as production, operations, marketing, and human resources
- employees tend to only focus on their department instead of the business as a whole
Divisional Organizational Structure - ✔- employees are grouped together based on
similar products/projects, serve a similar group of customers
- organized by location
, Hybrid/Matrix Organizational Structure - ✔- combines elements of functional and
divisional organization
Other Organizational Structures - ✔1. Team
2. Network
3. Boundaryless
Team Organizational Structure - ✔- organizational chart that groups employees of the
same employment into teams that perform specific job functions
- combines low-overhead, minimal management of a lateral structure with the team efforts
of hybrid
Network Organizational Structure - ✔- managers coordinate and control internal and
external relationships
- a social structure of interactions: communication and reliable partners
- fewer tiers, wider span of control and bottom-up flow of decision making
Boundaryless Organizational Structure - ✔- enables an organization to form relationships
with customers, suppliers, and/or competitors
- aims to transcend rigid lines of bureaucracy/divisional boundaries
- ignores boundaries between organization and market (mainly virtual to remove
geographical boundaries)
- lacks structure, thrives on change
Trends in Organizational Structure - ✔1. Flattening of
organizations 2. Decentralization
Flattening of Organizations - ✔- reducing levels of management, creating shorter chains
of command
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