MGMT1135 Final Exam Revision Questions with All Correct Answers Update
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Module
MGMT1135
Institution
MGMT1135
MGMT1135 Final Exam Revision Questions with All Correct Answers Update
How individual difference influence negotiations - Answer- Personality traits
- agreeableness weakly related to negotiation outcomes
- intelligence can predict negotiation effectiveness
Moods/Emotions:
- negotiations in ...
MGMT1135 Final Exam Revision
Questions with All Correct
Answers 2024-2025 Update
How individual difference influence negotiations - Answer- Personality traits
- agreeableness weakly related to negotiation outcomes
- intelligence can predict negotiation effectiveness
Moods/Emotions:
- negotiations in positions of power who show anger have better outcomes- induces
concession from opponents
- anxiety can have negative impact on outcome (expects lower outcomes, respond more
quickly to offers, exit bargaining process quicker)
Culture in Negotiations - Answer- People generallynegotiate more effectively within their
own culture
- cross-cultural negotiations have to be high in openness, and must be aware of
emotional dynamics
Gender Differences in Negotiation - Answer- Men: tend to place higher value on status,
power and recognition- economic outcomes
Women: tend to place higher value on compassion and altruism - relationship outcomes
- Compared to men women tend to behave in less assertive, less self-interest and more
accommodating manner
Categories of conflict - Answer- Task: related to content and goals of work
Relationship: interpersonal relationships
Process: how work gets done
Organisational Structure - Answer- How job tasks are formally divided, grouped and
coordinated in an organisation
Specialisation - Answer- The division of labour into separate activities
- repetition of work
- training for specialisation
- increasing efficiency
,(BUT there is an optimal point for work specialisation and productivity)
Departmentalisation - Answer- Grouping jobs so common tasks can be coordinated
- function performed
- type of product
- geography
- process differences
- type of customer
Chain of command - Answer- the unbroken line of authority that extends from the top of
the organization to the lowest echelon and clarifies who reports to whom
- unity of command
- authority
Span of control - Answer- how many employees a manager should direct
Wide vs. Narrow Span of Control - Answer- Wide:
- more efficient in terms of cost
- at some point can reduce effectiveness
- increase efficiency of decision making
Narrow
- Expensive
- Makes vertical communication more difficult
- discourages employee autonomy
Centralisation and decentralisation - Answer- The degree to which authority is
concentrated to a single point in the organisation.
A centralised structure has a greater degree of central control, while a decentralised
structure involves a greater degree of delegated authority to the regions or to
subordinates.
Formalisation - Answer- How standardised an organisation's jobs are and the extent to
which employee behaviour is guided by rules and procedures
High vs Low formalisation - Answer- High: minimum amount of discretion
Low: employees have a great deal of freedom to exercise discretion at work
Simple structure - Answer- Manager/owner are the same
S:
- simple, fast, flexible
,- inexpensive to maintain
- accountability is clear
W:
- difficult to maintain in anything other than small organisations
- risky as everything depends on one person
Bureaucracy - Answer- Characterised by standardisation
- highly routine tasks
- very formalised rules/regulations
- centralised authority
- narrow spans of control
- decision making follows chain of command
S: ability to perform standardised activities in a highly efficient manner
W:
- function duplication
- limits learning/knowledge sharing
- competition between divisions
, Matrix structure - Answer- combines two forms of departmentalisation- functional and
product
S:
- can respond to change
- high integration
- fast decision making
W:-
- expensive and complex
- dual authority: power struggles
Virtual structures - Answer- built around a small, core organisation that outsources
major business functions
- highly centralised, little to no departmentalisation
S:
- flexible
W:
- reduces management control over key parts of business
- political behaviour
- cultural alignment can be lost
Team-based structures - Answer- the entire organization is made up of work teams that
do the organization's work
- no chain of command
- departments replaced by teams
- flattened hierarch y and minimises ranks
Downsizing - Answer- New organisational forms aim to improve agility by creating a
lean focused and flexible organisation
Downsizing strategy - Answer- - investment
- communication: ease worries
- participation: participate in process
- assistance
Mechanistic structure - Answer- An organisational structure in which
- centralised decision making
- strict hierarchy/chain of command
- high formalisation- clearly specified tasks, and employees closely supervised
- specialised tasks
- few teams
organic structure - Answer- an organisational form that emphasises flexibility
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