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COB 300 Management Exam #1 Questions and Answers
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COB 300 Management Exam #1 Questions and Answers
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COB 300 Management Exam #1Questions and Answers
Brazilian Company, Semco - Answers -Policy progressive company that encourages
employees to frequently switch their workstation, employees set their own schedules,
and are free to come and go as they please, employees set their own salaries,
employees partake in profit sharing, employees also have power to hire/fire
coworkers/management
Crimson Tide video - Answers -Depicts the differences in leadership styles (Denzel
Washington v. white dude)
-DW: firm but still personable; when presented with an issue handled it appropriately
while also allowing employee to not be completely condemned, remember: why?
-WG: felt he was the end-all, be-all, was unreasonable and unwilling to accept change
Office Space - Answers -Man is brought in for a performance review (or evaluation) and
basically tells them that he has no motivation to work efficiently, tells them he does
about a good fifteen minutes worth of work
Rational v. irrational thoughts - Answers -Don't worry yourself about things that are
unlikely to happen
"Brutal facts" - Answers -The janitor talking to Rudy about not giving up and taking
things for granted
Lamborghini - Answers -Example to not ignore customer remarks about your product
because they have the potential to become your direct competition; Ferrari v.
Lamborghini
UK manager who wouldn't submit sales report - Answers -Pargas decided that it was
best to delegate the job to an individual who was better at clerical work rather than
completely fire the manager since he was the top sales person in the region; example of
removing obstacles when possible
Japanese manger who earned a ton in bonuses - Answers -Manager ended up making
more than Pargas that year--Pargas wasn't upset because this proved what his job as a
manager was, to employ amazing persons
Hong Kong staff motivation - Answers -Set unreasonable goal which employees
informed Pargas they wouldn't be able to achieve, was so unrealistic that they did not
even attempt to try and meet it and the office ultimately shut down
, Taiwan sexual harassment case - Answers -Hired someone to fill a vacancy; The
person was accused of sexual harassment; Pargas handled case because he didn't
think U.S. HR could handle Taiwan culture; Accusation was fabricated because the
person about the person Pargas hired wanted to keep traveling to Taiwan to sleep with
a secretary there ; Fired the person who made the false accusation and accepted
resignations from the majority of other management
equity theory - Answers -motivated when treated fairly
-Inputs: what employees put into their work
-Outcomes: what they get from their contributions
-Referents: other employees that they compare themselves to
reinforcement theory - Answers -behaviors are enforced by the actions taken
-Positive reinforcement: positive consequence to encourage behavior
-Negative reinforcement: removal of something unpleasant
-Punishment: negative consequence to stop behavior (ex. reprimanding a child for
eating sweets before dinner)
-Extinction: withdrawl/withholding of positive rewards
expectancy theory - Answers -efforts lead to certain rewards
-Expectancy: effort leads to performance
-Instrumentality: performance leads to reward/outcome
-Valence: value assigned to outcome/reward
motivation - Answers -(expectancy)(instrumentality)(valence)
directive leadership - Answers -gives employees what is expected with specific
guidelines, work schedules, and standards of performance; very precise; used with
unstructured tasks and inexperienced workers
supportive leadership - Answers -leader is friendly and approachable to employees,
creates a friendly climate; used when workers lack confidence and the tasks are
structured and stressful
participative leadership - Answers -leader consults employees for their input before
making decisions; used when tasks are complex with an internal locos of control and
they are experienced
achievement-oriented leadership - Answers -sets challenging goals, has high
expectations, and displays confidence in employees; used with unchallenging tasks
visionary leaders - Answers -creating a positive image of the future in order to motivate
employees and provide direction for planning and goal setting; setting a vision in place
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