{"id":227464,"date":"2018-09-17T08:43:37","date_gmt":"2018-09-17T08:43:37","guid":{"rendered":"http:\/\/localhost\/wordpress\/index.php\/2018\/09\/17\/mgt-312-final-guide-1\/"},"modified":"2018-10-24T08:38:48","modified_gmt":"2018-10-24T08:38:48","slug":"mgt-312-final-guide-1","status":"publish","type":"post","link":"https:\/\/www.benedictsol.com\/blogs\/mgt-312-final-guide-1\/","title":{"rendered":"MGT 312 Final Guide 1"},"content":{"rendered":"<p>1\tThe\u00a0interdisciplinary\u00a0field\u00a0dedicated\u00a0to\u00a0understanding\u00a0and\u00a0managing\u00a0people\u00a0at\u00a0work\u00a0is\u00a0called:\t\u00a0\tManagement\u00a0dynamics\tManagement\u00a0theory\tOrganizational\u00a0dynamics\tOrganizational\u00a0behavior\t\u00a0\t2\tThe\u00a0distinction\u00a0between\u00a0flexible\u00a0and\u00a0fixed\u00a0individual\u00a0differences:\t\u00a0\tIs\u00a0that\u00a0managers\u00a0have\u00a0little\u00a0or\u00a0no\u00a0impact\u00a0on\u00a0flexible\u00a0differences\tIs\u00a0that\u00a0managers\u00a0should\u00a0hire\u00a0people\u00a0based\u00a0on\u00a0their\u00a0attitudes\u00a0and\u00a0emotions\tIs\u00a0that\u00a0managers\u00a0have\u00a0little\u00a0or\u00a0no\u00a0impact\u00a0on\u00a0fixed\u00a0differences\tHas\u00a0no\u00a0practical\u00a0value\u00a0for\u00a0managers\t3\tRegarding\u00a0using\u00a0personality\u00a0testing\u00a0as\u00a0part\u00a0of\u00a0the\u00a0hiring\u00a0process,\u00a0experts\u00a0have\u00a0concluded\u00a0that:\t\u00a0\tThe\u00a0typical\u00a0personality\u00a0test\u00a0is\u00a0not\u00a0a\u00a0valid\u00a0predictor\u00a0of\u00a0job\u00a0performance\tOnly\u00a0the\u00a0Big\u00a0Five\u00a0should\u00a0be\u00a0used\u00a0as\u00a0predictors\u00a0of\u00a0job\u00a0performance\tThe\u00a0effects\u00a0of\u00a0personality\u00a0on\u00a0job\u00a0performance\u00a0are\u00a0so\u00a0large\u00a0it\u00a0cannot\u00a0be\u00a0ignored\u00a0by\u00a0managers\tThere\u00a0are\u00a0many\u00a0valid\u00a0instruments\u00a0available\u00a0to\u00a0managers\u00a0to\u00a0test\u00a0for\u00a0personality\u00a0types\t4\tIn\u00a0Ajzen&#8217;s\u00a0theory\u00a0of\u00a0planned\u00a0behavior,\u00a0___________\u00a0is\u00a0(are)\u00a0the\u00a0key\u00a0link\u00a0between\u00a0_________.\t\u00a0\tIntentions;\u00a0attidtudes\u00a0and\u00a0planned\u00a0behavior\tNorms;\u00a0intentions\u00a0and\u00a0planned\u00a0behavior\tIntentions;\u00a0norms\u00a0and\u00a0attitudes\tAttitudes;\u00a0intentions\u00a0and\u00a0planned\u00a0behavior\t\u00a0\t5\tAccording\u00a0to\u00a0the\u00a0Ajzen\u00a0model,\u00a0the\u00a0strongest\u00a0predictor\u00a0of\u00a0an\u00a0employee&#8217;s\u00a0behavior\u00a0is\u00a0(are):\t\u00a0\tThe\u00a0employee&#8217;s\u00a0intentions\tThe\u00a0employee&#8217;s\u00a0attitudes\tSocial\u00a0norms\tThe\u00a0employee&#8217;s\u00a0values\t6\tThe\u00a0steps\u00a0in\u00a0the\u00a0process\u00a0of\u00a0stereotype\u00a0formation\u00a0and\u00a0maintenance\u00a0in\u00a0order\u00a0are:\t\u00a0\tExpectations,\u00a0categorization,\u00a0inferences,\u00a0maintenance.\tCategorization,\u00a0inferences,\u00a0expectations,\u00a0maintenance.\tInferences,\u00a0categorization,\u00a0expectations,\u00a0maintenance.\tCategorization,\u00a0expectations,\u00a0inferences,\u00a0maintenance.\t7\tJanelle,\u00a0one\u00a0of\u00a0Abdul&#8217;s\u00a0employees,\u00a0has\u00a0performed\u00a0poorly\u00a0on\u00a0many\u00a0aspects\u00a0of\u00a0her\u00a0job\u00a0since\u00a0she\u00a0was\u00a0hired\u00a0four\u00a0months\u00a0ago.\u00a0This\u00a0is\u00a0likely\u00a0to\u00a0be\u00a0attributed\u00a0to:\t\u00a0\tExternal\u00a0causes\tFundamental\u00a0bias\tInternal\u00a0causes\tSelf-serving\u00a0bias\t\u00a0\t\u00a0\t8\tThe\u00a0potential\u00a0to\u00a0understand\u00a0and\u00a0regulate\u00a0oneself\u00a0is\u00a0known\u00a0as:\t\u00a0\tNaturalist\u00a0intelligence\tIntrapersonal\u00a0intelligence\tKinesthetic\u00a0intelligence\tInterpersonal\u00a0intelligence\t9\tSelf-enhancement\u00a0and\u00a0self-transcendence\u00a0are:\t\u00a0\tPersonal\u00a0attitudes\tEndpoints\u00a0of\u00a0one\u00a0of\u00a0the\u00a0dimensions\u00a0of\u00a0values\tWorkplace\u00a0attitudes\tCognitions\t10\tOrganizations\u00a0with\u00a0adhocracy\u00a0cultures\u00a0are\u00a0described\u00a0as:\t\u00a0\tExternally\u00a0focused\u00a0and\u00a0valuing\u00a0stability\u00a0and\u00a0control\tInternally\u00a0focused\u00a0and\u00a0valuing\u00a0stability\u00a0and\u00a0control\tExternally\u00a0focused\u00a0and\u00a0valuing\u00a0flexibility\tInternally\u00a0focused\u00a0and\u00a0valuing\u00a0flexibility\t11\tWhich\u00a0of\u00a0the\u00a0following\u00a0is\u00a0the\u00a0least\u00a0fixed\u00a0of\u00a0a\u00a0person&#8217;s\u00a0individual\u00a0differences?\t\u00a0\tCognitive\u00a0abilities\tAttitudes\tEmotions\tIntelligence\t12\tCamilla,\u00a0a\u00a0manager,\u00a0notes\u00a0that\u00a0while\u00a0Wilhelm&#8217;s\u00a0written\u00a0reports\u00a0are\u00a0very\u00a0thorough\u00a0and\u00a0accurate,\u00a0his\u00a0oral\u00a0presentations\u00a0are\u00a0not\u00a0effective.\u00a0Camilla\u00a0is\u00a0looking\u00a0at:\t\u00a0\tExplicit\u00a0factors\tImplicit\u00a0factors\tDistinctiveness\tConsistency\t13\tStimulation\u00a0is\u00a0in\u00a0the\u00a0____________\u00a0part\u00a0of\u00a0Schwartz&#8217;s\u00a0model.\t\u00a0\tConservation\tOpenness\u00a0to\u00a0change\tSelf-enhancement\tSelf-transcendence\t14\tThe\u00a0contingency\u00a0approach\u00a0suggests\u00a0that:\t\u00a0\tA\u00a0manager\u00a0needs\u00a0to\u00a0learn\u00a0a\u00a0set\u00a0of\u00a0hard-and-fast\u00a0rules.\tThere\u00a0is\u00a0one\u00a0best\u00a0way\u00a0to\u00a0manage.\tOB\u00a0theories\u00a0apply\u00a0to\u00a0all\u00a0situations.\tThe\u00a0best\u00a0answer\u00a0depends\u00a0on\u00a0the\u00a0situation.\t\u00a0\t15\tResearch\u00a0shows\u00a0that,\u00a0in\u00a0general:\t\u00a0\tSocial\u00a0capital\u00a0increases\u00a0group\u00a0conflict.\tSocial\u00a0capital\u00a0decreases\u00a0work\u00a0group\u00a0integration.\tSocial\u00a0capital\u00a0decreases\u00a0organizational\u00a0performance.\tSocial\u00a0capital\u00a0can\u00a0improve\u00a0operations.\t16\tThe\u00a0corporate\u00a0staff\u00a0in\u00a0the\u00a0accounting\u00a0department\u00a0at\u00a0ABC\u00a0Corporation\u00a0went\u00a0on\u00a012-hour\u00a0days\u00a0during\u00a0the\u00a0holiday\u00a0season,\u00a0just\u00a0like\u00a0the\u00a0regular\u00a0retail\u00a0employees\u00a0do\u00a0during\u00a0that\u00a0season.\u00a0This\u00a0is\u00a0an\u00a0example\u00a0of\u00a0a(n)\u00a0_________\u00a0change.\t\u00a0\tProduct\tRadically\u00a0innovative\tAdaptive\tInnovative\t\u00a0\t17\tThe\u00a0extent\u00a0to\u00a0which\u00a0an\u00a0individual\u00a0identifies\u00a0with\u00a0an\u00a0organization\u00a0and\u00a0commits\u00a0to\u00a0its\u00a0goals\u00a0is\u00a0called:\t\u00a0\tOrganizational\u00a0satisfaction\tOrganizational\u00a0commitment\tJob\u00a0involvement\tPerceived\u00a0organizational\u00a0support\t18\tJoyce\u00a0finds\u00a0that\u00a0the\u00a0members\u00a0of\u00a0the\u00a0project\u00a0team\u00a0to\u00a0which\u00a0she\u00a0has\u00a0been\u00a0assigned\u00a0in\u00a0her\u00a0management\u00a0class\u00a0are\u00a0all\u00a0athletes\u00a0on\u00a0the\u00a0college&#8217;s\u00a0football\u00a0and\u00a0basketball\u00a0teams.\u00a0She\u00a0immediately\u00a0considers\u00a0dropping\u00a0the\u00a0class\u00a0because\u00a0she\u00a0thinks\u00a0her\u00a0experience\u00a0with\u00a0that\u00a0team\u00a0will\u00a0be\u00a0negative.\u00a0Joyce\u00a0is\u00a0likely\u00a0to\u00a0be\u00a0reacting\u00a0to\u00a0a:\t\u00a0\tSelf-serving\u00a0bias\tSemantic\u00a0memory\tNegativity\u00a0bias\tStereotype\t19\tThe\u00a0productive\u00a0potential\u00a0of\u00a0an\u00a0individual&#8217;s\u00a0knowledge,\u00a0skills,\u00a0and\u00a0experiences\u00a0is\u00a0known\u00a0as:\t\u00a0\tSoft\u00a0skills\tEthical\u00a0capital\tHuman\u00a0capital\tSocial\u00a0capital\t20\tChris,\u00a0a\u00a0manager,\u00a0knows\u00a0that\u00a0one\u00a0of\u00a0his\u00a0employees\u00a0values\u00a0achievement\u00a0and\u00a0power.\u00a0Chris\u00a0should\u00a0assign\u00a0the\u00a0employee\u00a0to\u00a0a\u00a0job\u00a0that\u00a0includes:\t\u00a0\tHigh\u00a0self-direction\tHigh\u00a0security\tHigh\u00a0influence\u00a0over\u00a0others\tHigh\u00a0social\u00a0value\t\u00a0\t21\tWhen\u00a0something\u00a0is\u00a0_______,\u00a0it\u00a0stands\u00a0out\u00a0from\u00a0its\u00a0context.\t\u00a0\tSemantic\tSalient\tA\u00a0schema\tStereotypical\t22\tA\u00a0person\u00a0can\u00a0build\u00a0his\/her\u00a0social\u00a0capital\u00a0by:\t\u00a0\tBeing\u00a0trained\u00a0in\u00a0new\u00a0skills\tShadowing\u00a0a\u00a0higher-level\u00a0manager\tGetting\u00a0a\u00a0mentor\tLearning\u00a0a\u00a0new\u00a0language\t\u00a0\t23\tPerformance\u00a0on\u00a0tests\u00a0like\u00a0the\u00a0Scholastic\u00a0Aptitude\u00a0Test\u00a0and\u00a0the\u00a0Graduate\u00a0Management\u00a0Admissions\u00a0Test\u00a0is\u00a0likely\u00a0to\u00a0be\u00a0most\u00a0closely\u00a0related\u00a0to:\t\u00a0\tLogical-mathematical\u00a0intelligence\tInterpersonal\u00a0intelligence\tIntrapersonal\u00a0intelligence\tNaturalist\u00a0intelligence\t\u00a0\t24.Acme\u00a0Movers\u00a0is\u00a0a\u00a0company\u00a0that\u00a0ships\u00a0goods\u00a0and\u00a0cargo\u00a0to\u00a0all\u00a0locations\u00a0in\u00a0the\u00a0United\u00a0States.\u00a0The\u00a0employees\u00a0understand\u00a0that\u00a0the\u00a0company&#8217;s\u00a0primary\u00a0vision\u00a0of\u00a0timeliness,\u00a0efficiency\u00a0and\u00a0low-cost\u00a0services\u00a0is\u00a0important\u00a0to\u00a0maintain\u00a0the\u00a0competitive\u00a0edge\u00a0over\u00a0other\u00a0movers\u00a0in\u00a0the\u00a0business.\u00a0They\u00a0constantly\u00a0work\u00a0to\u00a0ensure\u00a0that\u00a0all\u00a0deliveries\u00a0reach\u00a0their\u00a0destinations\u00a0on\u00a0schedule,\u00a0and\u00a0the\u00a0company,\u00a0in\u00a0turn,\u00a0rewards\u00a0the\u00a0employees\u00a0with\u00a0performance-based\u00a0awards\u00a0and\u00a0profit\u00a0sharing.\u00a0Which\u00a0function\u00a0of\u00a0organizational\u00a0culture\u00a0is\u00a0exemplified\u00a0here?\u00a0\t\u00a0\tFacilitating\u00a0collective\u00a0commitment\tGiving\u00a0members\u00a0an\u00a0organizational\u00a0identity\tPromoting\u00a0social\u00a0system\u00a0stability\tShaping\u00a0behavior\u00a0by\u00a0helping\u00a0members\u00a0make\u00a0sense\u00a0of\u00a0their\u00a0surroundings\t25\tThe\u00a0process\u00a0that\u00a0enables\u00a0us\u00a0to\u00a0interpret\u00a0and\u00a0understand\u00a0our\u00a0surroundings\u00a0is\u00a0called:\t\u00a0\tStereotyping\tPerception\tSelection\tSuppression\t\u00a0\t26\tSustainable\u00a0businesses\u00a0tend\u00a0to\u00a0be\u00a0run\u00a0by\u00a0CEOs\u00a0who\u00a0are:\t\u00a0\tIntelligent\tControlling\tTarget-driven\tPeople-centered\t\u00a0\t27\t___________\u00a0is\u00a0associated\u00a0with\u00a0success\u00a0for\u00a0managers\u00a0and\u00a0salespeople.\t\u00a0\tIntroversion\tEmotional\u00a0stability\tAgreeableness\tExtraversion\t\u00a0\t28.Keyshawn\u00a0is\u00a0a\u00a0player\u00a0on\u00a0a\u00a0professional\u00a0football\u00a0team.\u00a0Because\u00a0of\u00a0this,\u00a0his\u00a0play\u00a0every\u00a0week\u00a0is\u00a0scrutinized\u00a0by\u00a0fans\u00a0and\u00a0media,\u00a0as\u00a0well\u00a0as\u00a0his\u00a0own\u00a0coaches.\u00a0Sometimes,\u00a0their\u00a0comments\u00a0are\u00a0very\u00a0negative\u00a0and\u00a0even\u00a0personal.\u00a0Keyshawn\u00a0will\u00a0handle\u00a0this\u00a0better\u00a0if\u00a0he\u00a0has\u00a0a\u00a0high\u00a0level\u00a0of\u00a0_________\u00a0intelligence.\t\u00a0\tBodily-kinesthetic\tIntrapersonal\tSpatial\tInterpersonal\t\u00a0\t\u00a0\t29\tThe\u00a0two\u00a0dimensions\u00a0of\u00a0the\u00a0competing\u00a0values\u00a0framework\u00a0are:\tInternal-external\u00a0and\u00a0group-individual\tInternal-external\u00a0and\u00a0anticipatory-retrospective\tGroup-individual\u00a0and\u00a0stable-flexible\tInternal-external\u00a0and\u00a0stable-flexible\t\u00a0\t\u00a0\t30\tWhich\u00a0of\u00a0the\u00a0following\u00a0mechanisms\u00a0for\u00a0changing\u00a0organizational\u00a0culture\u00a0addresses\u00a0all\u00a0three\u00a0levels\u00a0of\u00a0culture?\t\u00a0\tDeliberate\u00a0role\u00a0modeling,\u00a0training,\u00a0and\u00a0coaching\tWorkflow\u00a0and\u00a0organizational\u00a0structure\tRites\u00a0and\u00a0rituals\tOrganizational\u00a0goals<\/p>\n","protected":false},"excerpt":{"rendered":"<p>1 The\u00a0interdisciplinary\u00a0field\u00a0dedicated\u00a0to\u00a0understanding\u00a0and\u00a0managing\u00a0people\u00a0at\u00a0work\u00a0is\u00a0called: \u00a0 Management\u00a0dynamics Management\u00a0theory Organizational\u00a0dynamics Organizational\u00a0behavior \u00a0 2 The\u00a0distinction\u00a0between\u00a0flexible\u00a0and\u00a0fixed\u00a0individual\u00a0differences: \u00a0 Is\u00a0that\u00a0managers\u00a0have\u00a0little\u00a0or\u00a0no\u00a0impact\u00a0on\u00a0flexible\u00a0differences Is\u00a0that\u00a0managers\u00a0should\u00a0hire\u00a0people\u00a0based\u00a0on\u00a0their\u00a0attitudes\u00a0and\u00a0emotions Is\u00a0that\u00a0managers\u00a0have\u00a0little\u00a0or\u00a0no\u00a0impact\u00a0on\u00a0fixed\u00a0differences Has\u00a0no\u00a0practical\u00a0value\u00a0for\u00a0managers 3 Regarding\u00a0using\u00a0personality\u00a0testing\u00a0as\u00a0part\u00a0of\u00a0the\u00a0hiring\u00a0process,\u00a0experts\u00a0have\u00a0concluded\u00a0that: \u00a0 The\u00a0typical\u00a0personality\u00a0test\u00a0is\u00a0not\u00a0a\u00a0valid\u00a0predictor\u00a0of\u00a0job\u00a0performance Only\u00a0the\u00a0Big\u00a0Five\u00a0should\u00a0be\u00a0used\u00a0as\u00a0predictors\u00a0of\u00a0job\u00a0performance The\u00a0effects\u00a0of\u00a0personality\u00a0on\u00a0job\u00a0performance\u00a0are\u00a0so\u00a0large\u00a0it\u00a0cannot\u00a0be\u00a0ignored\u00a0by\u00a0managers There\u00a0are\u00a0many\u00a0valid\u00a0instruments\u00a0available\u00a0to\u00a0managers\u00a0to\u00a0test\u00a0for\u00a0personality\u00a0types 4 In\u00a0Ajzen&#8217;s\u00a0theory\u00a0of\u00a0planned\u00a0behavior,\u00a0___________\u00a0is\u00a0(are)\u00a0the\u00a0key\u00a0link\u00a0between\u00a0_________. \u00a0 Intentions;\u00a0attidtudes\u00a0and\u00a0planned\u00a0behavior Norms;\u00a0intentions\u00a0and\u00a0planned\u00a0behavior Intentions;\u00a0norms\u00a0and\u00a0attitudes Attitudes;\u00a0intentions\u00a0and\u00a0planned\u00a0behavior \u00a0 5 According\u00a0to\u00a0the\u00a0Ajzen\u00a0model,\u00a0the\u00a0strongest\u00a0predictor\u00a0of\u00a0an\u00a0employee&#8217;s\u00a0behavior\u00a0is\u00a0(are): \u00a0 The\u00a0employee&#8217;s\u00a0intentions The\u00a0employee&#8217;s\u00a0attitudes Social\u00a0norms The\u00a0employee&#8217;s\u00a0values 6 The\u00a0steps\u00a0in\u00a0the\u00a0process\u00a0of\u00a0stereotype\u00a0formation\u00a0and\u00a0maintenance\u00a0in\u00a0order\u00a0are: \u00a0 <a href=\"https:\/\/www.benedictsol.com\/blogs\/mgt-312-final-guide-1\/\" class=\"read-more\">Read More &#8230;<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-227464","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/227464","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=227464"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/227464\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=227464"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=227464"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=227464"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}