MGT 320 Study Guide for Exam 1 FALL 2013 EXAM STRUCTURE (Closed-Book Exam‚ No Notes) – 120 POINTS QUESTIONS (MULTIPLE-CHOICE‚ TRUE-FALSE‚ SHORT ANSWER) KINICKI-FUGATE BOOK (Chapters 1-4) Kinicki-Fugate- Chapter 1: Needed: People-Centered Managers and Workplaces 1. What are the seven people-centered practices according to Jeffrey Pfeffer (Stanford University)? (p. 4) 1. Job Security 2. Careful Hiring 3. Power to The People 4. Exceptional pay for performance 5. Lots of Training
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SECTION B: (75 marks) Answer THREE (3) out of four (4) questions. Question 2 (a) Identify and explain FIVE (5) roles of Henry Mintzberg’s managerial roles. (15 marks) (b) Describe the following terms: i. Centralisation (2 marks) ii. Span of control (2 marks) iii. Work specialisation (2 marks) iv. Formalisation (2 marks) v. Chain of command (2 marks)
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Locus of control Locus of control is a theory in personality psychology referring to the extent to which individuals believe that they can control events that affect them. Understanding of the concept was developed by Julian B. Rotter in 1954‚ and has since become an important aspect of personality studies. One’s "locus" (Latin for "place" or "location") can either be internal (meaning the person believes that they control their life) or external (meaning they believe that their environment‚ some
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PERCEPTION AND INDIVIDUAL DECISION MAKING. An employee does an unsatisfactory job on an assigned project. Explain the attribution process that this person’s manager will use to form judgments about this employee’s job performance. Abstract Individuals behave in a given manner based not on the way their external environment actually is but‚ rather‚ on what they see or believe it to be. An organization may spend millions of dollars to create a pleasant work environment for its employees. However
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Attribution Theory And Its Applications To Academic Behavior Attribution Theory Rotter (1956) Precursor to Attribution Theory Locus of Control Varied on two dimensions: internal or external. Attribution Theory Fritz Heider (1958) A means by which we interpret and understand behavior. Behavior remains meaningless until we attribute a cause for that behavior. The causes to which we attribute the behavior of ourselves or others impacts how we behave toward others and influences
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3 PERSONALITY‚ PERCEPTION‚ and ATTRIBUTION Chapter Scan This chapter begins a two-chapter segment examining individual differences. Much of this chapter is related to interactional psychology and the advances made regarding personality and behavior in specific situations. Personality characteristics discussed include locus of control‚ self-efficacy‚ self-esteem‚ self-monitoring‚ and positive/negative affect. Personality theories explained include trait theory and the integrative approach. The
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www.sciedu.ca/jms Journal of Management and Strategy Vol. 3‚ No. 1; February 2012 Attribution Theory and Strategic Decisions on Organizational Success Factors Professor Ben E. Akpoyomare Oghojafor Department of Business Administration University of Lagos‚ Lagos State‚ Nigeria Olufemi Olabode Olayemi (Corresponding author) Department of Business Administration University of Lagos‚ Lagos State‚ Nigeria Tel: +234-1-802-370-5627 E-mail: femolayemi1@yahoo.com Olukunle. O. Oluwatula Department of Psychology
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Attitude Formation / Change: Functional Approach to Change The functional approach to changing attitudes says that there are four classifications of attitudes. They are the utilitarian function‚ the ego defensive function‚ the value-expressive function‚ and the knowledge function. The utilitarian function is when an attitude is held due to the brand’s utility. A way to change this attitude is to show the utility or purpose of the brand that they might not have considered. The next is the ego-defensive
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Attributions are reasons individuals give to explain a particular behaviour or outcome. They are often used to help improve a person’s ability to control a variety of future social and psychological situations (Anderson and Riger‚ 1991). According to Weiner (1985) a person who experiences success is likely going to try and reintroduce the same causes‚ whereas Kelley (1973) explains someone who experiences failure is going do attributional search in hopes a better chance of succeeding in the future
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interpret information - active processing of sensory inputs - very subjective Social Perception - the process of combining‚ integrating‚ and interpreting information about others to gain an accurate understanding of them Personal and Social Identity Attribution -determine the causes behind others’ behavior Correspondent Inferences - judging people’s dispositions‚ traits‚ and characteristics from their behavior Challenges in judging others accurately - many possible causes of behavior - people sometimes
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