MBA 704-EXAM 1 STUDY GUIDE WITH
CORRECT SOLUTIONS
Major Issues facing contemporary organizations - ANSWER--Understanding global
competition & diversity
-Trying to solve ethical problems/dilemmas
**The managing of people/HR within an organization will be the major challenge
Environmental/Contextual dimensions for organizational behavior - ANSWER-
Globalization, diversity, and ethics
Sam Walton: "People are the key!" In other words, people cannot be copied.
Human Capital - ANSWER--First considered the "cost" within companies.
-WHAT YOU KNOW: education, experience, and skills
Social Capital - ANSWER--WHO YOU KNOW: networks, connections, and friends
Positive psychological capital - ANSWER--WHO YOU ARE IN TERMS OF: confidence,
hope, optimism, resiliency, and who you can become (authentic self)
Paradigm - ANSWER--from Greek "paradeigma;" meaning model, pattern or example.
-Thomas Kuhn: broad model, framework, way of thinking, or a scheme for
understanding reality
-Joel Barker: establishes the rules, defines the boundaries, and tells one how to behave
within the boundaries to be successful.
Paradigm shift - ANSWER--a fundamental change in approach or underlying
assumptions; new challenges and required ways of thinking
-James Brain Quinn: "intellectual enterprise;" org of enterprises will depend more on
develop/deployment of INTELLECTUAL resources then management of PHYSICAL
assets
Dimensions of Management - ANSWER-Technical, conceptual, and human
Douglas McGregor Theory X - ANSWER--Managers may believe employees were lazy
and only interested in money, happiness=high performance.
Douglas McGregor: Theory Y - ANSWER-Belief that people are intrinsically motivated to
work. Includes a great deal of participation of staff. Minimal control and direction by
management.
-Theory Y is more for today's organizations.
, Jeff Pfeffer: One-eighth situation - ANSWER--Half of today's managers believe in the
importance of the human side of enterprise and that people are the competitive
advantage within organizations.
-But only half of those managers believe to do something about it=1/4.
**HPWP=high performance work practices
**3 Its: it, do it, and stick with it
Pfeffer and Sutton: 5 sources preventing management from effective implementation &
sustainability - ANSWER-1-Hollow Talk
2-Debilitating fear
3-Destructive internal competition
4-Poorly designed and complex management systems
5-Mindless reliance on precedent
Evidence-based Management - ANSWER--Bridging theory/research-practice gap
(practice & academic)
-"Knowing-Doing Gap-" Pfeffer & Sutton
*Practitioners have not had time/desire to translate academic research, and academic
have not had time/desire to write for practitioners (translate research.) "
Practitioners must taken on "Practitioner-Scientist role"
Academics must assume "Scientist-Practitioner" role
EBM: Denise Rousseau--> Kurt Lewin - ANSWER-"Translating principles based on best
evidence into organizational practices."
-Lewin stated: "no action without research, no research without action"
*Starting point is taking on "Practitioner-Scientist" role
Hawthorne Studies: History/Illumination Studies-Initial phase - ANSWER--Initial studies
attempted to examine relationship between light intensity on shop floor of manual work
sites and employee productivity--leading to conclusion that the "complex human
variable" was contributing to change in productivity=SERENDIPTOUS DISCOVERY!!
Hawthorne Studies: History/Illumination Studies-Subsequent phases - ANSWER--Relay
room: production continually increased by positive relay assemblers
-Bank wiring room; blatant restriction of output by disgruntled workers
Hawthorne Studies: Implications - ANSWER--Questionnaire to on subjects preference
for working in test room:
1. Small Group
2. Type of supervision
3.Earnings
4. Novelty of the situation
5. Interest in the experiment
6. Attention received in the test room
-4,5&6: associated with "Hawthorne Effect"
CORRECT SOLUTIONS
Major Issues facing contemporary organizations - ANSWER--Understanding global
competition & diversity
-Trying to solve ethical problems/dilemmas
**The managing of people/HR within an organization will be the major challenge
Environmental/Contextual dimensions for organizational behavior - ANSWER-
Globalization, diversity, and ethics
Sam Walton: "People are the key!" In other words, people cannot be copied.
Human Capital - ANSWER--First considered the "cost" within companies.
-WHAT YOU KNOW: education, experience, and skills
Social Capital - ANSWER--WHO YOU KNOW: networks, connections, and friends
Positive psychological capital - ANSWER--WHO YOU ARE IN TERMS OF: confidence,
hope, optimism, resiliency, and who you can become (authentic self)
Paradigm - ANSWER--from Greek "paradeigma;" meaning model, pattern or example.
-Thomas Kuhn: broad model, framework, way of thinking, or a scheme for
understanding reality
-Joel Barker: establishes the rules, defines the boundaries, and tells one how to behave
within the boundaries to be successful.
Paradigm shift - ANSWER--a fundamental change in approach or underlying
assumptions; new challenges and required ways of thinking
-James Brain Quinn: "intellectual enterprise;" org of enterprises will depend more on
develop/deployment of INTELLECTUAL resources then management of PHYSICAL
assets
Dimensions of Management - ANSWER-Technical, conceptual, and human
Douglas McGregor Theory X - ANSWER--Managers may believe employees were lazy
and only interested in money, happiness=high performance.
Douglas McGregor: Theory Y - ANSWER-Belief that people are intrinsically motivated to
work. Includes a great deal of participation of staff. Minimal control and direction by
management.
-Theory Y is more for today's organizations.
, Jeff Pfeffer: One-eighth situation - ANSWER--Half of today's managers believe in the
importance of the human side of enterprise and that people are the competitive
advantage within organizations.
-But only half of those managers believe to do something about it=1/4.
**HPWP=high performance work practices
**3 Its: it, do it, and stick with it
Pfeffer and Sutton: 5 sources preventing management from effective implementation &
sustainability - ANSWER-1-Hollow Talk
2-Debilitating fear
3-Destructive internal competition
4-Poorly designed and complex management systems
5-Mindless reliance on precedent
Evidence-based Management - ANSWER--Bridging theory/research-practice gap
(practice & academic)
-"Knowing-Doing Gap-" Pfeffer & Sutton
*Practitioners have not had time/desire to translate academic research, and academic
have not had time/desire to write for practitioners (translate research.) "
Practitioners must taken on "Practitioner-Scientist role"
Academics must assume "Scientist-Practitioner" role
EBM: Denise Rousseau--> Kurt Lewin - ANSWER-"Translating principles based on best
evidence into organizational practices."
-Lewin stated: "no action without research, no research without action"
*Starting point is taking on "Practitioner-Scientist" role
Hawthorne Studies: History/Illumination Studies-Initial phase - ANSWER--Initial studies
attempted to examine relationship between light intensity on shop floor of manual work
sites and employee productivity--leading to conclusion that the "complex human
variable" was contributing to change in productivity=SERENDIPTOUS DISCOVERY!!
Hawthorne Studies: History/Illumination Studies-Subsequent phases - ANSWER--Relay
room: production continually increased by positive relay assemblers
-Bank wiring room; blatant restriction of output by disgruntled workers
Hawthorne Studies: Implications - ANSWER--Questionnaire to on subjects preference
for working in test room:
1. Small Group
2. Type of supervision
3.Earnings
4. Novelty of the situation
5. Interest in the experiment
6. Attention received in the test room
-4,5&6: associated with "Hawthorne Effect"
