GMS 200 Study Guide - Final Guide: Consumer Protection, Conscientiousness, Multinational Corporation
5 May 2018
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Abraham Maslow’s Hierarchy of Needs:
- Theory states that lower-order and higher-order
needs affect workplace behavior and attitudes
- Lower: Desires for physical and social
wellbeing. Ex. Physical, safety and social needs
(existence)
- Higher: Desires for psychological growth and
development. Ex. Esteem and self-actualization
needs
- Deficit Principle: A satisfied need is not a
motivator of behavior
- Progression Principle: A need at one level does
not become activated until the next lower-level
need is satisfied
Tuckman’s Stages of Team Development
Forming, Storming Norming, Performing, Adjourning
Affective States: Phyco-sociological constructs
Big 5 Personality Traits: Defining factors of human personality
- Agreeableness: Cooperative and friendly
- Openness: Level of open mindedness
- Extroversion: Preferring social setting over introversion
- Emotional Stability (Neurocentrism): Degree of negative emotions
- Conscientiousness: Level of self-discipline and planning
Mitchel House’s Path-Goal Theory: The Path-Goal model is a theory based on specifying a
leader's style or behavior that best fits the employee and work environment to achieve a goal
- Directive: The leader informs her followers on what is expected of them, such as telling
them what to do, how to perform a task, and scheduling and coordinating work. It is most
effective when people are unsure about the task or when there is a lot of uncertainty
within the environment
- Supportive: The leader makes work pleasant for the workers by showing concern for
them and by being friendly and approachable. It is most effective in situations in which
tasks and relationships are physically or psychologically challenging
- Participative: The leader consults with his followers before making a decision on how to
proceed. It is most effective when subordinates are highly trained and involved in their
work
- Achievement: The leader sets challenging goals for her followers, expects them to
perform at their highest level, and shows confidence in their ability to meet this
expectation. It is most effective in professional work environments, such as technical,
scientific; or achievement environments, such as sales
Attribution: Process of explaining events and delegating blame
Chris Argyris’s Theory: Normal management principles slow employees down and need to
accommodate mature personalities by increasing task responsibility and variety
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Classical Management (Fredrick Taylor): Scientific management, administrative
management, bureaucratic organization
- Scientific Management: Father of scientific management. Conducted motion study
proving removal of wasted movement (streamlining) improves performance. Uses proper
work conditions, carefully secreted workers, carefully trained workers and support
workers
Authoritarianism: Degree to which someone stands up to authority and accepts status
differences
Types of Management:
- Authoritarian (Autocratic): leaders typically make choices based on their ideas and
judgments and rarely accept advice from followers
- Bureaucratic (Max Webber): Division of labour, discipline, unity of command,
remuneration, centralization and equity. Organization based on logic, order and
legitimate authority
- Behavioural (Mary Parker Follett): Group of mechanisms where people combine their
talents for the greater good. Empowers employees
Blake and Mouton:
Boston Consulting Group Portfolio Analysis (BCGPA):
Centralized: Making decisions only at the top of an organization
Decentralized: Making decisions at all levels of an organization
Charisma: Compelling attractiveness causing devotion
Closed Systems: Organizations not requiring human consumption and avoiding interaction with
external environments (FBI, CIA, etc.)
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Open Systems: Organizations relying on human consumption and external environment
interaction buy producing products for consumers (Walmart, etc.)
Cognitive Dissonance: Inconsistent attitude and behaviour (ABC’s are Affective, Behavioral,
Cognitive)
Consensus: General agreement
Consumerism: Social movement protecting consumers from business practices infringing on
their rights
Contingency Management: Basing management style on circumstances
Contingency Plan: Anticipating changing conditions
Contingency Thinking: Appropriate way to manage varies with situation
Cooptation: To elect someone using votes of members
Corporate Social Responsibility (CSR): Voluntary company actions to address impacts on
external sources
Cross-border integration: Business interaction across a border of two countries
Cultural Hybridization: Blending elements from different countries
Cultural Savvy: Being educated in cultures
Organization Structures:
- Functional: Grouping together people with similar skills for a similar task
- Divisional: Grouping together people working on the same product
- Matrix: Combining Functional and Divisional. Results in multiple bosses
Power: Methods of influencing
- Position Power: Reward (influencing through incentive), Coercive (influence through
punishment), and Legitimate (influence through authority)
- Personal Power: Expert (influence through expertise), and Referent (influence through
identification)
Social Entrepreneurship: Innovating to fix societies’ biggest problems
Ethnocentric: Tendency to consider your culture superior to others
Locus of Control:
- Internal: Blaming external environment in bad situations
- External: Giving yourself credit for a good situation
FDI: Foreign Direct Investment
Fiedler’s Contingency Model
Flexible Budgeting: Budget adjusting for quantity and activity
Force-Coercion Strategy: Uses authority, rewards, and punishments to create change
Franchising: Practice of using another firm’s successful business model granting sale of goods
and services
Geert Hofstede’s 6 Cultural Dimensions Theory
- Power Distance: This dimension explains the extent to which members who are less
powerful in a society accept and also expect that the distribution of power takes place
unequally
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GMS 200 Full Course Notes
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Document Summary
Theory states that lower-order and higher-order needs affect workplace behavior and attitudes. Lower: desires for physical and social wellbeing. Higher: desires for psychological growth and development. Deficit principle: a satisfied need is not a motivator of behavior. Progression principle: a need at one level does not become activated until the next lower-level need is satisfied. Big 5 personality traits: defining factors of human personality. Emotional stability (neurocentrism): degree of negative emotions. Mitchel house"s path-goal theory: the path-goal model is a theory based on specifying a leader"s style or behavior that best fits the employee and work environment to achieve a goal. Directive: the leader informs her followers on what is expected of them, such as telling them what to do, how to perform a task, and scheduling and coordinating work. It is most effective when people are unsure about the task or when there is a lot of uncertainty within the environment.
