|
|
A Word (or More) About Quizzes
Be sure to print (and separate) at least three copies of the quiz form. Bring a couple forms to every class session.
Throughout the semester, you will be given a quiz each time there is a chapter reading assigned. Not every class session will have a quiz. Quizzes are given at the beginning of class. Only five minutes will be allotted for taking a quiz. If you arrive late, you may not have enough time to complete the quiz. Quiz scores will be prorated based on attendance (e.g., if you stay for half the class session, you will get half the quiz points you earn). Do not show up for class, take the quiz then leave, and expect to receive points for doing so.
Quizzes serve two or three purposes:
- They provide an incentive to review the chapter BEFORE each class session;
- They provide an incentive to arrive on time and remain the full class period; and
- Depending on exam format, they may provide practice questions before the exam
Quizzes consist of five multiple choice questions based on Key Concepts (listed below) for the chapter(s) assigned. Generally, familiarity with a concept definition will be sufficient to answer the questions. However, I reserve the right to ask questions designed to check for deeper understanding (to determine if you read more than just the definitions). From time to time, I may include a 1-point bonus question.
FINAL NOTE: Quizzes represent a portion (approximately 25 percent) of the overall grade, but could easily make a letter difference in your final grade. Take them seriously.
Old Quizzes
Exams will have some multiple-choice questions. At least twenty percent of the quiz questions will be repeated as multiple choice. I will post quizzes here after they are taken. Click on a link below to review an old quiz.
Chapter List
Scroll the remainder of the page for all the key concepts or click on a link below to jump to the key concepts for a specific chapter.
Module 1 / Chapter 1: Introduction to Principles of Management
Corporate Social Responsibility
Economic Performance
Entrepreneurship
Functional Manager
General Manager
Leadership
Line Manager |
Management
Organizational Citizenship Behavior
Project Manager
Staff Manager
Stakeholders
Strategy
Top Manager |
Module 2 / Chapter 2: Personality, Attitudes, and Work Behavior
Attitude
Job Performance
Job Satisfaction
Organizational Commitment
Perception
Personality
Person-Job Fit
Person-Organization Fit
Proactive Personality |
Psychological Contract
Selective Perception
Self-Esteem
Self-Efficacy
Self-Fulfilling Prophecy
Self-Monitoring
Stereotypes
Values
|
Module 3 / Chapter 3: History, Globalization, and Values-Based Leadership
(Institutional) Collectivism
(Ethical) Dilemmas
Ethics
Future Orientation
Learning Organization |
Power Distance
Social Networking
Triple Bottom Line
Uncertainty Avoidance
Virtual Organization |
Module 4 / Chapter 5: Strategizing
Core Competencies
Corporate Strategy
Differentiation Strategy
Diversification
Emergent Strategy
Focus Strategy
Industry
Intended Strategy |
Realized Strategy
Strategic Focus
Strategic Management
Strategy Formulation
Strategy Implementation
Sustainable Competitive Advantage
Value Chain
|
Module 5 / Chapter 6: Goals and Objectives
Module 6 / Chapter 7: Organizational Structure and Change
Boundaryless Organization
Centralization
Flat Structures
Formalization
Matrix Organization |
Organizational Change
Organizational Structure
Strategic Alliances
Tall Structures
|
Module 7 / Chapter 9: Social Networks
Access
Activity
Bridging Tie
Centrality
Control
Density
Direct Ties
Indirect Ties
Network Size
Networking |
Operational Network
Personal Network
Principle of Exchange
Principle of Reciprocity
Principle of Similarity
Social Capital
Social Network
Strategic Network
Strong Ties
Weak Ties |
Module 8 / Chapter 10: Leading People and Organizations
Active Management By Exception
Authentic Leadership
Authoritarian Decision Making
Charisma
Democratic Decision Making
Formal Leaders
Informal Leaders
Laissez-Faire Decision Making |
Leadership
Passive Management By Exception
People-Oriented Leader
Servant Leadership
Task-Oriented Leader
Transactional Leadership
Transformational Leadership
|
Module 9 / Chapter 11: Decision Making
Anchoring
Bounded Rationality Model
Brainstorming
Consensus
Decision Making
Escalation of Commitment
Framing |
Groupthink
Hindsight Bias
Intuitive Model
Majority Rule
Nonprogrammed Decisions
Programmed Decisions
Satisfice |
Module 10 / Chapter 12: Communication in Organizations
Module 11 / Chapter 14: Motivating Employees
Ability
Equity Sensitivity
Extinction
Job Enlargement
Job Enrichment
Job Rotation
Job Specialization
Motivation |
Need for Achievement
Need for Affiliation
Need for Power
Negative Reinforcement
Positive Reinforcement
Punishment
Referent
SMART Goals |
Module 12 / Chapter 15: The Essentials of Control
Behavioral Controls
Financial Control
Lean Control
Muda |
Operational Control
Organizational Control
Outcome Controls
Strategic Control |
Content produced by Robert L. Holbrook, Jr.
Printable pages (e.g., topic schedules, syllabi) have been optimized for printing with half-inch margins and no headers or footers. These pages have been carefully screened for inaccuracies, but content may not be consistent with that presented in class. When inconsistencies arise, please feel free to contact Dr. Holbrook or stop by 308 Copeland Hall.
| | | | | | | | | | | | | | |
|
