MGT 350 – Study Guide for Optional Final Exam
Final exam overview:
The exam is a second-chance opportunity to replace one of your prior exam scores, or
potentially, all of your quiz and exam scores.
The exam will be very challenging.
The exam will contain five multiple-choice questions from each chapter.
All questions are based entirely on the information in the textbook.
Only topics from the textbook sections listed below are covered on the exam.
Some section headings contain subheadings; the topics below refer to entire sections,
including subheadings. To illustrate, page numbers are provided for the topics from
chapter 1. See the note at the end of this study guide for additional details.
Ch. 1 Innovation for Turbulent Times Ch. 5 Planning and Goal Setting
The learning organization (pp. 25-27) Organizational mission
Innovative technology in the workplace (pp. Management by objectives
28-29) Planning for high performance
Efficiency is everything (p. 31) Purpose of strategy
Behavioral sciences approach (pp. 33-36) Competitive strategies
Ch. 2 The Environment and Corp. Culture Ch. 6 Decision Making
Environmental uncertainty Classical model
Adapting to the environment Bounded rationality and satisficing
The internal environment: corporate culture Start with brainstorming
Types of cultures The Vroom-Jago model
Managing the high-performance culture
Ch. 7 Designing Adaptive Organizations
Ch. 3 The Global Environment Authority, responsibility, and delegation
Getting started internationally Centralization and decentralization
Social values Team approach
International trade alliances Reengineering
Developing cultural intelligence Structure reflects the environment
Ch. 4 Ethics and Social Responsibility Ch. 8 Change and Innovation
Justice approach Entrepreneurship
Criteria for ethical decision making Organization development
The manager OD steps
The business case for ethics and social Resistance to change
responsibility Implementation tactics
Ch. 9 Human Resource and Diversity Expectancy theory
Federal legislation Reinforcement tools
Selecting Empowering people to meet higher needs
Interview
Performance evaluation errors Ch. 13 Communication
Current debates about affirmative action The communication process
Communication channels
Ch. 10 Dynamics of Beh. in Organizations Listening
Job satisfaction The grapevine
Perceptual distortions Individual barriers
Personality traits
Type A and Type B behavior Ch. 14 Teamwork
Causes of work stress Team characteristics
Team processes
Ch. 11 Leadership Team cohesiveness
Matching leader style to the situation Managing team conflict
Path-goal theory
Substitutes for leadership Ch. 15 Productivity through Quality Control
Power and influence Organizational control focus
Enduring leadership approaches The changing philosophy of control
Total quality management
Ch. 12 Motivation The balanced scorecard
Two-factor theory
Equity theory
Note on section headings and subheadings
The topics listed in this study guide refer to headings or subheadings in the textbook. The
textbook is divided into three levels of headings. For example, see textbook pages 25-27:
Level 1 Heading: The Learning Organization
(pg. 25, large red font in upper and lower-case letters)
Level 2 Subheading: CHARACTERISTICS OF A LEARNING ORGANIZATION
(pg. 26, light blue font; all upper-case letters)
Level 3 Subheading: Team-based structure.
(pg. 26, dark blue font ending in a period, upper and lower-case letters)
If the topic listed in this study guide is a level 1 heading, the corresponding exam question may
come from any of the material from that point in the textbook until the next level 1 heading
appears, including the material contained in all level 2 and level 3 subheadings. If the listed
section is a level 2 subheading, the exam question may come from any of the material from that
point in the textbook until the next level 2 subheading appears, including the material in all level
3 subheadings. If the listed section is a level 3 subheading, the exam question will come from the
material in that level 3 section.