Business management quiz 2

positive emotions

- Are resources that fuel individual, group, and organizational success - Help build social, psychological, and physical resources - Combat negative emotions - Broaden your mindset, open you to consider new things - Have benefits which endure over long periods of time

Benefits of mindfulness

-Increased Physical, Mental, and Interpersonal Effectiveness -More Effective Communications -More Balanced Emotions -Personal Effectiveness

role

A set of expected behaviors for a particular position,

Franco is part of a group which must resolve a quality control issue at his company. Franco is worried about what the group expects from him, and is not sure who is in charge. What stage of group development is the group likely in at this time? A. Forming B. Storming C. Norming D. Performing E. Adjourning

A. Forming During forming, group members tend to be uncertain about their roles and who is in charge

Self determination theory focuses on which of the following? A. Three innate needs: competence, autonomy, relatedness B. Extrinsic motivation C. Lower order needs D. Needs for power and affiliation

A. three innate needs: competence, autonomy, relatedness

devil's advocacy

Assigning someone the role of critic

Group roles

At the individual level, pertain to a specific job or situation

The leader at Joe's organization believes that all organizations overstate their expenses in order to pay less income tax. What trait is this leader exhibiting? A) Psychopathy B) Machiavellianism C) Extraversion D) Criminal intent E) Narcissism

B) Machiavellianism

Carol is the manager of the marketing department for Bells Corporation. She observed an employee group engaging in stereotyping other groups as being all alike. What is likely happening with this group? A) There are personality conflicts. B) The group has become too cohesive. C) The group succumbed to the contact hypothesis. D) The group views outsiders as friends. E) Group members do not view the group as a safe place to express opinions.

B) The group has become too cohesive.

John is asking advice about how to effectively empower his employees. John should follow all of the advice below EXCEPT: A) Only share responsibilities with those who are competent to do what is necessary B) A manager needs to be careful when sharing power by empowering employees as it will decrease the manager's power C) Use job design and the job characteristics model as a way of empowering employees D) The extent to which employees have positive self-evaluations will enhance their sense of empowerment E) A common element of empowerment involves pushing decision-making authority down to lower levels

B) a manager needs to be careful when sharing power by empowering employees as it will decrease the managers power

Stanley would like to increase his positivity. He should do all of the following EXCEPT: A. Establish social connections with co-workers, family, etc B. Fake happiness C. Go for a run when he feels negativity coming on D. Use self talk to stop negative thoughts E. Volunteer to help a friend who is in a difficult situation

B. Fake happiness

Which of the following about mindfulness is false? A. Mindfulness requires a person to be present in the moment B. Mindfulness decreases the effectiveness of interpersonal communications C. Attentional deficit inhibits mindfulness D. Mindfulness can be practiced E. Mindfulness enhances a persons ability to develop and sustain loving relationships

B. Mindfulness decreases the effectiveness of interpersonal communications

Kierra is trying to quickly establish a team to find the root cause of a quality issue involving defective air bags in her company which also involves suppliers and dealers. She should do all of the following EXCEPT: A. Clearly explain the purpose of the team is to locate the root cause of the problem and suggest corrections B. Not choose a cross functional team as she assumes the problem can be solved by a single department C. Have each member share details about their experiences D. Establish how information will be shared E. Explain how conflicts in decision making will be resolved

B. Not choose a cross functional team as she assumes the problem can be solved by a single department

Tech Innovations is in the process of hiring a leader. The organization has poor leader-member relations, low task structure, and weak position power. What type of leader should be hired according to Fiedler's contingency model? A) relationship-motivated B) passive C) task-motivated D) directive E) supportive

C) task-motivated

Jane believes if she works hard and takes an online class she will receive a promotion. What element of motivation does this represent? A. Justice theory B. Equity theory C. Instrumentality D. Valence E. Expectancy

C. Instrumentality

Jeannie belongs to a formal work group with established norms. All the following would be considered norms for her group EXCEPT: A. Meetings always start on time B. Meetings are limited to two hours C. Jeannie's boss always mediates conflict through reconciliation or humor D. Members take turns bringing snacks E. No cell phones are allowed during the meeting

C. Jeannie's boss always mediates conflict through reconciliation or humor

Juan is trying to learn how to use advanced spreadsheet features. He is not getting the correct answers but he keeps trying. What is Juan exhibiting? A. Direction B. Extrinsic motivation C. Persistence D. Attention to detail E. Emotional Intelligence

C. Persistence

Creation of group norms

Can emerge on their own, can be purposely created

Team players

Committed Collaborative Competent

Decision Support System (DSS)

Computer-based interactive systems that help decision makers use data and models to solve unstructured problems

Empowerment

Creates perceptions of psychological empowerment in others, reflects employees beliefs that they have control over their work

Rachel believes using soft influence tactics are more effective than using hard tactics. Which of the following tactics is Rachel most likely to use? A) Basing requests on her authority or rights B) Getting others to support her efforts to persuade someone C) Using intimidation and threats D) Building enthusiasm by appealing to her employees' emotions E) Making explicit promises

D) Building enthusiasm by appealing to her employees' emotions

The garden gnome company is trying to counteract a negative situation that occurred last year by creating a positive influence. Garden gnome is hoping to create: A. Positive deviance B. A neutralizing influence C. An amplifying effect D. A buffering effect E. Corporate social responsibility

D. A buffering effect

To have hope, one needs to have A. Efficacy B. Resilience C. Mindfulness D. A goal and a means for achieving the goal E. Optimism

D. A goal and a means for achieving the goal

Motivation

Described the psychological processes that underlie the direction, intensity, and persistence of behavior or thought

Best Anti-Bullying Strategies

Develop a workplace bullying policy. Encourage open and respectful communication. Develop clear procedures. Identify and model appropriate behaviors. System for reporting bullying. Identify and resolve conflicts quickly and fairly—avoid escalation. Determine the situations, policies, and behaviors likely to cause or allow bullying to occur. Provide training to employees regarding how to manage conflict. Clear consequences for engaging in bullying. Monitor and review employee relationships with particular attention to fairness.

Bullying

Different from other forms of incivility

Javier is a leader in his organization. Javier most likely engages in all of the following activities EXCEPT A) proposing a vision for the organization. B) getting employees excited and engaged in the process to meet sales goals. C) providing support for an employee dealing with the death of a family member. D) using effective managerial skills. E) planning the production schedule for the month.

E. Planning the production schedule for the month

Gina promised her employees if they reached the goal of fewer than 5 customer complaints during December she would give them each a $500 gift card. What type of power is Gina using and what is her likely result? A) Coercive, commitment B) Positive legitimate, compliance C) Expert, resistance D) Referent, commitment E) Reward, compliance

E. Reward, compliance

Margaret leads her employees by having formal, well-developed guidelines and procedures for each task they perform. Which leadership style best describes Margaret? A) Consideration B) Passive C) Servant-leadership D) Competent leadership E) Transactional leadership

E. Transactional leadership

Creativity can be accomplished by

Effectively managing creative performance behaviors Creating an environment that encourages risk taking Developing a peer environment: the group is more important than the individual Being willing to give feedback Hiring great people possessing required person factors Staying connected with innovations taking place in academia

task role

Enable the work group to define, clarify, and pursue a common purpose

True or false: al conflict is negative

False

Avoidance of conflict can occur because

Fear of rejection, harm, damage to or loss of relationships, desire to avoid saying the wrong thing

Dialectic method

Fostering a structured debated of opposing viewpoints

Willpower

Having a goal and the determination to achieve it

examples of task roles in a group

Initiator, info seeker, opinion seeker, elaborator, coordinator

intrinsic motivation

Inspired by the positive internal feelings that are generated by doing well,

Task roles

Keeping the group on track

When does a group become a team?

Leadership becomes a shared activity Accountability shifts from strictly individual to both individual and collective The group develops its own purpose or mission Problem solving becomes a way of life, not a part-time activity Effectiveness is measured by the group's collective outcomes and products

5 different kinds of power

Legitimate, expert, referent, reward, cercive

free rider

Low quality work, others being forced to work harder, disruption for the team

Waypower

Means for achieving the goal Need to see alternative paths to achieve the goal

negotiation

Negotiation may be thought of as a give and take decision making process involving two or more parties with different preferences

Group Roles and Norms

Norms are the attitudes, opinions, feelings, or actions shared by two or more people that guide behavior

Benefits of positive organizational behavior

Positive deviance: successful performance that dramatically exceeds the norm in a positive direction Associated with: higher overall job performance, less burnout, increased commitment, higher job satisfaction, fewer sick days

Relationships

Positive emotions are associated with activities involving others Social support is the amount of perceived helpfulness derived from social relationships - esteem support - informational support - social companionship - instrumental support

match tactics to desired outcomes

Rely on the core, be believable and trustworthy, consult rather than legitimate, expect little from schmoozing, be subtle, learn to influence

maintenance roles

Roles that foster supportive and constructive interpersonal relationships

servent leadership

Service to others over service to oneself, posses key characteristics: listening, empathy

Group norms

Shared phenomena Apply to group, team, or org

Two common influence tactics to affect changes in others

Soft tactics, hard tactics

virtual teams

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

dysfunctional conflict

Threaten or diminish an organizations interests

Integrative negotiation

Win-lose

distributive negotiation

Win-win

conflict resolution

Work to eliminate specific negative interactions Conduct team building Encourage and facilitate friendships via social events Foster positive attitudes Avoid or neutralize negative gossip resolution Be a role model

extrinsic motivation

a desire to perform a behavior due to promised rewards or threats of punishment

McGregor's Theory Y

a modern and positive set of assumptions about people at work: they are self-engaged, committed, responsible, and creative

McGregor's Theory X

a pessimistic view of employees: employees dislike work and can only be motivated with rewards and punishments

What is a team?

a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

self-determination theory

a theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

By managing conflict, a number of desirable outcomes can emerge

agreement, stronger relationships, learning

incivility

any form of socially harmful behavior that undermines the course of constructive engagement at an individual, team/group or organizational level

cross-functional

are created with members from different disciplines within an organization, such as finance, operations, and R&D.

Formal groups

assigned by the organization to accomplish specific goals Fulfill two basic functions: - organizational functions - individual functions

Inhibitors of Mindfulness

attentional deficit: inability to focus vividly on an object attentional hyperactivity: happens when our minds are racing or wandering resulting in compulsive daydreaming or fantasizing

Leader-Member Exchange Theory

based on assumption that leaders develop unique 1 to 1 relationships with each of the people reporting to them

inter-group conflict

conflict that occurs between groups or teams in an organization

Functional conflict

constructive or cooperative conflict, characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take

Consideration

creating mutual respect and trust with followers, promotes social interaction

examples of maintenance roles

encourager, harmonizer, compromiser, gatekeeper, standard setter, commentator, follower

hard tactics

exchange, coalition tactics, pressure, legitimizing tactics

Group Roles

expected behaviors for members of the group as a whole While people often play multiple roles, two types of roles are especially noteworthy: task roles and maintenance roles

Process Theories

explain the process by which internal factors and situational factors influence employee motivation

Transactional Leadership

focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance

Groups Develop in Stages

forming, storming, norming, performing, adjourning

Norms are reinforced for many purposes including:

group/organizational survival, avoidance of embarrassment, clarification of central values/unique identity

self-managed teams

groups of workers who are given administrative oversight for their task domains Involves a revolutionary change in management, philosophy, structure, staffing

Content theories

identify internal factors such as needs and satisfaction that energize employee motivation

Common causes of conflict

incompatible personalities, overlapping/unclear job boundaries, unclear policies, standards or rules, organizational complexity, interdependent tasks, inadequate communication, intergroup competition, unreasonable deadlines or time pressures, decision making by consensus, collective decision making, unmet expectations.

Two types of motivation

intrinsic and extrinsic

Maintenance roles

keeping the group together

transformational leaders

motivate followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers' self-concepts such as values, motives, and personal identity

McClelland's Theory of Needs

need for achievement, need for power, need for affiliation

cross-functional team

occurs when specialists from different areas are put on the same team

Positive emotions have desirable effects on

organizational commitment, creativity, decision making, intentions to quit, performance, and stress

Maslow's Hierarchy of Needs

physiological, safety, social, esteem, self-actualization

ü Herzberg's Motivator-Hygiene Theory

proposes that job satisfaction and dissatisfaction arise from two different sets of factors—satisfaction comes from motivating factors and dissatisfaction from hygiene factors.

soft tactics

rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals

Warning signs of conflict escalation

tactics change, number of issues grow, issues move from specific to general, number of parties grow, goals change

Rewards

team based rather than individual to foster collaboration

Power

the ability to marshal human, informational, and other resources to get something done

engagement

the extent to which you are physically, cognitively, and emotionally involved with an activity, task, or project

contact hypothesis

the more the members of different groups interact, the less intergroup conflict they will experience Quality contact matters from the in-groups perspective

flow

the state of being completely involved in an activity for its own sake

Positive organizational behavior

the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace

abusive supervision

the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact

Groups

two or more freely interacting individuals who share norms and goals and have a common identity Formal or informal; can overlap

Two components of hope

waypower and willpower