HCM 401 Final

components of Blake and Mouton's Leadership grid

-country club manager -impoverished manager -middle of the road manager -task manager -team management/ideal manager

What steps are taking by managers during the change phase of Lewin's 3 step change process?

-empower others to act on the vision -plan for and create short term wins -consolidate improvements and produce more change

What occurs in the unfreeze step of Lewin's 3 step change process?

-ensure that employees and organization are ready for change -increase driving forces -decrease opposing forces

What occurs in the freeze step of Lewin's 3 step change process?

-ensure that the change becomes permanent -establish new behavior

What occurs in the move or change step of Lewin's 3 step change process?

-implement change initiative

The barriers to effective teamwork fall within what 4 categories

-lack of management support -lack of resources -lack of leadership -lack of training

3 dimensions ofsituation variability in Fiedler's contingency theory

-leader-member relations -task structure -leader position power

What is the step by step process to changing attitude?

1) identify the problem 2) adjust attitudes 3) reduce conflict 4) seek solutions

Maslow identified what 6 key characteristics of a self-actualized person

1. acceptance and realism 2. problem-centering 3.spontaneity 4.autonomy and solitude 5. continued freshness of appreciation 6. peak experiences

Herzbergs two-factor theory applies the concept that people have two sets of needs:

1. avoidance of unpleasantness 2. personal growth

Strong determiners of job dissatisfaction based on Herzbergs two-factor theory that are related to job context (hygiene factors)

1. company policies 2. administrative policies 3. supervision 4. salary 5. interpersonal relations 6. working conditions

what are the elements of the structural dimension

1. formalization 2. specialization 3. hierarchy of authority 4. centralization 5. professionalism

What are Mintzberg's 5 structural configurations?

1. simple structure 2. machine bureaucracy 3. professional bureaucracy 4. divisionalized form 5. Adhocracy

Mintsberg's 5 basic parts of an organization

1. strategic apex 2. middle line 3. operating core 4. technostructure 5. support staff

Strong determiners of job satisfaction based on Herzbergs two-factor theory which are related to job content

1.achievement 2. recognition 3.work itself 4. responsibility 5. advancement

What two ways according to Lewin can change be enacted?

1.reducing the strength of restraining or opposing forces 2. increasing the force for change in the desired direction

Of the five conflict-handling modes, which one involves unassertive and uncooperative behaviors? A) Avoidance B) Accommodation C) Competition D) Compromise E) Collaboration

A) Avoidance

Of the four basic decision styles, which one is associated with low tolerance for ambiguity and low cognitive complexity with a focus on technical decisions? A) Directive B) Analytic C) Conceptual D) Behavioral

A) Directive

According to Vroom's VIE theory, an individual's perception that his or her efforts will positively influence his or her performance, is referred to as: A) Expectancy B) Instrumentality C) Valence

A) Expectancy

Conflict occurs when two or more desired or expected outcomes are incompatible. This is an example of what type of conflict? A) Goal B) Cognitive C) Affective D) Procedural

A) Goal

The ________________ manager exercises minimal effort on getting the task accomplished, doing only that amount of work that is required to sustain his or per position within the organization. A) Impoverishd B) Ideal C) Middle of the road D) Country Club E) Task

A) Impoverished

"Principled negotiation" is a form of ____________ negotiation because it encourages equitable solutions to problems. A) Integrative B) Interactive C) Distributive

A) Integrative

___________ negotiation is a cooperative, interest-based, agreement-oriented approach to dealing with conflict that is viewed as a "win/win" or mutual gain dispute. A) Integrative B) Interactive C) Distributive

A) Integrative

_____________ occurs when the expectations associated with a work role are incompatible with the individual's needs, values, or ethics. A) Person-Role Conflict B) Intrarole conflict C) Interrole conflict D) Interpersonal Conflict

A) Person-Role Conflict

According to Herzberg's Two-Factor theory, motivators do not include: A) Salary B)Recognition C)Responsibility D) Work itself E)Advancement

A) Salary

______________ is the extent to which job assignments are clear through the implementation of formalization and policy. A) Task Structure B) Position of power C) Leader-Member Relations

A) Task Structure

What type of intergroup conflict may occur when supervisors attempt to control subordinates? A) Vertical conflict B) Horizontal conflict C) Line staff D) Diversity based conflict

A) Vertical Conflict

components of McClelland's three-needs theory

Achievement, power, and affiliation

Based on research, what is the optimum size for developing group cohesiveness? A) 3 B) 5 C) 7 D) 9 E) 10 or more

B) 5

Conflict occurs when the ideas and thoughts within an individual or between individuals are incompatible. This is an example of what type of conflict? A) Goal B) Cognitive C) Affective D) Procedural

B) Cognitive

Understanding the development and application of leadership theory prepares the healthcare manager to fulfill three explicit administrative responsibilities except: A) Predict B) Control C) Create D) Explain

B) Control *

According to Lewin's behavioral research, which type of leadership style is demonstrated when the leader offers guidance and encourages participation to group members? A)Authoritarian B)Democratic C) Laissez-Faire

B) Democratic

The three categories of Alderfer's ERG theory are: A) Existence, relatedness, and gain B) Existence, relatedness, and growth C) Extrinsic, recognition, and growth D) Environment, recognition, and gain

B) Existence, Relatedness, and Growth

The following is a symptom of ____________: Direct pressure on any member who expresses strong arguments against any of the group's stereotypes, illusions, or commitments, making clear that this type of dissent is contrary to what is expected of all loyal members. A) Conformity B) Groupthink C) Social Loafing D) Cohesiveness E) Group interaction

B) Groupthink

According to Vroom's VIE theory, an individual's perception that his or her performance is related to other outcomes, either positively or negatively, is referred to as: A) Expectancy B) Instrumentality C) Valence

B) Instrumentality

___________ negotiations is less focused on directly helping parties reach binding agreements (excluding arbitration) and is more devoted to improving the process of communication, increasing perspectives and understanding, enabling the parties to reframe their substantive goals and priorities, and engaging in more creative problem solving. A) Integrative B) Interactive C) Distributive

B) Interactive

_______________ involves two or more individuals who believe that their attitudes, behaviors, or preferred goals are in opposition. A) Intrapersonal conflict B) Interpersonal conflict C) Intragroup conflict D) Intergroup conflict E) Interorganizational conflict

B) Interpersonal Conflict

_______________ decision-making involves using one's professional judgment based on past experiences rather than sequential logic or explicit reasoning A) Bounded Rationality B) Intuition C) Heuristics D) Biases

B) Intuition

What type of reinforcement occurs when an unpleasant effect is eliminated or avoided? A) Positive B) Negative C)Punishment D) Extinction

B) Negative

___________________ is the degree of control and influence the leader legitimately possesses in dealing with organizational activities; highly dependent upon the support the leader receives from senior management. A) Task structure B) Position of power C) Leader-Member Relations

B) Position of Power

______________ exists when an individual has the ability to influence. A) Kinetic Power B) Potential Power C) Coercive Power D) Reward Power E) Referent Power

B) Potential Power

Which of the following is not an approach for building team performance? A) Establish urgency and direction B) Select members based on personality, not skills C) Set clear rules of behavior D) Challenge the group regularly with new information E) Use positive feedback, recognition and rewards

B) Select members based on personality, not skills

Groups go through sequential stages of development. The following is as example of what development stage: High levels of emotion because members are trying to find their group identity and exert their individuality. A) Forming B) Storming C) Norming D) Performing E) Adjourning

B) Storming

A ___________ schedule allows reinforcements to be administered at irregular intervals. A) Continuous B) Variable Interval C) Variable Ratio D) Fixed Interval E) Fixed Ratio

B) Variable Interval

Emotional intelligence (EI) has five distinct characteristics, which include all the following, except: A) Self-awareness B) Self-management or regulation C) Acceptance of change D) Self-motivation E) Empathy or social awareness

C) Acceptance of Change

Situational favorableness is based upon three contingency dimensions that were related to leadership effectiveness. Which of following contingency dimensions is not identified as part of Fiedler's theory? A) Leader-Member relations B) Task Structure C) Administrative Interdependence D) Position of Power

C) Administrative Interdependence

The three phases of General Adaptation Syndrome are: A) Low, optimum, and high B) Alarm, low, and resistance C) Alarm, resistance, and exhaustion D) Resistance, exhaustion, and optimum E) Exhaustion, optimum, and low

C) Alarm, resistance, and exhaustion

The following is an example of what type of intrapersonal conflict, When an individual must choose an alternative that is expected to have both positive and negative outcomes. A) Avoidance/Avoidance B) Approach/Approach C) Approach/Avoidance

C) Approach Avoidance

________________ focuses on traits that people consider when they characterize a person as a leader. A) Servant Leadership B) Charismatic Leadership C) Attribution Leadership D) Symbolic Leadership E) Transformational Leadership

C) Attribution Leadership

An extreme case of job-related stress is known as _____________. A) Emotional exhaustion B) Depersonalization C) Burnout D) Diminished personal accomplishment

C) Burnout

Of the five conflict-handling modes, which one reflects a win-lose approach to conflict? A) Avoidance B) Accommodation C) Competition D) Compromise E) Collaboration

C) Competition

Of the four basic decision styles, which one is associated with high tolerance for ambiguity and a high cognitive complexity? A) Directive B) Analytic C) Conceptual D) Behavioral

C) Conceptual

The Ohio State study identified which two dimensions of leaders A) Intelligence and capacity B) Intrinsic value and cooperation C) Consideration and initiating structure D) Emotional attachment and resource allocation

C) Consideration and initiating structure

Understanding the development and application of leadership theory prepares the healthcare manager to fulfill three explicit administrative responsibilities except: A) Predict B) Control C) Create D) Explain

C) Create

____________ negotiation is often referred to as "hard-bargaining" or a win-lose, zero-sum approach. A) Integrative B) Interactive C) Distributive

C) Distributive

Good or positive stress is referred to as _____________ A) Distress B) Constructive C) Eustress D) Social

C) Eustress

_________________ happens when several alternative courses of action are available and when the outcome is important to the individual whether positive or negative. A) Intrapersonal cognitive conflict B) Intrapersonal affective conflict C) Intrapersonal goal conflict

C) Intrapersonal Goal Conflict

_________________ is the degree of certainty, trust, and deference between the subordinate and the leader. A) Task structure B) Position of power C) Leader-Member Relations

C) Leader-Member Relations

_____________ is authority given to an individual based on a given role or position. A) Expert Power B) Referent Power C) Legitimate Power D) Coercive Power E) Reward Power

C) Legitimate Power

Of the four categories of intergroup conflict, which one relates authority relationships? A) Vertical conflict B) Horizontal conflict C) Line-staff conflict D) Diversity Based conflict

C) Line-Staff Conflict

The most frequently identified characteristics of transformational leadership (Chaffee, 2001) include all the following, except: A) Management of Attention: the ability to get the attention of a group through a compelling vision that brings others to a place they have not been before B) Management by Meaning: the ability to make a vision clear to others and the ability to communicate ideas and create meaning C) Management by Exception (a passive approach): Intervenes only if standards are not met D) Management of Trust: the ability to inspire trust through reliability and constancy E) Management of Self: knowing one's skills and deploying them effectively

C) Management by Exception

The _______________ manager balances the concern for task and the concern for people in an effort to boost morale and satisfaction. A) Impoverished B)Ideal C)Middle of the road D) Country Club E) Task

C) Middle of The Road

Groups go through sequential stages of development. The following is as example of what development stage: In this stage the rules for behavior are explicitly and implicitly defined. There is a greater degree of order and a strong sense of group membership. A) Forming B) Storming C) Norming D) Performing E) Adjourning

C) Norming

__________________ may be described as the intentional acts of influence to enhance or protect the self interest of individuals or groups. A) Ingratiation B) Power Base C)Organizational Politics D) Upward Influence E) Coalition Formation

C) Organizational Politics

______________ refers to an effort to "build-up" resistance resources whereby reducing the level of stress felt by an individual (e.g., minimizing severity of impact) if a critical event should occur in the future. A) Reactive coping B) Anticipatory coping C) Preventive coping D) Proactive coping

C) Preventive coping

_______________ tasks are non-repetitive in nature and involve considerable application of knowledge, judgment, and expertise. As such, the teams draw their members from different disciplines and functional units, so that specialized expertise can be applied to the task(s) at hand. A) Work teams B) Parallel teams C) Project teams D) Management teams E) None of the above

C) Project Teams

____________ groups are those that we compare ourselves to for developing our personal behavior and social attitudes. A) Primary B) Secondary C) Reference D) Formal E) Informal

C) Reference

In Hersey and Blanchard's Situational Leadership Model, a manager follows an ordered progression of style based upon the subordinates level of maturity. The appropriate order, from lowest to highest level of maturity, is: A) Selling, Telling, Delegating, Participating B) Participating, Delegating, Tellings, Selling C) Telling, Selling, Participating, Delegating D) Delegating, Selling, Telling, Participating

C) Telling, selling, participating, and delegating

The level of maturity of a follower in Hersey and Blachard's Situational Leadership Model is comprised of all the following components, except: A) The level of motivation exhibited by the subordinate B) The willingness of the subordinate to assume responsibility C) The leader-member relationship D) The experience and educational level of the subordinate

C) The leader-member relationship

Workplace stress can be related to: A) Task Demands B) Role Demands C) Lack of financial resources D) A & B E) B & C

D) A & B

All charismatic leaders exhibit the following characteristics, except: A) High levels of self confidence B) Trust in subordinates C) High expectations of subordinates D) A focus on ethical concerns E) Ideological Visions

D) A focus on ethical concerns

The design and implementation of planned change has three basic requirements. Which of the following is not one of the basic requirements? A) Employees involved have the necessary skills and knowledge to design and implement the changes B) Sufficient time exists for planning and implementing change C) Adequate resources are available D) A new mission statement must be approved by the Board of Directors before change can be initiated

D) A new mission statement must be approved by the Board of Directors before change can be initiated *

The three types of motivational needs identified by McClelland are: A) Advancement, power, and affiliation B) Power, affiliation, and growth C) Affiliation, growth, and advancement D) Achievement, power, and affiliation

D) Achievement, Power, and Affiliation

Cohesiveness of a group will increase if, A) The group has experienced prior sucesses B) When admission into the group is more difficult to obtain due to various barriers or high criteria C) If members perceive that an external force may prohibit the group from obtaining its goals D) All of the above E) None of the above

D) All of the above

Despite the difficulties in linking traits to successful leaders, evidence does reveal that many successful leaders share which of the following basic traits: A) Intelligence B) Achievement drive C) Employee centeredness D) All of the above

D) All of the above

____________ bias is an intuitive technique where the perceived probability of an event is influenced by the ease of recollection. A) Adjustment B) Anchoring C) Representativness D) Availability

D) Availability

_______________ are guidelines or "rules of thumb" that help make our world manageable by simplifying complex tasks A) Bounded Rationality B) Intuition C) Heuristics D) Biases

D) Biases

Blake and Mouton's Managerial Grid includes each of the following specific leadership positions except: A) Impoverished manager B) Ideal manager C) Middle of the road manager D) Consistent manager E) Task manager

D) Consistent Manager

____________ is defined as the removal of an established reinforcement that was previously used to reinforce an employee's behavior. A) Positive B) Negative C) Punishment D) Extinction

D) Extinction

__________ groups are created by the organization, therefore, they are part of the organization's formal structure. A) Primary B) Secondary C) Reference D) Formal E) Informal

D) Formal

Personal power is created by a sense of dependency by controlling access to: A) Information, people, and financial resources B) People, financial resources, and instrumentalities C) Financial resources, instrumentalities, and information D) Instrumentalities, information, and people

D) Instrumentalities, information, and people

___________ are implied codes of conduct about what is acceptable and unacceptable member behavior within a group. A) Interactions B) Tasks C) Performance Levels D) Norms E) None of the above

D) Norms

_________________ is designed to enhance an employee's health and performance at work by eliminating the stressors that lead to distress. A) Secondary prevention B) Tertiary prevention C) Preventive coping D) Organizational Prevention

D) Organizational Prevention

Resistance to change may arise from two sources: A) Organizational and external barriers B) External and Individual barriers C) External and internal barriers D) Organizational and individual barriers E) None of the above

D) Organizational and individual barriers

Context, as it relates to leadership, involves all the following, except: A) Support B) Communication C) Professional Satisfaction D) Planning

D) Planning

According to Tannenbaum and Schmidt, managers should determine where on the continuum of leadership behavior they should position themselves depend on: A) Position in the hierarchy B) Environmental uncertainty C) Administrative support D) Situational Factors

D) Situational Factors

__________ refers to the decreased effort of individual members in a group when the size of the group increases. A) Conformity pressures B) In-group status C) Out-group status D) Social loafing E) None of the above

D) Social Loafing

The functional roles individual group members assume in small-group interactions are: A) Task, communicator, and decision-maker B) Communicator, decision maker, and maintenance C) Task, individual, and communicator D) Task, maintenance, and individual E) None of the above

D) Task, maintenance, and individual

the full range of human similarities and differences in group affiliation including gender, race, social class, role within an organization, age ,religion, sexual orientation, physical ability, and other group identities.

Diversity

Organization development incorporates which of the following characteristics: A) Use of a behavioral scientist B) Rapid response to change C) Systematic Approach D) A & B only E) A & C only

E) A & C Only *

Which of the following is not one of the five core motivational job characteristics identified by Hackman and Oldham? A) Skill variety B) Task Significance C) Autonomy D) Feedback E)Advancement

E) Advancement

An individual's assessment of the situation includes demand appraisals or resource appraisals. Demand appraisals relate to the person's perception as to: A) Physical demands B) Task Demands C) Role demands D) Interpersonal demands E) All of the above

E) All of the Above

Structure, as it relates to leadership, involves A) Planning B)Resource Allocation C) Controlling D) Influencing E) All of the above

E) All of the Above

Which of the following is a method of inequity resolution? A) Altering inputs or outputs B) Changing the other comparison C) Cognitively distorting inputs or outputs D) Resign from the organization E) All of the above

E) All of the Above

According to Kotter, managers need to follow eight steps for successful organizational change. Which one of the following is one of the eight steps? A) Establish a sense of urgency B) Communicate the vision C) Empower others D) Institutionalize new approaches E) All of the above

E) All of the above

Characteristics of transformational leadership include: A) Charisma B) Inspiration C) Intellectual D) Individualized Consideration E) All of the above

E) All of the above

Individual barriers to accepting change initiatives may include: A) Feelings of uncertainty based on the unkown B) Real or perceived stress C) Loss of status D) Loss of personal power E) All of the above

E) All of the above

Organizational barriers to accepting change initiatives may include: A) Lack of change agent B) Poor leadership C) Inadequate resources D) Time restraints E) All of the above

E) All of the above

Symptoms of burnout may include: A) Lower job performance B) Lower job satisfacton C) Higher job tension and turnover D) Increased absenteeism E) All of the above

E) All of the above

Which of the following assists managers to develop a power base? A) Creating a sense of obligation B) Building a reputation as an expert in a certain area C)Identification D) None of the above E) All of the above

E) All of the above ?

Which of the following is not a characteristics of successful teams? A) Clear goals B) Open communication C) Valued diversity D) Cooperative relationships E) Autocratic leadership

E) Autocratic Leadership

Behavioral science is important in OD because: A) Organizations should have an Employee Assistance Program (EAP) to help employees through any change process B) Understanding relationships is critical to the change process C) Organizations should have an understanding of how members react to change D) All of the above E) B & C

E) B & C

Of the five conflict-handling modes, which one reflects a win-win approach to conflict? A) Avoidance B) Accommodation C) Competition D) Compromise E) Collaboration

E) Collaboration

Managers need to be aware that ____________ groups can be a powerful force within their organization. A) Primary B) Secondary C) Reference D) Formal E) Informal

E) Informal

Characteristics of transactional leadership include all the following, except: A) Contingent Reward B) Management by Expectation (Active) C) Laissez-Faire D) Management by Expectation (Passive) E) Inspirational

E) Inspirational

Managers must ensure that employees have adequate resources to reach their goals. Which of the following is not a support element? A) Company policies B) Training C) Action plan D) Feedback E) None of the above

E) None of the Above

___________ involve employees, not managers, deciding how to carry out tasks, allocating the work within the team, and making decisions. Typically, the members of self-managing work teams are cross-trained in a variety of skills relevant to the tasks they perform. A) Management work teams B) Self-managing work teams C) Parallel work teams D) Functional work teams E) None of the above

E) None of the above

2 dimensions according to University of Michigan Studies:

Employee-centered and production-centered

True or False? Attitudes are very individual and subjective, and therefore we do not currently have ways to measure an employee's attitude about their jobs.

FALSE

True or False? Due to stress being a complex and highly personalized process, some individuals see a specific situation as a threat, whereas other individuals see the same situation as a challenge or opportunity.

FALSE

True or False? Extroverts do best in quiet, non social jobs such as computer work, while Intoverts show the best job performance when they must work and present in front of large groups of people

FALSE

True or False? OB is the study of individuals, groups, and organizations.

FALSE

True or False? Transactional and transformational leader approaches are clearly oppositional.

FALSE

True or False? Transactional leadership is all about change, innovation, improvement, and entrepreneurship through vision and inspiration.

FALSE

A sociogram is a powerful tool because it can be used to document the direction and intensity of communication, as well as the content of what was communicated by the members in their attempt to influence one another. True False

False

According to Bennis and Nanus (1985), leaders are people who do things right and managers are people who do the right things. True False

False

According to French and Raven, an individual can only hold one source of power at a time. True False

False

According to Herzberg, the opposite of job satisfaction is job dissatisfaction. True False

False

According to Latham and Locke, goal-setting can motivate employees in spite of poor management or the low/under-compensation of employees. True False

False

According to Lewin's Change Model, change may be enacted in one or two ways: by decreasing the force for change in the desired direction, or by increasing the strength of any opposing forces. True False

False

According to Vroom, the forces that drives a person to perform is dependent upon four forces: motivation, valence, instrumentality, and expectancy. True False

False

Alder's ERG theory like Maslow's Hierarchy of Needs requires an individual to satisfy a lower level need for a higher-level need to become the driver of a person's behavior. True False

False

Although EI is important, an individual's IQ is a better predictor of success in both personal and professional endeavors. True False

False

Although an employee may have multiple needs to satisfy, managers must focus exclusively on one need at a time will to be effective in motivating an employee. True False

False

An organization should identify a leader who fits a particular situation instead of attempting to change the situation to agree with the style of its leader True False

False

Because all conflict leads to ineffectiveness, managers must create an organizational culture of cooperation. True False

False

Conformity refers to conditions under which efforts to maintain group harmony undermine critical thought and lead to poor decisions True False

False

Due to the simplicity of the concept of leadership, no discontent exists between researchers and academics. True False

False

Each content theory of motivation is separate, distinct, and unrelated. True False

False

Groups produce less and lower quality solutions to problems than do individuals working alone, because there are too many people involved in group decision making. True False

False

High quality decision-making is attributable to escalation of commitment by a manager. True False

False

In general terms, transformational leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates through consideration of performance and reward and transactional leadership is directed toward the influence and management of institutional change and innovation through revitalization and vision True False

False

Individuals use the bounded rationality model to decision-making when there is sufficient time for an orderly, thoughtful process. True False

False

Managers are not dependent on others due to two organizational factors: division of labor and limited resources. True False

False

Managers provide two important ingredients that provide an environment for groups to function and succeed: structure and content. True False

False

Members may only assume one role within a group. True False

False

Norms are powerful forces not only over the behavior of group members, but also in determining the size of the group. True False

False

One noted weakness of Blake and Mouton's Managerial Grid is that it fails to provide a manager with a conceptual assessment as to what his or her current leadership style is. True False

False

Research has determined the external "standards" to determine who will or will not experience high levels of stress. For example, if you are a Hispanic female with a Type A personality, you will experience high levels of stress. True False

False

Surprisingly, in-group members report more problematic issues with leader-member interaction and lower levels of responsiveness with the leader than do members of the out-group. True False

False

The Porter-Lawler Satisfaction-Performance Model can be used to predict which employee will experience job satisfaction. True False

False

The contradictory view of transformational leadership provided by Kotter (1995) should be ignored in that contrasting views do little to promote organizational leadership. True False

False

The core of the House's path-goal leadership theory is based on the belief that organizational goals are rarely attained by managerial influence. True False

False

To effectively address the variety of situations a manager faces in today's emergent environment, it is not important that a manager function effectively at each placement on the Tannenbaum and Schmidt's leadership continuum, but only at a few placements. True False

False

Transactional and transformational leader approaches are clearly oppositional. True False

False

Transactional leadership is all about change, innovation, improvement, and entrepreneurship through vision and inspiration True False

False

Conformity may improve a group's performance by increasing innovation and critical-thinking by the group's members. True False

False *

Industry forces influence change within health services organizations, which are related to an organization's structure, processes and resources. True False

False *

Process theories of motivation assist managers in predicting employees' behavior so the behavior may be influenced, if necessary. True False

False *

Stress is inevitable, but the degree of experienced stress can be modified in two ways: by changing organizational policies and/or by changing the individual's job position. True False

False *

The nominal group technique is a brainstorming technique that assists to overcome the challenge faced by group members who may lack the experience to understand that the information they hold is needed to generate and evaluate options or alternatives. True False

False *

Visionary leaders seek out similar perspectives and values to reinforce their vision to better align the viewpoints of those affected by impending change. True False

False *

__________________ was the first theory to account for situational factors. This theory considers the leader's dominant orientation instead on leader's behavior.

Fiedler's Contingency Theory

______________ is the process by which members of a group exchange verbal and nonverbal messages in an attempt to influence one another. A) Group Dynamics B) Group Interaction C) Group Formation D) None of the above

Group Interaction

_______ emphasizes systems, processes, procedures, and so forth for personnel management and is usually housed in a functional unit within organizations -- OB, OT, OD, or HRM?

HRM

_______________ intent was to determine the effect of working conditions on productivity, but instead learned the effects of human factors on productivity.

Hawthorne Studies

According to _____________________ theory the appropriate leadership style that a manger should use is one that compensates for any item absent from the employee or work setting

House's Path-Goal Leadership Theory

micro approach to "managing" people -- OB, OT, OD, or HRM?

Human Resources Management

__________ groups are organized based on members' common interests or goals. A) Primary B) Secondary C) Reference D) Formal E) Informal

Informal

Why is the Hawthorne Studies important to the development of OB?

It demonstrated the important influence of human factors on worker productivity

_______________ can be used for opening channels of communication.

Johari Window

According to House's Path-Goal Leadership theory what factors are integrated to create an outcome?

Leadership behavior, environmental contingency factors, and subordinate contingency factors

Results of _____________________ established that leadership style had a clear impact on group productivity as well as the behaviors and interpersonal relationship among group members.

Lewin's Behavioral Study

_____________ concluded that human behavior is not controlled only by internal or external factors, but by both, and that some factors have some precedence over others.

Maslow

________ studies human behavior in various settings with an emphasis on explaining, predicting, and understanding behavior in organizations -- OB, OT, OD, or HRM?

OB

Results of _________________ were important to the study of OB and leadership by not only identifying the concepts of consideration and task structure but also recognizing that these two dimensions were independent.

Ohio State Leadership Studies

is the study of individual and group dynamics, within an organization setting and therefore, is a micro-approach --OB, OT, OD, or HRM?

Organizational Behavior

involves the entire organization and describes a planned process of change that is used throughout the organization -- OB, OT, OD, or HRM?

Organizational Development

analyzes the entire organization and is a macro perspective -- OB, OT, OD, or HRM?

Organizational Theory

Four levels of Maslows Hierachy of Needs Theory

Psychological, safety, love and belonging, self-esteem, and self actualization

T or F: A particular note of interest from the University of Michigan studies is that productivity is not directly related to employee satisfaction.

TRUE

T or F: Fieldler suggests that leadership styles are grounded and inflexible, while House proposes that leadership styles are adaptable and that manager may be called upon to utilize any one of the four styles of leadership depending on the situation.

TRUE

T or F: Herzberg used the term "hygiene" to describe factors that are necessary to avoid job dissatisfaction but that by themselves do not provide satisfaction or motivation.

TRUE

T or F: Lewin's Behavioral Study provided us with not only our initial examination of leadership behavior but also alerted us to the possibility that followers may exhibit a preference for specific leadership styles.

TRUE

T or F: Weakness of Ohio State Leadership Studies was that situational factors were absent from the research.

TRUE

True or False: Alderfers ERG Theory allows for an individual to seek satisfaction of higher-level needs before lower-level needs are satisfied

TRUE

True or False: Conflict does not necessarily lead to ineffectiveness, like stress, can be positive or negative.

TRUE

True or False: Group decision making usually takes longer than an individual decision

TRUE

True or False: Managers can use informal group to initiate positive changes.

TRUE

True or False? A leader is a person who directs the work of employees and is responsible for results.

TRUE

True or False? An employee's degree of job satisfaction is proportionate to the actual amount of rewards he or she is receiving.

TRUE

True or False? Barriers to effective teamwork fall within four categories: 1) lack of management support 2) lack of resources 3) lack of leadership 4) lack of training

TRUE

True or False? Conflict is inevitable and unavoidable.

TRUE

True or False? Employee motivation has a direct impact on a health services organization's performance

TRUE

True or False? Individuals join groups to satisfy their need for safety and social needs.

TRUE

True or False? Management and leadership are both necessary for an organization to achieve its goals.

TRUE

True or False? Managers are under the constraints of limited time and resources, personal bias and other factors, which make rational decision making unrealistic.

TRUE

True or False? Motivation is described as the conscious or unconscious stimulus, incentive, or motives for action towards a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior.

TRUE

True or False? Perception is closely related to attitudes.

TRUE

True or False? Power may be defined as the influence over the beliefs, emotions, and behaviors of people.

TRUE

True or False? Process theories of motivation assist managers in predicting employees' behaviorso the behavior may be influenced, if necessary.

TRUE

True or False? The leader who is able to respond to ever-increasing levels of environmental uncertainty through the utilization of more than one style of leadership will be most likely to increase motivation, satisfaction, and productivity of employees.

TRUE

True or False? The two primary forces influencing an individual's perception, attitude, and response toward change are cumulative life experiences and social (informal group) forces.

TRUE

True or False? Under Theory Y, managers create opportunities, remove obstacles, and encourage growth and learning for their employees.

TRUE

______________________ considers a subordinate-centered and boss-centered leadership that are based over a continuum, and the right approach is based on the situation at hand.

Tannenbaum and Schmidt Continuum of Leadership Behavior

3 dimensions of Hersey and Blanchard's Situational Leadership model

Task behavior, relationship behavior, and level of maturity of the subordinate

What communication model has the following two key concepts: 1) you can build trust with others by disclosing info about yourself and 2) with the help from others, you can learn about yourself and come to terms with personal issues

The Johari Window

"Normative social influence" is the termed used to describe when we conform to what we believe to be the norms of the group in order to be accepted by its members. True False

True

A certain degree of stress is necessary for good mental and physical health True False

True

A lack of communication skills combined with our personal and cultural differences, creates powerful deficits in our ability to relate to each other. Because of this broad-based inadequacy, interpersonal conflicts regularly emerge. True False

True

A recent study of successful business leaders found that they shared the following traits: drive, honesty and integrity, leadership motivation, self-confidence, cognitive ability, knowledge of the business, creativity and flexibility. True False

True

A servant leader values others' strengths and talents and encourages the use of these strengths and talents for the betterment of the organization. True False

True

A team can be defined as small group of people committed to a common purpose, who possess complimentary skills and who have agreed on specific performance goals for which the team members hold themselves mutually accountable. True False

True

A weakness noted in the Ohio State studies was that situational factors were absent from the research. True False

True

According to Adam's Equity Theory, an individual's perceptions of input and outputs determines whether inequity exists. True False

True

According to B.F. Skinner, an individual's behavior can be redirected through the use of reinforcement. True False

True

According to Hersey and Blanchard's Situational Leadership Model, as the employee cultivates knowledge, skills, and abilities to perform at increasing levels of expectations, the manager modifies his or her leadership style. True False

True

According to Latham and Locke's Goal-Setting Theory, managers who are given specific, challenging goals outperform those who are given vague goals such as "do your best." True False

True

According to VLD, the in-group is more often led (with less emphasis on formal authority to control and influence), while the out-group is more often supervised (with a much stronger emphasis on formal authority to control and influence). True False

True

According to Vertical Linkage Dyad (VLD), individuals are cognitively assigned to an in-group and an out-group by the manager. True False

True

According to the path-goal theory, a manager's leadership style is dependent upon two contingency factors—environmental and subordinate. True False

True

According to the path-goal theory, a manager's role is to influence subordinates' perceptions and motivate them toward achieving the desired outcomes: performance and satisfaction. True False

True

According to the path-goal theory, environmental contingency factors include those generally outside the control and influence of the worker and the manager, such as: (1) clarity of the task to be performed, (2) hierarchical authority systems, and (3) group dynamics (i.e., work group members' relationships). True False

True

Although one would not want to diminish the importance of the early leadership research efforts, the questionable reliability and disputed validity of these efforts may be attributed to the absence of a single important dimension known as the contingency factor True False

True

An employee's degree of satisfaction is proportionate to the actual amount of rewards he or she is receiving. True False

True

Barriers to effective teamwork fall within four categories: (1) lack of management support, (2) lack of resources, (3) lack of leadership, and (4) lack of training. True False

True

By using virtual teams, organizations can assign the right person to the job, regardless of where they live. True False

True

Cognitive dissonance occurs when individuals recognize inconsistencies in their thoughts and behavior. True False

True

Conflict is inevitable and unavoidable True False

True

Conflict occurs when an individual or group feels negatively affected by another individual or group. True False

True

Contingency, by definition, means an event that may occur but that is not likely or intended; a possibility that must be prepared for; the condition of being dependent on chance or uncertainty. As such, contingency is about possessing the knowledge, skills, and abilities to respond to a changing situation. True False

True

Coping with stress is considered one of the top skills attributed to effective managers True False

True

Deciding whether to join or not join a group or to continue or not continue membership with a group posses an approach/avoidance conflict for people. True False

True

Different types of groups prefer specific styles of leadership. Members' preference would be based on the leadership style they perceived as right or natural due to their personal socialization process. True False

True

Due to stress being a complex and highly personalized process, some individuals see a specific situation as a threat, whereas other individuals see the same situation as a challenge or opportunity. True False

True

Employees will be motivated to do work that they perceive to be significant. True False

True

Fiedler's position on leadership can be presumed accurate in that, characteristically, managers predominantly exhibit either task orientation or human relations orientation behaviors. True False

True

Fiedler's research was based upon a questionnaire known as the Least Preferred Co-worker (LPC) scale. True False

True

Framing heuristic is a tendency to make a decision based on the form or manner in which information is presented. True False

True

Group dynamics is a term, created by Kurt Lewin, used to describe the subfield of organizational behavior that attempts to understand the nature of groups, how they develop and how they interact with the members, other groups and their environments. True False

True

Group members will continue with their association as long as the rewards (satisfaction of needs) outweigh or are equal to the costs of being a member, such as required time to participate, financial commitment, etc. True False

True

Groups can be categorized into three broad groups: primary, secondary, and reference. True False

True

Having value is an important component of both reward power and coercive power for either power to be effective. True False

True

Healthcare professionals have reported substantially higher degrees of burnout than managers not employed in the healthcare industry True False

True

Hygiene factors relate to job content and motivators/satisfiers relate to job context. True False

True

If the leader is generally accepted and trusted by subordinates (good leader-member relations), if the tasks for which individuals are responsible are clear and fully understood through formalization and direction (high task structure), and the leader's power is recognized by senior management (strong position of power), then the situation is very favorable. True False

True

In most instances group norms are unwritten and learned by members through their interactions with others, in addition, they are usually not easily identified until violated. True False

True

Individuals join groups to satisfy their need for safety and social needs True False

True

Instrumental to the implementation of servant leadership are three components of performance coaching:Performance planning, day-to-day coaching, and performance evaluation. True False

True

Integration of organizations that involves extensive linking of providers at different points in the patient care continuum causes the lowest level of interorganizational conflict. True False

True

Leadership can be defined as a complex process by which an individual sets direction and influences others to accomplish a mission, task, or objective, and directs the organization in a way that makes it more cohesive and coherent True False

True

Leadership style is only one of the four integrated components underpinning the path-goal theory. True False

True

Learned optimism is the same as the popular concept of "positive thinking." True False

True

Lewin's Change Model is a three-step process: unfreeze, change and refreeze. True False

True

Management and leadership are both necessary for an organization to achieve its goals. True False

True

Managers are under the constraints of limited time and resources, personal bias and other factors, which make rational decision-making unrealistic. True False

True

Managers differ along two dimensions in the way they approach decision-making: value orientation and tolerance for ambiguity. Value orientation reflects the extent to which a person has a high need for structure or control in his or her life. True False

True

Managers need to be conscious of the fact that all employees are not driven by the same needs, nor is any employee driven by the same need, at the same time. True False

True

Maslow's Hierarchy of Needs had a great influence on the study of organizational behavior. True False

True

Negotiation may be defined as the process by which two or more parties decide what each will give and take in an exchange. True False

True

One of the major criticisms of the Expectancy Theory is that it does not take into account the relationship between employee performance and job satisfaction. True False

True

Organizations function within three identifiable environments: external, industry, and internal. True False

True

Power may be defined as the influence over the beliefs, emotions, and behaviors of people. True False

True

Reinforcement Theory suggests that an employee's behavior will be repeated if it is associated with positive rewards. True False

True

Social scientists usually defined a group using four characteristics: (1) two or more people in social interaction; (2) a stable structure, (3) common interests or goals, and (4) the individuals perceive themselves as a group. True False

True

Stress has become a widely used but misunderstood term. As a result, a number of misconceptions about stress exist, such as, all stress is negative. True False

True

Stress is a common phenomenon in today's workplace. True False

True

Stress levels in individuals can vary widely even in identical situations due to people's abilities to cope with different forms and levels of stress. True False

True

Stress management includes both individual-level and organizational wide interventions. True False

True

Stress management programs often consist of breathing and stretching exercises, Yoga, meditation, and/or massage. True False

True

Stress may be defined as a particular relationship between a person and others that is endangering his or her well being. True False

True

Stress occurs when job requirements do not match the capabilities, resources, or needs of the employee. True False

True

Stressors can be categorized as internal/external and acute/chronic. True False

True

Symbolic leaders interpret and reinterpret experiences, developing the capacity to impart purpose and meaning. True False

True

Teams can be organized into the following four categories: (1) work teams, (2) primary teams, (3) project teams, and (4) maintenance teams. True False

True

The Porter-Lawler Satisfaction-Performance Model can be viewed as an extension of both Expectancy Theory and Equity Theory because it takes into consideration employee satisfaction and job performance. True False

True

The University of Michigan studies attempted to determine the most effective style of leadership: an employee-centered focus or a production-centered focus. True False

True

The expression "bounded rationality" is used to denote the type of rationality that managers resort to when the environment in which they operate is too complex relative to their cognitive limitations. True False

True

The frustration-regression principle of the ERG theory explains that when a barrier prevents an individual from obtaining a higher level need, a person may "regress" to a lower-level need (or visa versa) to achieve satisfaction. True False

True

The group decision making process usually takes longer than an individual decision making process. True False

True

The healthcare industry, especially as it applies to nursing, provides little recognition or tangible reward for exceptional performance. True False

True

The leader who is able to respond to ever-increasing levels of environmental uncertainty through the utilization of more than one style of leadership will be most likely to increase motivation, satisfaction, and productivity of employees. True False

True

The macro perspective of leadership provides a more detailed examination of the leader, the external enviornment, and the situation True False

True

The primary forces creating the need for change originates in an organization's external and internal environments. True False

True

The rational model is considered the "ideal" method of decision-making. True False

True

The scheduling of reinforcement is important because the frequency will determine the time it takes to learn a new behavior. True False

True

The two major components in Equity Theory are inputs and outcomes. True False

True

The two primary forces influencing an individual's perception, attitude, and response toward change are cumulative life experiences and social (informal group) forces. True False

True

There are four factors that play an important part regarding the quality of a group's decision: (1) the group should be diverse, (2) members need be feel that they are in a "safe" environment so their ideas can be expressed freely, (3) the degree of task interdependence must be high, and (4) the group must have the potency for success. True False

True

There are three types of intragroup conflict: (1) relationship, (2) task, and (3) process. True False

True

There are two conditions for power to exist: (1) there is an unequal relationship between two people, and (2) where one of the two is dependent upon the other. True False

True

Transactional behaviors are largely oriented toward accomplishing the task at hand and maintaining good relations with those working with the leader by exchanging promises of rewards for performance. True False

True

Transformational leaders, often referred to as change agents, influence members through a variety of mechanisms, including but not limited to intellectual, emotional, and behavioral processes of the followers. True False

True

True or False: Stereotyping can be positive because it allows us to organize a complex world, but it may also be considered negative if used as overly generalized views about groups of individuals.

True

Under the great person theory, many believed that individuals are born with leadership traits. True False

True

Understanding the various members' roles is important to understanding the interactions that either push toward or hinder a group from meeting its goals, including member satisfaction with the interactions. True False

True

Unlike leadership theory conducted in the past, where style was rated as either good or bad, Fiedler's LPC rated leadership style according to its ineffectiveness in specific situations. True False

True

Whether planned or unplanned, changes within an organization will meet with resistance. True False

True

With training, managers can use all four decision styles effectively as different situations are presented, however, individuals have a tendency to resort to a single, dominant style (i.e., default mode of decision making). True False

True

World-class healthcare organizations, created through transformational leadership and change, will support the implementation of nurse case-management programs; the infusion of new technology will be embraced as beneficial to the quality of services provided; client education and alternate therapies will be evaluated and incorporated for appropriate delivery and use True False

True

A leader is a person who directs the work of employees and is responsible for results. True False

True *

All change in organizations should be considered an Organizational Development initiative. True False

True *

Although there are numerous definitions of conflict, there are two common components to most definitions: (1) perceived incompatibility of interests, and (2) some interdependence of the parties. True False

True *

Applying an appropriate style of leadership based upon situational factors is less important to attaining organizational goals than ensuring the goals are met. True False

True *

In assessing the three contingency dimensions, two levels of situational favorableness can be determined. True False

True *

Individual role demands include: job ambiguity; role conflict; and difficulty balancing work and family life. True False

True *

Leadership is about stepping back in times of uncertainty and moving forward to minimize potential threats and exploit opportunities. True False

True *

The distinctive characteristic contrasting and differentiating transactional from transformational leadership is that there is no lasting purpose that holds leaders and followers together. True False

True *

__________ involves cooperative and unassertive behavior, associated with attempting to play down the differences and emphasizing commonalities to satisfy the concern of the other party. A.avoidance B.competition C.compromise D.collaboration E.accommodation

accommodation

What structural configuration is in place when the key part of an organization is the support system?

adhocracy

mutual adjustment=_____________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy

adhocracy

___________ conflict occurs when the feelings and emotions within an individual or between individuals are incompatible. a.goal b.cognitive c.affective d.procedural

affective

type of decentralized communication network:

all-channel

a mind-set or a tendency to act in a particular way toward an object or entity due to both an individual's experience and temperament

attitude

_____________ is a causal explanation for an event or behavior.

attribution

______________ is defined as a tendency to consistently contribute positive and negative outcomes to a specific type of cause.

attribution style

3 types of leadership studied in Lewin's behavioral study

authoritarian democratic laissez-faire

_____________leads to the psychological state of experienced responsibility for outcome

autonomy

5 conflict-handling modes

avoidance, competition, compromise, collaboration, accommodation

_________ involves unassertive and uncooperative behaviors, associated with withdrawal, reflects a decision to work itself out. A.avoidance B.competition C.compromise D.collaboration E.accommodation

avoiding

Why does McGregor's Theory X and Y have an impact on OB?

bc he proposed 2 theories by which managers view their employees which in turn affects the employees behavior. So how someone views and think about a certain person can in turn affect that person's behavior.

How can communication barriers be overcome?

by conscious efforts to devote time and attention to communication, reduce hierarchical levels, tailor words and symbols, reinforce words wit action, use multiple channels of communication, and understand one another's frame of reference and beliefs

is the degree to which decision making is concentrated with the senior management team at the top of the organization's hierarchy a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism

centralization

Groups generally develop two types of communication networks:

centralized and decentralized

_________________ restricts the number of individuals in the communication chain; group members do not interact except through the leader; causes communication underload.

centralized network

______________ occurs upward and downward and follows line authority relationships. a. y-pattern b.wheel c.chain d. circle

chain

Types of centralized communication networks:

chain, Y-pattern, wheel, circle

____________ allows communicators in the network to communicate directly with only two others, there is no central leader. a. y-pattern b.wheel c.chain d. circle

circle

the typical grapevine pattern whereby a few people actively transmit rumors to many others

cluster

type of informal communication pattern that one individual randomly selects others to communicate the message a. cluster b.gossip c.probability d.single strand

cluster

______________ power is defined as ability to punish either by administering a punishment or by withholding something that an individual wants. a.reward b.coercive c.legitimate d.referent e.expert

coercive

___________ conflict occurs when the ideas and thoughts within an individual or between individuals are incompatible. a.goal b.cognitive c.affective d.procedural

cognitive

providing new information to change one's attitude toward something is what type of approach?

cognitive

any inconsistency that a person perceives between two or more of one's attitudes or between one's behavior and attitudes

cognitive dissonance

interactions between our attitudes and social world may cause a conflict between a person's attitude and behavior which is known as

cognitive dissonance

____________ involves highly assertive and cooperative behaviors; emphasizes the use of skills and information possessed by different employees to arrive at creative alternatives and solutions. A.avoidance B.competition C.compromise D.collaboration E.accommodation

collaboration

a means of transmitting information and making oneself understood by others

communication

is the creation or exchange of thoughts, ideas, emotions, and understanding between sender(s) and receiver(s)

communication

_________________ creates structure for the group because it controls who can and should talk to whom.

communication network

flows of communication can be combined into patterns called_______.

communication networks

___________ is highly assertive and uncooperative; reflects a win-lose approach to conflict. Appropriate in times when the issues involved in a conflict are trivial or when emergencies require quick action. A.avoidance B.competition C.compromise D.collaboration E.accommodation

competition

____________ is the "middle ground", both assertive and cooperative, involves give-and-take and only achieves partial satisfaction for each person. A.avoidance B.competition C.compromise D.collaboration E.accommodation

compromise

an attribution that managers make that relates to whether an employee's performance is the same as or different from that of other employee's

consensus

Based on Attribution Theory, what three components can managers use to justify employees behavior?

consensus, consistency, distinctiveness

an attribution that managers make that refers to whether the employee's behavior is that same in most situations

consistency

________ theories of motivation answer the question "what drives behavior?"

content

relate to an individual's evaluation of another person's characteristics based on comparisons with other people who rank higher or lower on the same characteristics A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect

contrast effect

a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals and that enables effective work in cross-cultural situations

cultural and linguistic competence

__________________ allow each group member to talk to every other group member without restrictions; best used for group discussions; causes communication overload

decentralized network

low task, low relationship, very high level of maturity= a. delegating b.participating c.selling d.telling

delegating

a form of feedback that identifies or describes how a person communicates

descriptive

What are the three different forms of feedback?

descriptive, evaluative, and prescriptive

___________ flow of communication occurs between different levels of different departments.

diagonal

the type of channel someone chooses to uses to communicates leads to:

differences in the amount and variety of info along with the symbolic meaning behind that channel

List reasons why employees may resist change:

discomfort with uncertainty, perceived negative effects on interests, perceived breach of psychological contract, lack of clarity, and excessive change

stereotypes may lead to _______

discrimination

In Herzbergs two-factor theory, ______________ support the structure of the job.

dissatisfiers or hygiene factors

an attribution that managers make that asks the question "Does this employee act differently in other situations?"

distinctiveness

____________ negotiation model often referred to as "hard-bargaining" which result in a one-sided agreement where resolved issues favor one side more than the other. a.distributive b.integrative c.interactive

distributive

3 conflict negotiation models

distributive, integrative, interactive

a strategically driven process whose emphasis is on building skills and creating policies that will address the changing demographics of the workforce and patient population

diversity management

What are the three most important principles of Fayol's principles of management?

division of work, unity of command, and scalar chain

What structural configuration is in place when the key part of an organization is the middle line?

divisional form

standardization of outputs=______________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy

divisional form

___________ flow of communication primarily involves passing info from supervisors to subordinates.

downward

What components must be addressed to change a persons attitude?

emotional and cognitive

two types of barriers to communication:

environmental and personal

a form of feedback that provides an assessment of the person who communicates

evaluative

3 identified categories of Alderfers ERG theory

existence, relatedness, and growth

__________________ power exists when an individual awards power to a person on the basis of the individual's perception of the person's knowledge within a given area. a.reward b.coercive c.legitimate d.referent e.expert

expert

What two types of organizational environment is the primary force creating the need for change?

external and industry

Organizations function within three identifiable environments:

external/social, industry/task, and internal

a type of verbal communication with the highest information-carrying capability because the sender can use verbal and non verbal communication channels and the receiver can provide instant feedback

face-to-face meetings

_______________ leads to the psychological state of knowledge of the actual results of work activities

feedback

a component of communication that is a response from the receiver indicating whether a message has been recieved in its intended form

feedback

is a key component of the communication process because it allows the sender to evaluate whether the message was decoded as intended or if a corrective action is needed to clarify the intended message

feedback

An attitude includes three components, which are?

feelings (affect), belief (cognition), and behavior (action)

_________ groups are created by an organization; therefore, they are part of the organization's formal structure

formal

is the degree to which the organization communicates how the work will be performed, who will do the work, and under what circumstances or constraints the work will be done a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism

formalization

5 stages of group development:

forming, storming, norming, performing, adjourning

explains that when a barrier prevents an individual from obtaining a higher-level need a person may "regress" to a lower-level need (or vice versa) to achieve satisfaction

frustration-regression principle of ERG theory

_______________ structure enhances the function of each subunit by categorizing employees based on their roles and responsibilities into a certain department. A.simple B.functional C.divisional D.matrix

functional

_________ conflict occurs when two or more desired or expected outcomes are incompatible, may involve inconsistencies between individual or group values and norms. a.goal b.cognitive c.affective d.procedural

goal

4 basic types of conflict

goal, cognitive, affective, and procedural

type of informal communication pattern that one individual transmits the message to others a. cluster b.gossip c.probability d.single strand

gossip

the oldest informal communication channel founded on social relationships rather than organizational charts or job descriptions

grapevine

____________________ is a study that attempts to understand the behavior in which people interact with, influence, and are influenced by others within groups

group dynamics

this level of feedback focuses on how well the group is performing

group feedback

a perceiver may evaluate the other individual high of many traits because of his or her belief that this individual is high in one trait

halo effect

occurs when an individual draws a general impression about another person based on a single characteristic such as intelligence, sociability, or appearance

halo effect

refers to a manager's span of control a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism

hierarchy of authority

______________ flow of communication is from manager to manager or from coworker to coworker.

horizontal

a person evaluates another as low on many traits because of a belief that the individual is low on one trait that is assumed to be critical

horn effect

negative outcomes-------> external and unstable factors What attribution style? a.optimistic b.pessimistic c.hostile

hostile

______________ roles of group members may in the long run be harmful to the groups overall success

individual

this level of feedback focuses on a particular individual in a group

individual feedback

_________ groups meet the needs of individuals and, therefore, have a strong influence on the members' behaviors.

informal

___________ group is organized on the basis of the members' common interests or goals.

informal

Explain communication process

information originates from the sender which is encoded into a message that is forwarded through a selected channel to the designated receiver

______________ explores how organizations adapt to their environment

institutional theory

______________ negotiation model is a cooperative, process by which parties attempt to explore options to achieve mutual gains versus unilateral gains. a.distributive b.integrative c.interactive

integrative

_____________ negotiation model is a form of third party consultation or informal mediation and designed to facilitate a deeper analysis of the problems and issues forcing the conflict, less focused on directly helping helping parties reach binding agreements but more on improving the process of communication. a.distributive b.integrative c.interactive

interactive

_________ conflict involves opposition and clashes between groups. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational

intergroup

_________ conflict occurs between organizations as a result of interdependence on membership and divisional or system-wide success. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational

interorganizational

___________ conflict involves two or more individuals who believe that their attitudes, behaviors, or preferred goals are in opposition. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational

interpersonal

a stage of perception which analyze and understand on the basis of prior experiences, beliefs, etc.

interpretation

__________ conflict involves clashes among some or all of a group's members which often affect the groups processes and effectiveness. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational

intragoup

_______ conflict occurs within the individual and may involve some form of goal, or cognitive or affective conflict. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational

intrapersonal

5 levels of conflict

intrapersonal interpersonal intragroup intergroup interorganizational

refers to body language a. kinesics b.proxemics c.facial and eye behavior d.paralanguage

kinesics

impoverished manager is also known as

laissez-faire type of leadership

___________ power is authority given to an individual on the basis of a given role or position. a.reward b.coercive c.legitimate d.referent e.expert

legitimate

2 divisions of formal groups:

long-term (functional) team or short-term (ad hoc committees) team

What structural configuration is in place when the key part of an organization is technostructure?

machine bureaucracy

standardization of work processes=__________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy

machine bureaucracy

______________ roles of group members focus on relationships

maintenance

_________ teams coordinate and provide direction to the subunits under their responsibility, laterally integrating interdependent subunits across key business processes.

management

_____________ structure has dual authority, eliminates duplication of skills and responsibilities, provides clear accountability within a specific business function, and manager can better focus on his/her goals. A.simple B.functional C.divisional D.matrix

matrix

____________ combines the functional and divisional structure

matrix structure

One of Mintzbergs basic parts of an organization that is the chain linking the strategic apex to the operating core, it runs in single line from top to bottom

middle line

described as the conscious or unconscious stimulus, incentive, or motives for action toward a goal resulting from psychological or social factors.

motivation

is an individual's voluntary drive to satisfy a need or want

motivation

the psychological process through which unsatisfied needs or wants lead to drives that are aimed at goals of incentives

motivation

What type of communication is sharing info without using words to encode messages?

nonverbal communication

According to ________________ an organization must be efficient and effective to survive by effectively interacting with its environment.

open-system theory

One of Mintzbergs basic parts of an organization is the heart of every organization, it produces the essential outputs that keep it alive.

operating core

negative outcomes----> external factors positive outcomes-----> internal factors What attribution style? a.optimistic b.pessimistic c.hostile

optimistic

a stage of perception that is based on prior experiences, beliefs, etc.

organization

Resistance to change may arise from what 2 sources

organizational barriers and individual barriers

What are the 5 components of strategic communication?

outcome, context, messages, tactical reinforcement, feedback

consists of voice quality volume, speech rate, and pitch a. kinesics b.proxemics c.facial and eye behavior d.paralanguage

paralanguage

__________ teams draw members from different work units or jobs to perform functions that the regular organization is not equipped to perform well. a. parallel b.work c.management d.project

parallel

low task, high relationship, employee participates in decision-making but leader still has final say= a. delegating b.participating c.selling d.telling

participating

A barrier during change that causes employee to question historical feelings of trust and honest relationships

perceived breach of psychological contract

a process in which a person whom is confronted with a stimulus, interprets it into something meaningful based on prior experiences which could be different from actual reality

perception

negative outcomes------> internal and stable factors positive outcomes------> external and unstable factors What attribution style? a.optimistic b.pessimistic c.hostile

pessimistic

What are the elements of Fayol's set of rules?

planning, organizing, commanding, coordinating, and controlling

_______________ examines the relationships of organizations to their environment from the selection perspective

population ecology

a form of feedback that provides advice about how one should behave or communicate

prescriptive

type of informal communication pattern that one individual randomly selects others to communicate the message and these secondary people randomly pick others a. cluster b.gossip c.probability d.single strand

probability

______________ conflict occurs when people differ over the process to use for resolving a particular matter. a.goal b.cognitive c.affective d.procedural

procedural

What structural configuration is in place when the key part of an organization is the operating core?

professional bureaucracy

standardization of skills, everyone has the same knowledge and qualifications=___________________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy

professional bureaucracy

refers to the level or average number of years of formal education and training of employees a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism

professionalism

_________ teams are time limited and produce one-time outputs. a. parallel b.work c.management d.project

project

allows an individual to perceive others in ways that reflect oneself, because in general, people are in favor of those who are most like themselves. A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect

projection

the attribution of one's own attitudes and beliefs onto others A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect

projection

the study of an individual's perception and use of space a. kinesics b.proxemics c.facial and eye behavior d.paralanguage

proxemics

Four basic forms of nonverbal communication are:

proxemics, kinesics, facial and eye behavior, and paralanguage

describes a person's behavior that is consistent with another individual's perception whether or not it is accurate, aka self fulfilling prophecy A. halo effect B. contrast effect C. Projection D. galatea effect E. Pygmalion effect

pygmalion effect

The greater the attraction, the greater the identification, and the greater the ___________________ power. a.reward b.coercive c.legitimate d.referent e.expert

referent

a stage of perception that is referred to as selected stimuli

registration

this level of feedback provides information about interpersonal dynamics within a group, such as how a group gets along while working together

relational feedback

_______________ states that all organizations exchange resources with the environment that are essential for their survival and that organizations will attempt to acquire these resources without creating dependencies

resource dependency theory

___________ power is defined as the ability to give rewards, something that holds value to another individual. a.reward b.coercive c.legitimate d.referent e.expert

reward

What are the 5 sources of Power according to French and Raven?

reward coercive legitimate referent expert

In Herzbergs two-factor theory, ______________ assist employees with increasing their motivation to do their work.

satisfiers or motivators

What are some change outcomes that would cause individuals to react positively to change?

security, money, authority, status/prestige, better working conditions, self-satisfaction

high task, high relationship, follower is confident if given guidance= a. delegating b.participating c.selling d.telling

selling

What components are involved in the communication process?

sender, message, channel, receiver

____________ structures have the following characteristics: 1) centralized decision making, 2) low specialization, and 3) high degree of informality A.simple B.functional C.divisional D.matrix

simple

direct supervision=______________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy

simple

What are the four basic organizational structures?

simple, functional, divisional, and matrix

type of informal communication pattern that information travels from one person to the next person a. cluster b.gossip c.probability d.single strand

single strand

four common patterns that the grapevine can take

single strand, gossip, probability, and cluster

_____________ ________________ and __________ lead to the psychological state of experienced meaningfulness, where the worker perceives that the job is significant.

skill variety + task identity + task significance

5 core motivational job characteristics:

skill variety, task identity, task significance, autonomy, and feedback

how an individual "sees" others and how others perceive an individual

social perception

refers to the degree to which organizational tasks are subdivided into separate jobs a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism

specialization

how we fit attributes of ability, character, or behavior to groups and/or populations in order to make generalizations A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect

stereotype

a stage of perception that is based off of the five senses

stimulation

4 stages of perception

stimulation, registration, organization, and interpretation

One of Mintzbergs basic parts of an organization which we would refer to as senior management and is responsible for ensuring that the organization effectively serves its mission, needs of the organization's stakeholders, and manages the organization's relationships with its environment

strategic apex

What is the key part of an organization with a simple structural configuration?

strategic apex

One of Mintzbergs basic parts of an organization that comprises those employees who perform support services to the organization outside of its operating work flow, such as public relations and legal counsel

support staff

What is a way that one can measure employee attitudes?

surveys

What are the three roles of group members?

task, maintenance, and individual

this level of feedback involves issues of effectiveness and appropriateness, such as quantity or quality of a groups output

task/procedural feedback

What are the four levels of feedback?

task/procedural, relational, individual, group

A _________ can be defined as a small group of people who are committed to a common purpose, who possess complementary skills, and who have agreed on specific performance goal for which members hold themselves mutually accountable.

team

One of Mintzbergs basic parts of an organization that includes the staff that serve the organization by affecting the work of others but are not directly involved in the operating work flow

technostructure

high task, low relationship, very low level of maturity= a. delegating b.participating c.selling d.telling

telling

What is the goal of resource dependency theory?

this theory's goal is for the organization to have sufficient power to influence the environment so that scarce resources are available for it

____________ leadership constitutes behavior that operates through consideration and covenants between the leader and the follower.

transactional

_____________ leadership is directed toward task accomplishments and the maintenance of good relations between the leader and subordinates through consideration of performance and reward.

transactional

_____________ leadership elevates the level of insight about the importance and value of outcomes through the growth of subordinates by encouraging followers the question their own way of doing things

transformational

true or false: Employee motivation has a direct impact on a health service organization's performance.

true

What are the three steps Lewin provided for the process of implementing planned change?

unfreeze, change, freeze

____________ flow of communication occurs between supervisors and subordinates.

upward

What are the different flows of intraorganizational communication?

upward, downward, horizontally, and diagonally

face-to-face meetings, video conference, e-mail, newsletter are are types of ___________ communication.

verbal

What type of communication relies on spoken or written words to share information with other?

verbal communication

__________ all communications are channeled through the manager, is rare is HCO's but works well when there is pressure for time, secrecy, and accuracy. a. y-pattern b.wheel c.chain d. circle

wheel

___________ teams are continuing work units responsible for producing goods or providing services. a. parallel b.work c.management d.project

work

4 categories that teams can be organized into:

work teams, parallel teams, project teams, and management teams

______________ similiar to chain but has two employees at the same level who then follow the chain. a. y-pattern b.wheel c.all-channel d. circle

y-pattern