MAN3022 Quiz

Ch. 10 Leader Substitutes Model

A characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary. Something that acts in place of the influence of a leader and makes leadership unnecessary.

Ch. 11: Ad Hoc Committees

A committee of managers or non-managerial employees from various departments or divisions who meet to solve a specific, mutual problem; Called Tasked Force

Ch. 10 House's Path-Goal Theory

A contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals.

Ch. 11: Command Group

A group composed of subordinates who report to the same supervisor; also called department or unit.

Ch. 11: Top Management Team

A group composed of the CEO, the president, and the heads of the most important departments.

Ch. 11: Cross Functional Team

A group of managers brought together from different departments to perform organizational tasks.

Ch. 11: Virtual Team

A team whose members rarely or never meet face-to-face but, rather, interact by using various forms of information technology such as e-mail, computer networks, telephone, fax and video conference.

Ch. 9 Equity Theory

A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs.

Ch. 9 Maslow's Hierarchy Of Needs

An arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time.

Ch. 10 Charismatic Leader

An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be.

Ch. 9 Piece-Rate Pay Plan

An individual-based merit plan, managers base employees' pay on the number of units each employee pro-duces, whether televisions, computer components, or welded auto parts.

Ch. 11: Adjourning

Applies only to groups that eventually are disbanded, such as task forces. During adjourning a group is dispersed; Stages of Group Development.

Ch 10: Expert Power

Based on the special knowledge, skills, and expertise that a leader possesses.

Ch. 9 Physiological Needs

Basic needs for things such as food, water, and shelter that must be met in order for a person to survive. EX: By providing a level of pay that enables a person to buy food and clothing and have adequate housing. (Maslow Hierarchy)

Ch. 9 Intrinsically Motivated Behavior

Behavior that is performed for its own sake.

Ch. 9 Extrinsically Motivated Behavior

Behavior that is performed to acquire material or social rewards or to avoid punishment.

Ch. 11: Norming

Close ties between group members develop, and feelings of friendship and camaraderie emerge; Stages of Group Development

Ch. 10 Self-Confidence

Contributes to manager's effectively influencing subordinates and persisting when faced with obstacles or difficulties.

Ch. 8 Quick Ratio

Current assets - Inventory divided by Current Liabilities. Shows whether they can pay these claims without selling inventory; LIQUIDITY RATIO

Ch. 10 Fielder's Contingency Model

Describes two leader styles, relationship-oriented and task-oriented, and the kinds of situations in which each kind of leader will be most effective. Whether a relationship-oriented or a task-oriented leader is effective is contingent on the situation.

Ch. 9 Negative Reinforcement

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.

Ch. 11: Group Think

Faulty group decision making that results when group members strive for agreement at the expense of an accurate assessment of the situation.

Ch. 11: Storming

Group members experience conflict and disagreements because some members do not wish to submit to the demands of other group members; Stages of Group Development

Ch. 10 Integrity and Honesty

Help managers behave ethically and earn their subordinates' trust and confidence.

Ch. 10 Dominance

Help managers influence their subordinates to achieve organizational goals.

Ch. 10 Knowledge and Expertise

Help managers make good decisions and discover ways to increase efficiency and effectiveness.

Ch. 10 Maturity

Helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake.

Ch. 10 High Energy

Helps managers deal with the many demands they face.

Ch. 10 Tolerance for Stress

Helps managers deal with uncertainty and make difficult decisions.

Ch. 10 Intelligence

Helps managers understand complex issues and solve problems.

Ch. 9 Expectancy

In expectancy theory, a perception about the extent to which effort results in a certain level of performance.

Ch. 9 Instrumentality

In expectancy theory, a perception about the extent to which performance results in the attainment of outcomes.

Ch. 9 Valence

In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person.

Ch. 10 Relationship-Oriented Leaders

Leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them.

Ch. 10 Task-Oriented Leaders

Leaders whose primary concern is to ensure that subordinates perform at a high level.

Ch. 10 Transformational Leadership

Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their needs for personal growth and that motivates subordinates to work for the good of the organization.

Ch. 10 Transactional Leader

Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance.

Ch. 9 Vicarious Learning

Learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it and being reinforced for doing so; also called observational learning.

Ch. 11: Forming

Members try to get to know one another and reach a common understanding of what the group is trying to accomplish and how group members should behave; Stages of Group Development

Ch. 10: Referent Power

More informal than the other kinds of power; Is a function of the personal characteristics of a leader; Power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

Ch. 9 Safety Needs

Needs for security, stability, and a safe environment. EX: By providing job security, adequate medical benefits, and safe working conditions. (Maslow Hierarchy)

Ch. 9 Belonginess Needs

Needs for social interaction, friendship, affection, and love. EX: By promoting good interpersonal relations and organizing social functions such as company picnics and holiday parties. (Maslow Hierarchy)

Ch. 10: Power

No matter what one's leadership style, a key component of effective leadership is found in the ____ the leader has to affect other people's behavior and get them to act in certain ways. Effective leaders take steps to ensure that they have sufficient levels of each type and that they can use the ____ they have in beneficial ways.

Ch. 11: Synergy

Performance gains that result when individuals and departments coordinate their actions.

Ch. 8 Times Covered Ratio

Profit before interest and taxes/Total interest charges. Measures how far profits can decline before managers cannot meet interest charges. If this ratio declines to less than 1, the organization is technically insolvent; LEVERAGE RATIO

Ch. 10: Reward Power

The ability of a manager to give or withhold tangible rewards (pay raises, bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect).

Ch. 10: Coercive Power

The ability of a manager to punish others.

Ch. 10: Legitimate Power

The authority a manager has by virtue of his or her position in an organization's hierarchy.

Ch. 11: Group Cohesiveness

The degree to which members are attracted to or loyal to their group.

Ch. 10 Empowerment

The expansion of employees' knowledge, tasks, and decision making responsibilities. The process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs.

Ch. 9 Need for Affiliation

The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other.

Ch. 9 Self-Actualization Needs

The need to realize one's full potential as a human being. EX: By giving people the opportunity to use their skills and abilities to the fullest extent possible. (Maslow Hierarchy)

Ch. 9 Esteem Needs

The needs to feel good about oneself and one's capabilities, to be respected by others, and to receive recognition and appreciation. EX: By granting promotions and recognizing accomplishments. (Maslow Hierarchy)

Ch. 10: Leadership

The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

Ch. 11: Performing

The real work of the group gets accomplished. Managers need to take different steps at this stage to help ensure that groups are effective.; Stages of Group Development

Ch. 11: Social Loafing

The tendency of individuals to put forth less effort when they work in groups than when they work alone.

Ch. 9 Expectancy Theory of Motivation

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Ch. 9 Operant Conditioning Theory

The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Ch. 10 Trait Model of Leadership

_____ focused on identifying the personal characteristics that cause effective leadership. Researchers thought effective leaders must have certain personal qualities that set them apart from ineffective leaders and from people who never become leaders.

Ch. 10 Contigency Model Of Leadership

______ into account the situation or context within which leadership occurs. Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he or she does, and the situation in which leadership takes place. It proposes that whether a leader who possesses certain traits or performs certain behaviors is effective depends on, or is contingent on, the situation or context.