MAN3025 Exam 3

the LPC measure

Fiedler measured leadership style by means of a controversial questionnaire called

employee-centered leader behavior

Managers using _____ are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs

organizational behavior modification (OB Mod).

Managers wanting to explicitly use reinforcement theory to motivate their employees generally do so with a technique called

concern for production

Represented by the horizontal axis

Concern for people

Represented by the vertical axis

Vroom's decision tree approach.

The third major contemporary approach to leadership is

job-centered leader behavior

Where managers pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance.

need for affiliation

a desire for human companionship and acceptance

Charisma

a form of interpersonal attraction that inspires support and acceptance

Coercion

a fourth political behavior, is the use of force to get one's way

task group

a group created by the organization to accomplish a relatively narrow range of purposes within a stated or implied time horizon

informal leader

a person who engages in leadership activities but whose right to do so has not been formally recognized

functional group

a relatively permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon

content perspectives

address the question "What factors in the workplace motivate people?"

Extranets

allow outsiders limited access to a firm's intranet

variable-interval schedule

also uses time as the basis for reinforcement, but the time interval varies from one reinforcement to the next

valence

an index of how much an individual values a particular outcome

task oriented leadership

analogous to job-centered and initiating-structure behaviors

leaders

are (1) people who can influence the behaviors of others without having to rely on force, or (2) people whom others accept as leaders

Intranets

are accessible only to employees via entry through electronic firewalls.

Transaction-processing systems (TPSs)

are applications of information processing for basic day-to-day business transactions

Gainsharing programs

are designed to share the cost savings from productivity improvements with employees

Decision support systems (DSSs)

are interactive systems that locate and present information needed to support the decision-making process

reinforcement theory

argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated

Semantics problems

arise when words have different meanings for different people

Role ambiguity

arises when the sent role is unclear

path-goal theory of leadership

associated most closely with Martin Evans and Robert House—is a direct extension of the expectancy theory of motivation

Achievement-oriented leader

behavior means setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities

Extinction

can also be used to weaken behavior, especially behavior that has previously been rewarded

Artificial intelligence (AI)

can be defined as the construction of computer systems, both hardware and software, to imitate human behavior—in other words, systems that perform physical tasks, use thought processes, and learn

The LMX model of leadership

conceived by George Graen and Fred Dansereau, stresses the importance of variable relationships between supervisors and each of their subordinates.

Upward communication

consists of messages from subordinates to superiors

Information technology (IT)

consists of the resources used by an organization to manage information that it needs to carry out its mission

Equity theory

contends that people are motivated to seek social equity in the rewards they receive for performance

informal or interest group

created by its own members for purposes that may or may not be relevant to organizational goals

Political behavior

describes activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes

LPC theory

developed by Fred Fiedler, was the first truly situational theory of leadership

process perspectives

focus on why people choose certain behaviors to satisfy their needs and how they feel after they have experienced the results of those behaviors, rather than attempting to identify what motivates people

Socialization

generalized norm conformity that occurs as a person makes the transition from being an outsider to being an insider

Merit pay

generally refers to pay awarded to employees on the basis of the relative value of their contributions to the organization

Flexible work schedules (flextime)

gives employees more personal control over the times they work

fixed-ratio schedule

gives reinforcement after a fixed number of behaviors, regardless of the time that elapses between behaviors

Participative leader behavior

includes consulting with subordinates, soliciting suggestions, and allowing participation in decision making

horizontal communication

involves colleagues and peers at the same level of the organization

Impression management

is a direct and intentional effort by someone to enhance his or her image in the eyes of others

executive support system (ESS)

is a quick-reference, easy-access application of information systems specially designed for instant access by upper-level managers

The grapevine

is an informal communication network that can permeate an entire organization

Supportive leader behavior

is being friendly and approachable, showing concern for subordinate welfare, and treating members as equals

Leadership

is both a process and a property. As a process—focusing on what leaders actually do—leadership is the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture. As a property, leadership is the set of characteristics attributed to individuals who are perceived to be leaders

Vertical communication

is communication that flows up and down the organization, usually along formal reporting lines—that is, it is the communication that takes place between managers and their superiors and subordinates

Expert power

is derived from information or expertise

stock option plan

is established to give senior managers the option to buy company stock in the future at a predetermined fixed price

written communication

is not as common as one might imagine, nor is it a mode of communication much respected by managers

Legitimate power

is power granted through the organizational hierarchy

referent power

is relatively abstract and is based on identification, imitation, loyalty, or charisma.

Task structure

is the degree to which the group's task is well defined

communication network

is the pattern through which the members of a group or team communicate

Coercive power

is the power to force compliance by means of psychological, emotional, or physical threat

Reward power

is the power to give or withhold rewards

Effective communication

is the process of sending a message in such a way that the message received is as close in meaning as possible to the message intended

The goal of a situational theory

is to identify key situational factors and to specify how they interact to determine appropriate leader behavior.

consideration behavior

leaders using _____ show concern for subordinates and attempt to establish a warm, friendly, and supportive climate

transformational leadership

leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking

Directive leader behavior

lets subordinates know what is expected of them, gives guidance and direction, and schedules work

charismatic leadership

like trait theories, assumes that charisma is an individual characteristic of the leader

Intrarole conflict

may occur when the person gets conflicting demands from different sources within the context of the same role

inducement

occurs when a manager offers to give something to someone else in return for that individual's support

Intrasender conflict

occurs when a single source sends clear but contradictory messages.

role overload

occurs when expectations for the role exceed the individual's capabilities

Downward communication

occurs when information flows down the hierarchy from superiors to subordinates.

Role conflict

occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive

Positive reinforcement

one method of strengthening behavior, is a reward or a positive outcome after a desired behavior is performed.

fixed-interval schedule

provides reinforcement at fixed intervals of time, regardless of behavior.

Leader-member relations

refer to the nature of the relationship between the leader and the work group

persuasion

relies on both emotion and logic; based on grounds that are objective and logical as well as subjective and personal

Person-role conflict

results from a discrepancy between the role requirements and the individual's personal values, attitudes, and needs

individual incentive plans

reward individual performance on a real-time basis.

relationship oriented leadership

similar to employee-centered and consideration behaviors

management by wandering around

some managers keep in touch with what is going on by wandering around and talking with people—immediate subordinates, subordinates far down the organizational hierarchy, delivery people, customers, or anyone else who is involved with the company in some way

Norms

standards of behavior that the group or team accepts for and expects of its members

Expectancy theory

suggests that motivation depends on two things—how much we want something and how likely we think we are to get it

Management information systems (MISs)

support an organization's managers by providing daily reports, schedules, plans, and budgets

Oral communication

takes place in conversations, group discussions, phone calls, and other situations in which the spoken word is used to express meaning

virtual teams

teams comprised of people from remote work sites who work together online—are also becoming more and more common.

strategic leadership

the capability to understand the complexities of both the organization and its environment and to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment

need for achievement

the desire to accomplish a goal or task more effectively than in the past

need for power

the desire to be influential in a group and to control one's environment

Goal difficulty

the extent to which a goal is challenging and requires effort

Cohesiveness

the extent to which members are loyal and committed to the group

effort-to-performance expectancy

the individual's perception of the probability that effort will lead to high performance

performance-to-outcome expectancy

the individual's perception that performance will lead to a specific outcome

initiating-structure behavior

the leader clearly defines the leader-subordinate role so that everyone knows what is expected, establishes formal lines of communication, and determines how tasks will be performed

variable-ratio schedule

the most powerful schedule in terms of maintaining desired behaviors, varies the number of behaviors needed for each reinforcement

Empowerment

the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.

Participation

the process of giving employees a voice in making decisions about their own work

Motivation

the set of forces that cause people to behave in certain ways

images, settings, and body language

three kinds of nonverbal communication practiced by managers

job sharing

two part-time employees share one full-time job

Punishment

used by some managers to weaken undesired behaviors

personality clash

when two people distrust each other's motives, dislike each other, or for some other reason simply cannot get along