Management Final Exam

The impact of charismatic leaders

(1)stating a lofty vision of an imagined future that employees identify with, (2)displaying an ability to understand and empathize with followers, and (3)empowering and trusting subordinates to accomplish results

The channel richness is influenced by

(1)the ability to handle multiple cues simultaneously; (2)the ability to facilitate rapid, two-way feedback; and (3)the ability to establish a personal focus for the communication.

organizational communication network

- Build it before you need it. Smart managers don't wait until they need something to start building a network of personal relationships—by then, it's too late. Instead, they show genuine interest in others and develop honest connections. - Never eat lunch alone. Master networkers make an effort to connect with as many people as possible, and they keep their social as well as business conference and event calendars full. Tim Gutwald created a service called Network Shuffle that randomly assigns members a new connection once a month to make sure that people's networks are constantly expanding. - Make it win-win. Successful networking isn't just about getting what you want; it's also about making sure that other people in the network get what they want. -Focus on diversity. The broader your base of contacts, the broader your range of influence. Build connections with people from as many different areas of interest as possible (both within and outside the organization).

Reducing a perceived inequity:

- Change work effort. A person may choose to increase or decrease his or her inputs to the organization. Individuals who believe that they are underpaid may reduce their level of effort or increase their absenteeism. Overpaid people may increase their effort on the job. - Change outcomes. A person may change his or her outcomes. An underpaid person may request a salary increase or a bigger office. A union may try to improve wages and working conditions to be consistent with a comparable union whose members make more money. -Change perceptions. Research suggests that people may change perceptions of equity if they are unable to change inputs or outcomes. They may increase the status attached to their jobs artificially or distort others' perceived rewards to bring equity into balance. -Leave the job. People who feel inequitably treated may decide to leave their jobs rather than suffer the inequity of being underpaid or overpaid. In their new jobs, they expect to find a more favorable balance of rewards. For example, Brian Bader left his technical support job at Apple when he learned that he was twice as productive as the lowest-performing members of the team but earned only 20 percent more.

Socioemotional Role behaviors

- Encourage. Are warm and receptive to others' ideas; praise and encourage others to draw forth their contributions - Harmonize. Reconcile group conflicts; help disagreeing parties reach agreement - Reduce tension. Tell jokes or diffuse emotions in other ways when the group atmosphere is tense - Follow. Go along with the team; agree to other team members' ideas - Compromise. Shift own opinions to maintain team harmony

Key points for practicing the art of persuasion

- Establish credibility. A manager's credibility is based on knowledge, expertise, and interpersonal skills. By demonstrating a consistent ability to make well-informed, sound decisions, managers inspire employees to have more confidence in the manager's leadership abilities. - Build goals on common ground. To be persuasive, managers should describe the benefits that employees will experience by embracing a new policy or fulfilling a request. An example is the manager who wanted to persuade fast food franchisees to support new pricing discounts desired by headquarters. The manager didn't just explain that headquarters wanted the policies implemented; he cited research showing that the revised pricing would increase franchisees' profits. When the franchisees saw how they would benefit personally, they were eager to adopt the new policies. If a manager can't find common advantages, this is typically a signal that goals and plans need to be adjusted. - Connect emotionally. The most effective persuaders are good listeners who establish an emotional connection with others and balance their competence and credibility with warmth and understanding.Footnote They learn to understand others' emotions and needs and adjust their approach to match the audience's ability to receive their message. In addition, by looking at how people have interpreted and responded to past events, a manager can get a better grasp on how they might react to new ideas and proposals that the manager wants them to adopt. - Use multiple media to send important messages. When a message is highly important, leaders often use redundant communications, sending the same message using different channels. For example, one leader explained a request to an employee in person, then immediately composed a follow-up e-mail to the same employee that summarized the request in writing. For companywide changes, leaders might hold small group sessions to talk with employees about a new policy, post an article in the newsletter, and use social media to make sure that everyone gets the information. By saying the same thing more than once via multiple channels, leaders add weight to the message and keep the issue at the top of employees' minds.

task specialist role behaviors

- Initiate ideas. Propose new solutions to team problems - Give opinions. Offer judgments on task solutions; give candid feedback on others' suggestions - Seek information. Ask for task-relevant facts - Summarize. Relate various ideas to the problem at hand; pull ideas together into a brief overview - Energize. Stimulate the team into action when interest drops

The acquired needs theory, by David McClelland

- Need for achievement. The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others - Need for affiliation. The desire to form close personal relationships, avoid conflict, and establish warm friendships - Need for power. The desire to influence or control others, be responsible for others, and have authority over others

How managers can improve their writing skills?

- Respect the reader. The reader's time is valuable; don't waste it with a rambling, confusing memo or e-mail that has to be read several times to make sense of it. Pay attention to your grammar and spelling. Sloppy writing indicates that you think your time is more important than that of your readers. You'll lose their interest—and their respect. - Know your point and get to it. What is the key piece of information that you want the reader to remember? Many people just sit and write, without clarifying in their own mind what it is they're trying to say. To write effectively, know what your central point is and write to support it. - Write clearly rather than impressively. Don't use pretentious or inflated language, and avoid jargon. The goal of good writing for business is to be understood the first time through. State your message as simply and as clearly as possible. - Get a second opinion. When the communication is very important, such as a formal memo to the department or organization, ask someone you consider to be a good writer to read it before you send it. Don't be too proud to take their advice. In all cases, read and revise the memo or e-mail a second and third time before you hit the Send button.

techniques for communicating with candor

- Use "I statements." To communicate with candor, you should keep the focus on the specific perception that you have, how it makes you feel, and the effect that it is having on you, rather than accusing or blaming the other person. Suppose that you share office space with a sloppy colleague. Rather than saying, "You drive me crazy by leaving food wrappers scattered all over the place," you might say, "I'm finding it really hard to get our work done with all this clutter on the work table." - Stick to facts rather than judgments. Don't tell your colleague that she's a disgusting slob; just let her know that the clutter she's leaving on the table is interfering with your ability to do your work. - Be clear, specific, and direct in your requests. Say "I'd like for you to keep the worktable clean because we both have to use it to get our work done," rather than "Why don't you clean up the mess you leave around here?"

Three primary reasons that teams present a dilemma for many people

- We have to give up our independence. When people become part of a team, their success depends on the team's success; therefore, they must depend on how well other people perform, not just on their own individual initiative and actions. Most people are comfortable with the idea of making sacrifices to achieve their own individual success, yet teamwork demands that they make sacrifices for group success. The idea is that each person should put the team first, even if it hurts the individual at times -We have to put up with free riders. Teams are sometimes made up of people who have different work ethics. The term free rider refers to a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work. You might have experienced this frustration in a student project team, where one member put little effort into the group project but benefited from the hard work of others when grades were handed out. Free riding is sometimes called social loafing because some members do not exert equal effort -Teams are sometimes dysfunctional. Some companies have had great success with teams, but there are also numerous examples of how teams in organizations fail spectacularly. "The best groups will be better than their individual members, and the worst groups will be worse than the worst individual," says organizational psychologist Robert Sutton. A great deal of research and team experience over the past few decades has produced significant insights into what causes teams to succeed or fail. The evidence shows that the way teams are managed plays the most critical role in determining how well they function

how to ask questions that benefit both managers and employees in numerous ways:

-Asking questions builds trust and openness between managers and employees. Managers who ask questions encourage their employees to share ideas and offer feedback -Asking questions builds critical thinking skills. In one survey, 99 percent of top managers said critical thinking skills at all levels are crucial to the success of their organizations. Asking questions stimulates critical, independent thinking, encourages people to use their creativity, and leads to deeper, more lasting learning. - Questions stimulate the mind and give people a chance to make a difference. When a manager asks a question of someone, it puts the individual on alert in a way that making a statement does not. If a plant foreman says, "We have to increase production to fill this order," workers can listen to him and try to speed things up, or continue working as they have been. If, instead, the foreman asks employees, "What can we do to make sure we fill this order on time?" people can't ignore him; they have to start looking for solutions. Thus, asking questions gets people to accept responsibility for solving their own problems.

Contributions of teams

-Creativity and innovation: Because teams include people with diverse skills, strengths, experiences, and perspectives, they contribute to a higher level of creativity and innovation in the organization -Improved quality: One criterion for organizational effectiveness is whether products and services meet customer requirements for quality. -Speed of response: Tightly integrated teams can maneuver incredibly fast. Apple again provides an example. Apple's close-knit team has changed pricing as late as 48 hours before the launch of a new product, which would be inconceivable at most companies. -Higher productivity and lower costs: Effective teams can unleash enormous energy from employees. Social facilitation refers to the tendency for the presence of others to enhance one's performance. Simply being around others has an energizing effect -Enhanced motivation and satisfaction: As described in Chapter 12, people have needs for belongingness and affiliation. Working in teams can meet these needs and create greater camaraderie across the organization. Teams also reduce boredom, increase people's feelings of dignity and self-worth, and give people a chance to develop new skills. Individuals who work in an effective team cope better with stress, enjoy their jobs more, and have a higher level of motivation and commitment to the organization.

4 elements that enable employees to act more freely to accomplish their jobs: information, knowledge, power, and rewards

1. Employees receive information about company performance. In companies where employees are fully empowered, all employees have access to all financial and operational information. 2. Employees have knowledge and skills to contribute to company goals. Companies use training programs and other development tools to help people acquire the knowledge and skills that they need to contribute to organizational performance. 3. Employees have the power to make substantive decisions. Empowered employees have the authority to influence work procedures and organizational performance directly, such as through quality circles or self-directed work teams. 4. Employees are rewarded based on company performance. Organizations that empower workers often reward them based on the results shown in the company's bottom line. Organizations may also use other motivational compensation programs described in Exhibit 12.9 to tie employee efforts to company performance.

Maslow five general types of motivating

1. Physiological needs. These most basic human physical needs include food, water, and oxygen. In the organizational setting, they are reflected in the needs for adequate heat, air, and base salary to ensure survival. 2. Safety needs. These needs include a safe and secure physical and emotional environment and freedom from threats—that is, for freedom from violence and for an orderly society. In the workplace, safety needs reflect the needs for safe jobs, fringe benefits, and job security. Because of the weak economy and high 3. Belongingness needs. These needs reflect the desire to be accepted by one's peers, have friendships, be part of a group, and be loved. In the organization, these needs influence the desire for good relationships with coworkers, participation in a work group, and a positive relationship with supervisors. 4. Esteem needs. These needs relate to the desire for a positive self-image and to receive attention, recognition, and appreciation from others. Within organizations, esteem needs reflect a motivation for recognition, an increase in responsibility, high status, and credit for contributions to the organization. 5. Self-actualization needs. These needs include the need for self-fulfillment, which is the highest need category. They concern developing one's full potential, increasing one's competence, and becoming a better person. Self-actualization needs can be met in the organization by providing people with opportunities to grow, be creative, and acquire training for challenging assignments and advancement.

Asserting influence

1.Use rational persuasion. The most frequently used influence strategy is to apply facts, data, and logical argument to persuade others that a proposed idea, request, or decision is appropriate. Using rational persuasion can often be highly effective because most people have faith in facts and analysis. 2. Help people to like you. People would rather say yes to someone they like than to someone they don't. Effective leaders strive to create goodwill and favorable impressions. When a leader shows consideration and respect, treats people fairly, and demonstrates trust in others, people are more likely to want to help and support this person by doing what he or she asks. In addition, most people like a leader who makes them feel good about themselves, so leaders should never underestimate the power of praise. 3. Rely on the rule of reciprocity. Leaders can influence others through the exchange of benefits and favors. Leaders share what they have—whether it is time, resources, services, or emotional support. The feeling among people is nearly universal that others should be paid back for what they do, in one form or another. This unwritten "rule of reciprocity" means that leaders who do favors for others can expect that others will do favors for them in return. 4. Develop allies. Effective leaders develop networks of allies—people who can help the leader accomplish his or her goals. Leaders talk with followers and others outside formal meetings to understand their needs and concerns, as well as to explain problems and describe the leader's point of view. They strive to reach a meeting of minds with others about the best approach to a problem or decision 5. Ask for what you want. Another way to influence others is to make a direct and personal request. Leaders have to be explicit about what they want or they aren't likely to get it. An explicit proposal is sometimes accepted simply because others have no better alternative. Also, a clear proposal or alternative will often receive support if other options are less well defined. 6. Ask for what you want. Another way to influence others is to make a direct and personal request. Leaders have to be explicit about what they want or they aren't likely to get it. An explicit proposal is sometimes accepted simply because others have no better alternative. Also, a clear proposal or alternative will often receive support if other options are less well defined.

At Rightway Industries, new hires spend a significant portion of their first week of training just walking around the factory, observing other workers and watching them get rewarded for doing their jobs well. This is an example of: a. vicarious learning. b. self-efficacy. c. self-reinforcement. d. delegation. e. experiential learning.

A

centralized network

A centralized network is a communication structure in which team members communicate through a single individual to solve problems or make decisions.

charismatic

A charismatic leader is a leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice.

decentralized network

A decentralized network is a communication structure in which team members freely communicate with one another and arrive at decisions together.

functional team

A functional team is composed of a manager and his or her subordinates in the formal chain of command.

Empowerment

A management practice of sharing information, rewards, and power with employees, facilitating rather than controlling employees, so that they can take initiative and make decisions to solve problems and improve service and performance.

team management

A management style that is often considered the most effective style and is recommended for leaders because organization members work together to accomplish tasks.

E → P expectancy

A person's E → P expectancy is the expectancy that putting effort into a given task will lead to high performance.

Success in collaborative environments

A report from McKinsey & Company, "Leadership through the Crisis and After," notes that the kinds of behaviors that executives say will help their companies through the economic crisis are most often practiced by female managers. Women typically score higher than men on abilities such as motivating others, fostering communication, and listening, abilities that are more important than ever when organizations are going through tough times.

servant leader

A servant leader is a leader who serves others by working to fulfill followers' needs and goals, as well as to achieve the organization's larger mission.

equity

A situation of equity exists when the ratio of one person's outcomes to inputs equals that of another's.

team

A team is a unit of two or more people who interact and coordinate their work to accomplish a common goal to which they are committed and hold themselves mutually accountable.

team norm

A team norm is an informal standard of conduct that is shared by team members and guides their behavior.

Transactional leaders

A transactional leader clarifies subordinates' roles and task requirements, initiates structure, provides rewards, and displays consideration for followers.

Transformational leaders

A transformational leader is distinguished by a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers.

Interpretation of nonverbal messages

About 70 percent of communication occurs nonverbally, but men and women interpret nonverbal communication differently. Women believe that good listening skills involve making eye contact and demonstrating understanding by nodding. To men, listening can take place with minimum eye contact and almost no nonverbal feedback. Further, when a man nods, it means that he agrees. When a woman nods, it means that she is listening. Women tend to be better at interpreting nonverbal communication. They are able to assess coalitions and alliances just by noting who is making eye contact during critical points in a meeting.

vision

An attractive, ideal future that is credible yet not readily attainable.

When you are angry

As our anger increases, so does our inability to communicate effectively. Wait at least two hours to cool off before sending an e-mail message. Then you will be more able to choose the most constructive way to convey that you are upset.

authentic leadership

Authentic leadership refers to leadership by individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity.

Avoidance learning

Avoidance learning is the removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior. Managers apply avoidance learning, called negative reinforcement, when they remove an unpleasant consequence once a behavior is improved.

Andrea is team leader of the focus group at her organization. In the past, the group was plagued by lack of cooperation and disrespect. Today, she told team members that if anyone tried to undermine another member, that person would be kicked off the team. This is an example of a(n): a. critical event. b. explicit statement. c. experiential carryover. d. implied norm. e. accommodation.

B

Which of the following is NOT a need proposed by Maslow in his hierarchy of needs theory? a. Safety needs b. Compensation needs c. Physiological needs d. Esteem needs e. Self-actualization needs

B

Behavior modification

Behavior modification is the name given to the set of techniques by which reinforcement theory is used to modify human behavior.

Abbi works at Railroad Ties. Her bosses continually indicate that her motivational level is low. Abbi agrees, but is unwilling to work harder until the company changes the types of reward it offers its employees. Which of the following is low for Abbi? a. E → P expectancy b. O → P expectancy c. Valence d. Motivators e. O → E indicators

C

According to Herzberg, -----------------------------_is an example of a hygiene factor. a. achievement b. recognition c. pay d. responsibility e. opportunity for growth

C

Channel richness refers to the: a. number of messages a channel can carry at one time. b. speed at which messages can be carried. c. amount of information that can be transmitted during a communication episode. d. number of channels available at any one time. e. profitability potential of a proposed channel.

C

Michael is a member of a work team at Beauty-R-Us Corporation. He often proposes new solutions to team problems. This is an example of which task specialist role? a. Harmonize b. Seek information c. Initiatation d. Reduce tension e. Compromise

C

Channel richness

Channel richness is the amount of information that can be transmitted during a communication episode.

communication apprehension

Communication apprehension is an individual's level of fear or anxiety associated with interpersonal communication.

Communication

Communication is the process by which information is exchanged and understood by two or more people.

Consideration

Consideration is the term used by researchers at The Ohio State University to describe the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.

All of the following behaviors are consistent with the role of a task specialist, EXCEPT: a. seek information. b. initiate ideas. c. summarize. d. compromise. e. energize.

D

Two leadership styles used by Fiedler in his contingency theory were: a. employee-centered and job-centered. b. consideration and initiating structure. c. concern for people and concern for production. d. relationship-oriented and task-oriented. e. employee-oriented and relations-oriented.

D

Diversity

Diversity in terms of functional area and skills, thinking styles, and personal characteristics is often a source of creativity. In addition, diversity may contribute to a healthy level of disagreement that leads to better decision making.

downward communication

Downward communication refers to the messages and information sent from top management to subordinates in a downward direction. Managers can communicate downward to employees in many ways. Some of the most common are through speeches, videos, blogs, podcasts, and company intranets

norming

During the norming stage, conflict is resolved, and team harmony and unity emerge.

storming

During the storming stage, individual personalities emerge. People become more assertive in clarifying their roles and what is expected of them. This stage is marked by conflict and disagreement.

Equity theory

Equity theory focuses on individuals' perceptions of how fairly they are treated relative to others.

Expectancy theory

Expectancy theory proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.

Extinction

Extinction is the withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, extinction involves withholding praise or other positive outcomes.

Extrinsic rewards

Extrinsic rewards are given by another person, typically a manager, and include promotions, praise, and pay increases. They originate externally, as a result of pleasing others.

feedback

Feedback occurs when the receiver responds to the sender's communication with a return message.

Formal communication channels

Formal communication channels are those that flow within the chain of command or task responsibility defined by the organization.

upward communication

Formal upward communication includes messages that flow from the lower to the higher levels of the organization's hierarchy.

Goal-setting theory

Goal-setting theory proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.

grapevine

Gossip typically travels along the grapevine, an informal, person-to-person communication network that is not officially sanctioned by the organization.

Motivators

Herzberg's second factor, motivators, influences job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth.

Horizontal communication

Horizontal communication is the lateral or diagonal exchange of messages among peers or coworkers. It may occur within or across departments. The purpose of horizontal communication is not only to inform but also to request support and coordinate activities.

Humility

Humility means being unpretentious and modest rather than arrogant and prideful.

People feel connected to the company, to one another, and to their managers

In a survey asking people what factors contribute to their engagement, 79 percent of people said "good relationships with coworkers" drove engagement to a high or very high extent. Even more (91 percent) pointed to good relationships with their immediate supervisor as highly important. The behavior of managers makes the biggest difference in whether or not people feel engaged at work. Managers promote engagement when they listen to employees, genuinely care about their concerns, and help them develop positive relationships with colleagues.

Initiating structure

Initiating structure is the term that describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal accomplishment. is the deg

Intrinsic rewards

Intrinsic rewards are the satisfactions that a person receives in the process of performing a particular action.

leadership

Leadership is the ability to influence people toward the attainment of organizational goals.

Listening

Listening involves the skill of grasping both facts and feelings to interpret a message's genuine meaning.

When your message may be misunderstood.

Meet in person with someone who may be defensive about certain issues. A face-to-face conversation ensures that the other person hears your message in the most positive way.

Purposes of conversations

Men's conversations tend to focus on hierarchy—competition for relative power. To men, talk is primarily a means to preserve independence and negotiate and maintain status in a hierarchy. Men tend to use verbal language to exhibit knowledge and skill, such as by telling stories, joking, or passing on information. For most women, although certainly not all, conversation is primarily a language of rapport, a way to establish connections and negotiate relationships. Women use their unique conversational style to show involvement, connection, and participation, such as by seeking similarities and matching experiences with others.

Motivation

Motivation is the arousal of enthusiasm and persistence to pursue a certain course of action.

Nonverbal communication

Nonverbal communication means communicating through actions, gestures, facial expressions, and behavior rather than through words.

hygiene factors

One element of Herzberg's two-factor theory, hygiene factors, focuses on lower-level needs and involves the presence or absence of job dissatisfiers, including working conditions, pay, and company policies.

Open communication

Open communication means sharing all types of information throughout the organization and across functional and hierarchical boundaries.

P → O expectancy

P → O expectancy is the expectancy that high performance of a task will lead to the desired outcome.

Personal communication channels

Personal communication channels exist outside the formally authorized channels. These informal communications coexist with formal channels but may skip hierarchical levels, cutting across vertical chains of command to connect virtually anyone in the organization.

Personal networking

Personal networking refers to the acquisition and cultivation of personal relationships that cross departmental, hierarchical, and even organizational boundaries.

Process theories

Process theories, including goal-setting theory, equity theory, and expectancy theory, explain how people select behaviors with which to meet their needs and determine whether their choices were successful.

Punishment

Punishment is the imposition of unpleasant outcomes on an employee, typically occurring after undesirable behavior.

Reinforcement

Reinforcement is defined as anything that causes a certain behavior to be repeated or inhibited.

Reinforcement theory

Reinforcement theory simply looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees' on-the-job behavior through the appropriate use of immediate rewards and punishments.

Self-managed teams

Self-managed teams typically consist of five to twenty multi-skilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service (e.g., engine assembly or insurance claim processing).

Social facilitation

Social facilitation is the tendency for the presence of other people to influence an individual's motivation and performance.

Social learning theory

Social learning theory is related to the reinforcement perspective, but it proposes that an individual's motivation can result not just from direct experience of rewards and punishments but also from the person's observations of other people's behavior

Strategic conversation

Strategic conversation refers to dialogue across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes, and the values that help achieve important goals.

Strengths

Strengths are natural talents and abilities that have been supported and reinforced with learned knowledge and skills.

Team cohesiveness

Team cohesiveness is defined as the extent to which members are attracted to the team and motivated to remain in it.

Size

Teams need to be large enough to incorporate the diverse skills needed to complete a task, enable members to express good and bad feelings, and aggressively solve problems. However, they also should be small enough to permit members to feel an intimate part of the team and to communicate effectively and efficiently. The ability of people to identify with the team is an important determinant of high performance.

Leadership Grid

The Leadership Grid is a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles.

law of effect

The basic assumption underlying behavior modification is the law of effect, which states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated.

forming

The forming stage of development is a period of orientation and getting acquainted. Members break the ice and test one another for friendship possibilities and task orientation.

message

The message is the tangible formulation of an idea to be sent to the employee

hierarchy of needs theory

The most well known content theory is Maslow's hierarchy of needs theory, which proposes that people are motivated by five categories of needs—physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order.

encodes

The sender encodes the idea by selecting symbols with which to compose a message and selecting a communication channel; the receiver decodes the symbols to interpret the meaning of the message.

socioemotional role

The socioemotional role is a team role in which an individual provides support for team members' emotional needs and helps strengthen social unity.

task specialist role

The task specialist role is a team role in which an individual devotes personal time and energy to helping the team accomplish its activities and reach its goal.

channel

The term channel refers to the medium by which a message is sent, such as a phone call, blog, or text message.

free rider

The term free rider refers to a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work.

People have the chance to learn, grow, and advance

To be fully engaged, people need not only to feel that they are competent to handle what is asked of them, but also that they have the chance to learn and expand their potential. Good managers help employees understand their own unique set of talents, skills, interests, attitudes, and needs; put people in jobs where they can make their best contribution and receive intrinsic rewards every day; and make sure that people have what they need to perform well. In addition, they give people the chance to work on challenging projects, offer high-quality training and learning programs, and provide opportunities for advancement within the organization.

When you are cancelling or apologizing.

To cancel an engagement, pick up the phone and call instead of e-mailing, to demonstrate that you care about the relationship. When an apology is called for, meet in person so that you can ask and receive forgiveness, which goes a long way toward restoring a damaged relationship.

Traits

Traits are distinguishing personal characteristics, such as intelligence, self confidence, energy, and independence.

Managers facilitate strategic conversations by using open communication, actively listening to others, asking questions, and using feedback for learning and change. a. True b. False

True

Valence

Valence is the value of outcomes (rewards) to the individual.

Vicarious learning

Vicarious learning, or observational learning, occurs when an individual sees others perform certain behaviors and get rewarded for them. Enhance an individual's motivation to perform desired behaviors by ensuring that the individual: (1)has a chance to observe the desirable behaviors, (2)accurately perceives the behaviors, (3)remembers the behaviors, (4)has the necessary skills to perform the behaviors, and (5)sees that the behaviors are rewarded by the organization

People feel that they are working toward something important

When employees have a chance to accomplish something that provides real value, they feel a sense of meaningfulness. Good managers help people understand the purpose of their work, which contributes to feelings of pride and dignity. Kenexa, the leading human resources (HR) services company in the United States (recently purchased by IBM), uses psychologists and other scientists to study what motivates employees. One finding is that turnover is significantly lower among people who feel pride in their company and its mission than among those who don't

Decision-making styles.

When women make decisions, they tend to process and think of options out loud. Men process internally until they come up with a solution. Men can sometimes misunderstand women's verbal brainstorming and assume that a woman is seeking approval rather than just thinking aloud.

When you are rebuking or criticizing

While it is never easy to deliver negative feedback, it is better to communicate rebukes or criticisms in person so that you can read visual cues and address any issues that the other person might rais

_____ is a model of leadership that describes the relationship between leadership styles and specific situations. a. A contingency approach b. A universalist approach c. The classical perspective d. The humanistic perspective

a. A contingency approach

Wanda, an employee of Presert Inc., has not achieved her sales targets in the past three fiscal quarters. Hence, unlike her peers, she has not received a pay increment; moreover, her superior has withheld her annual bonus. Which of the following reinforcement tools has Wanda's superior used in this scenario? a. Extinction b. Punishment c. Avoidance learning d. Negative reinforcement

a. Extinction

Which of the following characteristics of ineffective teams shows lack of trust? a. Not feeling safe to reveal mistakes b. Engaging in finger-pointing when things go wrong c. Not being punctual for meetings d. Prioritizing personal ambition over team goals

a. Not feeling safe to reveal mistakes

Jacques manages a team of 15 employees. One of these employees behaves in a disruptive manner, and despite using reminders, disciplinary measures, and nagging, Jacques has not received positive results. Which of the following actions should Jacques take if she wants to use avoidance learning to change the employee's behavior? a. She should stop talking about the need for change when the employee acts appropriately. b. She should let the employee know about the negative effects of disruptive behavior. c. She should educate the other team members to not put up with the said employee's behavior. d. She should praise the employee when he or she makes a contribution, no matter how small.

a. She should stop talking about the need for change when the employee acts appropriately.

Which of the following is true of virtual teams? a. Virtual teams can be local, national, or global, with members coming from one firm or many. b. Communication in virtual teams provides a rich nonverbal context that is missing in teams where members are physically present. c. Virtual teams are composed solely of top organizational members as they deal with confidential organizational information. d. Resolution of conflicts is easier in virtual teams than when members are physically present.

a. Virtual teams can be local, national, or global, with members coming from one firm or many.

In the context of the situational model of leadership, the _____ provides little direction and little support because a leader turns over responsibility for decisions and their implementation to subordinates. a. delegating style b. telling style c. selling style d. participating style

a. delegating style

Teena, the CEO of a popular NGO, works for the fulfillment of her subordinates' goals and for the realization of the NGO's larger purpose. Teena is most likely a(n) _____. a. servant leader b. autocratic leader c. Level 2 leader d. Level 1 leader

a. servant leader

Which of the following is an element of employee engagement? a. A sense of safety b. A sense of meaningfulness c. A sense of authority d. A sense of entitlement

b. A sense of meaningfulness

In the context of Maslow's hierarchy of needs theory, which of the following needs refers to an individual's desire to be accepted by his or her peers? a. Physiological needs b. Belongingness needs c. Self-actualization needs d. Safety needs

b. Belongingness needs

Coercive power stems from the authority to bestow rewards on other people. a. True b. False

b. False -Coercive power is the opposite of reward power. It refers to the authority to punish or recommend punishment. See 11-9: Power and Influence

Derek, the general manager of a software firm, is known to be a modest person. He accepts responsibility for his mistakes and keeps his employees motivated by giving them credit for success. In the context of contemporary leadership, Derek is most likely a _____. a. Level 2 leader b. Level 5 leader c. Level 1 leader d. Level 4 leader

b. Level 5 leader

The employee retention strategy of a nonprofit organization described tactics to increase the job satisfaction of its employees. The organization implemented the tactics, and to assess the feelings of the employees, it conducted an employee survey after the implementation process. Which of the following employee survey outcomes would suggest that the organization was successful in helping its employees achieve intrinsic rewards from their work? a. Most employees feel that "Employee of the Month" awards encourage them to perform better. b. Most employees feel that solving a humanitarian problem fulfills a personal mission. c. Most employees feel that quick promotions help them move up the organizational hierarchy. d. Most employees feel their work is valued because they receive good pay increments.

b. Most employees feel that solving a humanitarian problem fulfills a personal mission.

Which of the following is considered a leader quality? a. Being analytical b. Promoting change c. Assigning tasks d. Being rational

b. Promoting change

In the context of Maslow's hierarchy of needs theory, which of the following individuals has satisfied her safety needs at her workplace? a. Renee, an assistant manager at Osmosis Spa, who has been promoted to the managerial position because of her dedication to work b. Sara, who has been hired for a permanent position in a start-up firm after being unemployed for over six months c. Sally, a lawyer at Knick Corp., who has been given the opportunity to become a partner at the firm d. Dora, who has received a warm welcome from her team members after returning from a three-month sabbatical

b. Sara, who has been hired for a permanent position in a start-up firm after being unemployed for over six months

Which of the following styles of conflict management is a manager using when he or she insists on working out a solution that incorporates insights from all people involved to reach a consensus, thereby enabling both parties to win? a. The accommodating style b. The collaborating style c. The dominating style d. The avoiding style

b. The collaborating style

Which of the following is a factor in the team's context that influences cohesiveness? a. Personal attraction to the team b. The presence of competition c. Team interaction d. The concept of shared goals

b. The presence of competition

David is the managing director of a clothing brand whose sales in the past year were bad. David, who is a Level 5 leader, has to deliver a speech during the company's annual conference. He will most likely: a. teach his subordinates how to work toward improving sales. b. accept full responsibility for the poor sales performance. c. avoid talking about the company's negatives. d. criticize his subordinates for the poor sales performance.

b. accept full responsibility for the poor sales performance.

In a review of more than 7,000 360-degree performance evaluations, women were rated lower on: a. interactive leadership abilities. b. developing a strategic perspective. c. the ability to build relationships. d. the ability to motivate others.

b. developing a strategic perspective.

When a manager decides to give a sales executive a bonus at the end of the fiscal year for a job well done, it is an _____ for the sales executive. a. intrinsic reward b. extrinsic reward c. intangible reward d. abstract reward

b. extrinsic reward

Rehan was placed in charge of two teams: Team A and Team B. Team A's members reported that they were very satisfied, but they were unproductive. Team B focused only on task accomplishment and was effective for a short amount of time, but its members were not very satisfied. As an effective team leader, Rehan should: a. insist that the members of Team B host more non-task interactions. b. form a team that consists of members from both Team A and Team B. c. ask Team A and Team B to figure out solutions to their respective problems. d. ask the members of Team A to work the same way that Team B works.

b. form a team that consists of members from both Team A and Team B.

Victoria, the CEO of a graphic design firm, is a leader who focuses on relationships rather than using position power to control her employees. She is a good listener and uses collaborative methods in the decision-making process. This is most likely an example of _____. a. centralized management b. interactive leadership c. top-down management d. autocratic leadership

b. interactive leadership

In the context of teams, _____ occurs when members of a team feel interpersonal incompatibility, which leads to tension and personal animosity among them. a. task conflict b. relationship conflict c. deindividuation d. groupthink

b. relationship conflict

A group of two or more people who interact with one another and coordinate their work to accomplish a common goal is called a: a. subsidiary. b. team. c. federation. d. corporate university.

b. team.

Which of the following is considered a manager quality? a. Being a visionary b. Being innovative c. Being rational d. Being a nurturer

c. Being rational

A large multinational organization formed from mergers and acquisitions experienced a lot of disruptive behaviors at all levels. With a new CEO at the helm, the organization made a concerted effort to train its employees about ways to achieve a consensus. Which of the following outcomes shows that the training was successful? a. Conflicts are solved by assertiveness for quick action. b. People arrive at expedient solutions under pressure. c. Insights from different people merge into overall solutions. d. No further conflicts are expressed between people or teams.

c. Insights from different people merge into overall solutions.

_____ refers to incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work. a. Job embeddedness b. Job rotation c. Job enrichment d. Job simplification

c. Job enrichment

The HR manager of a company that provides security services to business firms interviewed the employees of the company's emergency department and found room for improvement in satisfying their safety needs. Which of the following actions is most likely to help the company meet the employees' safety needs? a. Increasing their responsibilities b. Increasing their base salary c. Providing fringe benefits d. Providing opportunities for autonomy

c. Providing fringe benefits

Finch & Tye is an investment firm. After a tumultuous fiscal year in which several top executives of the firm were replaced suddenly, the firm designed a plan to better engage employees. Which of the following outcomes indicates that the firm's efforts were successful? a. Reduced work hours b. Increased encapsulated development c. Reduced employee turnover d. Increased Machiavellianism in the firm's employees

c. Reduced employee turnover

Kevin, the general manager of Rextro Inc., is asked to mentor new employees and to provide his inputs in all major decisions of the company. He has the autonomy to take up any project that he thinks would benefit the company. As a result, Kevin feels highly competent, valued, and satisfied at work. He also feels that the company offers him opportunities to grow and become creative. In the given scenario, which of the following needs, as identified by Maslow, has Kevin satisfied by his achievement at his workplace? a. Peer-affiliation needs b. Existence needs c. Self-actualization needs d. Relatedness needs

c. Self-actualization needs

_____ is the idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is moving toward meaningful goals. a. The making progress principle b. Vicarious learning c. The frustration-regression principle d. Avoidance learning

c. The frustration-regression principle

In the context of Vroom's expectancy theory, which of the following terms refers to the value of outcomes, or attraction to outcomes, for an individual? a. Effort b. Performance c. Valence d. Maintenance

c. Valence

In the context of followership, the _____ is a passive, yet independent, critical thinker. a. conformist b. pragmatic survivor c. alienated follower d. passive follower

c. alienated follower

The set of techniques by which reinforcement theory is used to change human behavior is called: a. reverse mentoring. b. encapsulated development. c. behavior modification. d. life coaching.

c. behavior modification.

Maya is the store manager of a popular fast food chain. She is committed to ensuring that her employees work in a nurturing environment that promotes growth and increases work satisfaction. She respects her employees' ideas and opinions and always attempts to address their issues. Maya's behavior is most likely an example of _____. a. cost leadership b. collective bargaining c. consideration d. autocracy

c. consideration

In the context of motivational compensation programs, _____ rewards all employees and managers within a business unit when predetermined performance targets are met. a. pay for performance b. an employee stock option plan c. gain sharing d. a piece-rate system

c. gain sharing

Maya, an employee in a content writing firm, completes tasks assigned to her only when she is supervised. She does not take initiative and does not think critically. In this scenario, Maya is most likely a(n) _____. a. pragmatic survivor b. conformist c. passive follower d. alienated follower

c. passive follower

Hilary was put on a new team by her manager. Ever since she shifted teams, Hilary has felt energized and motivated toward higher performance because her friends work in the same team. She and her friends work together to come up with creative ideas and solutions to problems. In the given scenario, Hilary's manager recognized that _____ was most likely to produce a positive change for Hilary. a. gain sharing b. self-management c. social facilitation d. cross-functionality

c. social facilitation

The _____ of team development is marked by conflict and disagreement; during this stage, the team members are likely to have a heated conversation about their roles and the team's goals. a. performing stage b. norming stage c. storming stage d. forming stage

c. storming stage

A(n) _____ is a leader who has a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers. a. servant leader b. autocratic leader c. transformational leader d. transactional leader

c. transformational leader

Harry, a new employee in Gregory & Sons, notices that the top performers in his team are highly appreciated and rewarded by the superiors. Hence, he becomes determined to be good at work so that he also gets recognition from his team members and superiors. He becomes punctual to work and shows more dedication and initiative. The given scenario exemplifies the concept of _____. a. extinction b. avoidance learning c. vicarious learning d. negative reinforcement

c. vicarious learning

The managers of the editorial department and the marketing department of a company have a long history of conflict. They have competed over resources, fought over goals, and suffered communication breakdowns in the past. Which of the following statements by the sales manager could lead to less conflict and a positive long-term relationship between them in the future? a. "Arbitrative negotiation puts our needs on the table." b. "Distributive negotiation could help us out." c. "We should stop interacting so frequently." d. "Let's try integrative negotiation methods."

d. "Let's try integrative negotiation methods."

Bartholomew is not respected by his team members because he wastes a lot of time on the Internet and does not contribute to the team's productivity. Which of the following actions should Bartholomew's manager take to demonstrate good leadership? a. Give him resources for entrepreneurship b. Reward him for being a liaison c. Expand his facilitator role d. Assign him specific responsibilities and hold him accountable

d. Assign him specific responsibilities and hold him accountable

_____ refers to individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness. a. Servant leadership b. Autocratic leadership c. Level 1 leadership d. Authentic leadership

d. Authentic leadership

Which of the following is one of the three aspects of leadership that stand out? a. Fixed assets b. A company's external environment c. A company's working capital d. Goals

d. Goals

Hidekai likes to start team meetings with a joke or funny story that gets people talking and laughing. Based on this information, Hidekai most likely plays _____. a. the role of a facilitator b. a task specialist role c. the role of an energizer d. a socioemotional role

d. a socioemotional role

Callie is part of a project team at work. When she realizes that she has made an error in her work or said something wrong, she tends to accept it openly and correct herself. Callie prefers to maintain harmony when arguments arise; she steps down and lets others proceed with their ideas when she feels that the issue is more important to them. In the context of the different styles of handling conflict, Callie uses the _____. a. dominating style b. avoiding style c. collaborating style d. accommodating style

d. accommodating style

Brian works at an investment firm. He is not respected by his team members because he spends a lot of time on the Internet playing games. He does not participate in team activities or contribute to the team's work. Whenever the team receives a reward, Brian's team members feel that he is unnecessarily rewarded for the hard work of others. In the context of the dilemmas of teamwork, Brian is a _____. a. task specialist b. gatekeeper c. harmonizer d. free rider

d. free rider

A _____ is composed of a manager and his or her subordinates in the formal chain of command. a. self-managed team b. task force c. cross-functional team d. functional team

d. functional team

Brenda, a manager in an advertising company, is highly task-oriented and assigns her subordinates different goals. Brenda is most likely high on _____. a. autocratic behavior b. consideration c. nepotism d. initiating structure

d. initiating structure

In the context of situational substitutes for leadership, a(n) _____ is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors. a. stressor b. exemplar c. stimulant d. neutralizer

d. neutralizer

Keith, a manager, reported to his supervisor that his team was finally working without any of the disruptive conflicts that had slowed its progress earlier. He tells his supervisor that all conflicts have been resolved, and team members are developing a sense of team cohesion. Based on this information, Keith's team is in the _____ of team development. a. forming stage b. storming stage c. performing stage d. norming stage

d. norming stage

A primary distinction between management and leadership is that management: a. means being willing to take reasonable risks. b. promotes vision and change. c. means questioning the status quo. d. promotes order within the existing organizational structure and systems.

d. promotes order within the existing organizational structure and systems.

In the context of the situational model of leadership, the _____ is one where a leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks. a. telling style b. delegating style c. participating style d. selling style

d. selling style

Lucy puts together a team to work on a new project. During a meeting, the team members disagree over the methods to handle the project. They have conflicting perceptions about the activities to be performed and do not seem to get along with each other. Some members even question some of Lucy's decisions for the project. In the context of the stages of team development, Lucy's team is in the _____. a. forming stage b. norming stage c. performing stage d. storming stage

d. storming stage

cross-functional team

is composed of employees from about the same hierarchical level, but from different areas of expertise. One type of cross-functional team is a task force, which is a group of employees from different departments formed to deal with a specific activity and existing only until the task is completed

Expert Power

is power that results from a leader's special knowledge or skill in the tasks performed by subordinates.

Legitimate power

is power that stems from a manager's formal position in an organization and the authority granted by that position.

Positive reinforcement

is the administration of a pleasant and rewarding consequence following a desired behavior. Research shows that positive reinforcement does help motivate desired behaviors. Moreover, nonfinancial reinforcements such as positive feedback, social recognition, and attention are just as effective as financial incentives

Power

is the potential ability to influence the behavior of others

Adjourning

occurs in committees and teams that have a limited task to perform and are disbanded afterward. During this stage, the emphasis is on wrapping up and gearing down. Task performance is no longer a top priority. Members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team's disbanding. At this point, the leader may wish to signify the team's disbanding with a ritual or ceremony, perhaps giving out plaques and awards to members to signify closure and completeness.

Feedback

occurs when the receiver responds to the sender's communication with a return message

Referent power

results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader.

Reward power

results from the authority to bestow rewards.

Coercive power

stems from the authority to punish or recommend punishment.

Types of behavior that have been identified as applicable to effective leadership

task-oriented behavior and people-oriented behavior

Performing

the major emphasis is on problem solving and accomplishing the assigned task. Members are committed to the team's mission. They are coordinated with one another and handle disagreements in a mature way. They confront and resolve problems in the interest of task accomplishment. They interact frequently and direct their discussions and influence toward achieving team goals. During this stage, the leader should concentrate on managing high task performance. Both socioemotional and task specialist roles contribute to the team's functioning.

Influence

the relationship among people is not passive. Moreover, influence is designed to achieve some end or goal