Management test 3

Self-actualization need

Maslow's fifth and final set of human needs- reflecting the human desire to maximize personal potential

Psychological need

Maslow's first set of human needs- for the normal functioning of the body, including the desires for water, food, rest, sex, and air

Esteem need

Maslow's fourth set of human needs- including the desires for self-respect, and respect from others

Security or safety need

Maslow's second set of human needs, reflecting the human desire to keep free from physical harm

Social need

Maslow's third set of human needs- reflecting the human desire to belong, including longings for friendship, companionship, and love

Argyris's maturity-immaturity continuum

a concept that furnishes insights into human needs by focusing on an individual's natural progress from immaturity to maturity

Employee-centered behavior

a leader behavior that focuses primarily on subordinates as people

Information system

a network of applications established within an organization to provide managers with information that will assist them in decision making. It gets information to where it is needed

Flextime

a program that allows workers to complete their jobs within a workweek of a normal number of hours that they schedule themselves

Behavior modification

a program that focuses on encouraging appropriate behavior by controlling the consequences of that behavior

Positive reinforcement

a reward that consists of desirable consequences of behavior

Negative reinforcement

a reward that consists of the elimination of an undesirable consequence of behavior

Theory X

a set of essentially negative assumptions about human nature

Theory Y

a set of essentially positive assumptions about human nature

Symptom

a sign that a problem exists

Supportive behavior

aimed at being friendly with followers and showing interest in them as human beings

Participative behavior

aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions

Achievement behavior

aimed at setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge

Direct behavior

aimed at telling followers what to do and how to do it

Alderfer's ERG theory

an explanation of human needs that divides them into three basic types: existence needs, relatedness needs, and growth needs

McClelland's acquired needs thoery

an explanation of human needs that focuses on the desires for achievement, power, and affiliation that people develop as a result of their life experiences

Equity theory

an explanation of motivation that emphasizes the individual's perceived fairness of an employment situation and how perceived inequities can cause certain behaviors

Motivation strength

an individual's degree of desire to perform a behavior

Trait approach to leadership

an outdated view of leadership that sees the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader

Servant leadership

approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests

Technology

consists of any type of equipment of process that organization members use in the performance of their work

Control

entails ensuring that an event occurs as it was planned to occur

Process theory of motivation

explanations of motivation that emphasize how individuals are motivated

Content theory of motivation

explanations of motivation that emphasize peoples' internal characteristics

Problem

factors within an organization that are barriers to organizational goal attainment

Data

facts or statistics

Hygiene or maintenance factors

items that influence the degree of job dissatisfaction

Motivating factors

items that influence the degree of job satisfaction

Job-centered behavior

leader behavior that focuses primarily on the work a subordinate is doing

Consideration behavior

leadership behavior that affects friendship, mutual trust, respect, and warmth in the relationship between leaders and followers

Life cycle theory of leadership

leadership concept that hypothesizes that leadership styles should reflect primarily the maturity level of the followers

Contingency theory of leadership

leadership concept that hypothesizes that, in any given leadership situation, success is determined primarily by the degree to which the task being preformed by the followers is structured, the degree of position power possessed by the leader, and the type of relationship that exists between the leader and the followers

Transformational leadership

leadership that inspires organizational success by profoundly affecting followers; beliefs in what an organization should be, as well as their values, such as justice and integrity

Coaching

leadership that instructs followers on how to meet the special organizational challenges they face

Entrepreneurial leadership

leadership that is based on the attitude that the leader is self-employed

Superleadership

leading by showing others how to lead themselves

Corrective action

managerial activity aimed at bringing organizational performance up to the level of performance standards

Vroom-Yetton-Jago model of leadership

modern view of leadership that suggests that successful leadership requires determining, through a decision tree, what style of leadership will produce decisions that are beneficial to the organization and will be accepted and committed to by subordinates

Needs-goal theory

motivation model that hypothesizes that felt needs cause human behavior

Vroom expectancy theory

motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength depends on an individual's degree of desire to perform a behavior

Porter-Lawler theory

motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength is determined primarily by the perceived value of the result of performing the behavior and the perceived probability that the behavior performed will cause the result to materialize

Position power

power derived from the organizational position a manager holds

Situational approach to leadership

relatively modern view of leadership that suggests that successful leadership requires a unique combination of leaders, followers, and leadership situations

Extrinsic reward

rewards that are extraneous to the task accomplished

Intrinsic reward

rewards that come directly from performing a task

Information

set of conclusions derived from data analysis

Information technology

technology that focuses on the use of information in the performance of work

Information quantity

the amount of decision-related information a manager possesses

Leadership style

the behavior a leader exhibits while guiding organization members in appropriate directions

Information appropriateness

the degree to which information is relevant to the decision-making situation the manager faces

Information quality

the degree to which information represents reality

Task structure

the degree to which the goals-- the work to be done-- and other situational factors are outlined clearly

Leader-member relations

the degree to which the leader feels accepted by the followers

Need for power

the desire to control, influence, or be responsible for others

Need for achievement

the desire to do something better or more efficiently than it has ever been done before

Need for affiliation

the desire to maintain close, friendly, personal relationships

Theory Z

the effectiveness dimension that implies that managers who use either Theory X or Theory Y assumptions when dealing with people can be successful, depending on their situation

Total power

the entire amount of power an individual in an organization possesses. It is made up of position power and personal power

Power

the extent to which an individual is able to influence others so that they respond to orders

Information timeliness

the extent to which the receipt of information allows decisions to be made and action to be taken so the organization can gain some benefit from possessing the information

Leader flexibility

the idea that successful leaders must change their leadership styles as they encounter different situations

Motivation

the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal

Structure behavior

the leadership ability that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures that the followers should adhere to in performing their jobs

Standard

the level of activity established to serve as a model for evaluating organizational performance

Growth need

the need for continuing personal growth and development

Existence need

the need for physical well-being

Relatedness need

the need for satisfying interpersonal relationships

Personal power

the power derived from a manager's relationships with others

Punishment

the presentation of an undesirable behavior consequence or the removal of a desirable one that decreases the likelihood that the behavior will continue

Controlling

the process managers go through to control. It is a systematic effort to compare performance to predetermined standards, plans, or objectives to determine whether performance is in line with those standards or needs to be corrected

Leadership

the process of directing the behavior of others toward the accomplishment of objectives

Job enrichment

the process of incorporating motivators into a job situation

Job enlargement

the process of increasing the number of operations an individual performs in order to enhance the individual's satisfaction in work

Job rotation

the process of moving workers from one job to another rather than requiring them to perform only one simple and specialized job over the long term

Path-goal theory of leadership

theory of leadership that suggests that the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards