mgmt exam 4 study guide

performance-to-outcome:

interval's perception that performance will lead to a specific outcome. When employee is certain that high performance will result in reward the performance-to-outcome approaches 1.00

valence

- index of how much an individual desires a particular outcome, attractiveness

Legitimate power

-is essentially authority: -it is power that the organization grants to people occupying particular positions in the hierarchy. -a manager can tell subordinates what to do and how to do it. -this power does not constitute leadership

Coercive power

-is the ability to force compliance by means of psychological, emotional, or physical threat. humiliation, and manipulation. -The more coercive power a manager uses, the less others will view the manager as a leader. -Now is limited to verbal reprimands, written reprimands, disciplinary layoffs, fines, demotion and termination

what is ERG theory

-suggests that more than one level of need can cause motivation at the same time - People's needs are grouped into 3 possibly overlapping categories

4 Assumptions of Expectancy Theory

1. Assumes that behavior is determined by a combination of forces in the individual and in the environment 2. Assumes that people make decisions about their own behavior in organizations 3. Assumes that different people have different types of needs, desires, goals 4. given behavior leads to an outcome

what are the 3 groups of core needs for ERG theory

1. Existence needs 2. related needs 3. growth needs,

3 elements of charismatic leader

1. Leader needs to be able to envision the future, set high expectations, and model behaviors consistent with meeting those expectations 2. The charismatic leader must be able to energize others through a demonstration of personal excitement, personal confidence and patterns of success 3. Enables others by supporting them, empathizing with them, and expressing confidence in them

what is impression management

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

Positive reinforcement

A method of strengthening behavior Is a reward or a positive outcome after a desired behavior is performed

what is political behavior

Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes May be directed upward, downward, or laterally Top levels thought to be more political

Avoidance

An employee may come to work on time to avoid a reprimand Employee is motivated to perform a good behavior to avoid a consequence

what is charismatic leadership

Assumes that charisma is an individual characteristic of the leader

Referent power

Based on identification, imitation loyalty, or charisma Abstract Followers might choose to imitate a leader by wearing the same clothing

Existence needs-

Correspond to the physiological and security needs

Relatedness needs-

Focus on how people relate to their social environment Need to belong

manager who believed in the use of reinforcement theory, he believed in so much that you say he was

INSTRUMENTAL to every facet of his organization

what is a type A personality

Individuals who are extremely competitive, very devoted to work, have a strong sense of time urgency

What is a type B personality

Individuals who are less competitive, less devoted to work, have a weaker sense of time urgency

what are the differences of managers and leaders

Managers: More organizational and necessary for results Leaders: More motivational and needed for change

Sensing (S) vs. Intuition (I):

The sensing type preferred concrete things, while intuitive people prefer abstract concepts

what is equity theory

People are motivated to seek social equity in the rewards they receive for performance

what do managers control

Salary increases Bonuses Promotions Praise and recognition

what are the characteristics of goals

Specific, Measurable, Achievable, Relevant and Timed

what is expectancy theory

Suggests that motivation depends on two things: How much we want something and how likely we are to get it

equity theory

Suggests that people view their outcomes and inputs as a ratio and then compare it to someone else's ratio Result of comparison→ may feel equitably rewarded, under rewarded, or over rewarded

What is power?

The ability to affect the behaviors of others

what is organizational citizenship

The behavior of individuals that makes a positive overall contribution to the organization

employee-centered leader behavior

The behavior of leaders who develop cohesive work groups and ensure employee satisfaction, Primary concern-welfare of subordinates

job-centered leader behavior

The behavior of leaders who pay close attention to the job, work procedures involved with that job, Keenly interested in performance

Growth needs-

The highest level Include the needs for self-esteem and self-actualization

what is stereotyping

The process of categorizing or labeling people on the basis of a single attribute

Example of Equity Theory

To illustrate, say that Frederick has 8 years of management experience and the title Senior Manager, but Maraj has 6 years of management experience and the more prestigious title Executive Director. Frederick feels that his ratio of experience (input) to title prestige (outcome) is less than Maraj's, and he feels under-rewarded. Frederick Is likely to reduce his effort at work, ask for a higher-status job title, or seek some other reward to bring his ratio of inputs to outputs more equitable relative to Maria's.

Punishment

Used by managers to weaken undesired behaviors When an employee is doing poor work, coming to work late, or interfering with the work of others the manager might resort to reprimands, discipline or fines

Compressed work schedule

Working a full 40 hour week in fewer than the traditional 5 days Example: Working 10 hours a day for four days Working 12 hours a day for 3 days

Burnout

a feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time

example of stereotyping

a manager believes that communication skills are important for a particular job and that speech communication majors tend to have exceptionally good communication skills

o Frustration Regression

allows person to back down the hierarchy when frustrated

what is Myers Briggs

an approach to understanding personality that classifies people as one of 16 types

example of organizational citizenship

an employee who does work that is acceptable in terms of both quantity and quality. However, she refuses to work beyond precise hours. Although this person may be seen as a good performer, she is not likely to be seen as a good organizational citizen.

what is a psychological contract

an individual set of expectations about what they will contribute to the organization and what the organization will provide in return

achievement-oriented leader:

behavior means setting challenging goals, expecting subordinates to perform at high levels, Encouraging subordinates, Showing confidence in subordinates' abilities

supportive leader behavior:

being friendly and approachable, showing concern for subordinates welfare, and treating them as equals

task oriented:

best suited for highly favorable and highly unfavorable situations

being thanked by the boss at every weekly team meeting

fixed interval schedule provides reinforcements at fixed times

participative leader behavior:

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

receiving a coupon for the cafeteria after every 20 sales calls

fixed ratio schedule reinforcement after several behaviors

variable work schedule:

depart from whatever fixed work hours the organization has traditionally had

what are the characteristics of leadership behavior

directive leader behavior supportive leader behavior participative leader behavior achievement-oriented leader behavior

psychological consequences of stress:

disturbed sleep, depression, and difficulties relating to family members medical

job sharing:

divides one full time job between two part-time employees One may come in from 8 to 12 and the other 1 to 5

Individual contribution to a psychological contract

effort, ability, loyalty, skills, time, and competencies

telecommuting:

employees work partly or wholly off-site, usually at home

function of leaders:

establishing direction, aligning people, motivating and inspiring

how to individuals manage stress

exercise, relaxation, time management, and support groups

Extraversion (E) vs. Introversion (I):

extraverts et energy from being around other people, while introverts recharge their energy by begin alone

flexible work schedule:

give employees a great deal of control over what hours they work, can include core hours

consequences of stress:

heart disease, stroke, heart attack, ulcers, and skin condition

effort-to-performance expectancy:

individual perception of the probability that effort will lead to high performance. When employee is confident that effort will produce high performance expectancy is close to 1.00.

what are the traits of leadership

integrity, self-awareness, courage, respect, empathy, and gratitude

what is an alternative work arrangement

intended to enhance employee motivation and performance by providing employees with greater flexibility in how and when they work

Reward power

is the ability to give or withhold formal and informal rewards.

Judging (J) vs. Perceiving (P):

jading people enjoy making decisions and completing work while perceiving types enjoy the process of reaching decisions and open-ended situations

what are the various types of power

legitimate power reward power coercive power referent power expert power

directive leader behavior:

lets subordinates know what's expected of them, gives guide and direction, Schedules work

managers vs leaders in creating an agenda

manager: planning and budgeting leader: establishing direction

managers vs leaders in executing plans

managers: controlling and problem solving leaders: motivating and inspiring

managers vs leaders in developing a human network

managers: organizing and staffing Leaders: aligning people

what constitutes a well designed goal

must be challenging, focused, measurable and relevant

example of legitimate power

o Dr. Wessner asks you to have a paper turned into his office Monday morning at 8 am

Relationship oriented

o best in situation in the middle range

obligation:

one manager supports another manager without eighth particularly believing in the benefits of the plan

how do organizations help employees manage stress

ongoing wellness stress program, sending employees to workshops or seminars on stress management, Installing a gym on site or negotiating reduced health club membership fees

organizational contribution to a psychological contract

pay, job security, benefits, career opportunities, status, and promotion opportunities

what is the reinforcement theory of motivation

people tend to repeat behavior that is rewarded, and they tend to stop a behavior that results in a negative outcome

what is LPC theory

people whose leadership style is relationship-oriented tend to describe their least preferred coworkers in a more positive manner, while those whose style is task-oriented rate them more negatively. Developed by Fred Fiedler Stands for least preferred coworker

function of managers:

planning and budgeting, organizing and staffing, controlling and problem solving

persuasion:

relies on both logic and emotion

Behavioral consequences of stress:

substance abuse, disordered eating, and violence

what is path goal theory

the primary function of a leader are to make available rewards that employees value, to tell employees what behaviors will lead to goal accomplishment, Should clarify the paths to goal attainment

Thinking (T) vs Feeling (F):

thinking individual tend to rely on logic and reason to make decisions while feeling individual usually ground their decisions on emotion

what information is in the Michigan studies

this research identified two basic forms of leader behavior: job centered and employee centered Rensis Likert was the leader Began studying in 1940

coercion:

use of threats or force to achieve an aim

receiving a bonus after every third, fifth, or seventh sale, at random

variable ratio schedule reinforcement after varying #'s of behavior

receiving praise from the manager when she makes time to review productivity daily

variable-interval schedule varied times

extinction

weakens bad behavior by not engaging/ignoring them

Inducement:

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

example of impressions management

will pay close attention to the choice of attire, selection of language, and use of manners and body posture.

4 kinds of leader behavior

§ Directive § Supportive § Participative § Achievement-Oriented

Porter-Lawler Expectancy Theory

§ High performance may lead to satisfaction that results from rewards given for high performance § High performing workers will become motivated § Reverses direction of causation

Favorableness is dependent on 3 things

§ Leader-member relations · Relationship between leader and the work group § Task structure · Degree to which the groups task is defined § Position Power · Power vested in leadership position

4 categories of work-related stressors

§ Task demands - quick decisions, critical decisions, not having all info § Physical - job setting, threats to health, temperatures, poorly designed § Roll - the roll we play in the organization § Interpersonal - relationships, group pressures, leadership styles, conflicts

expert power

· Personal accrued power based on expertise Dr. Wessner is our professor because he is considered an expert in his field of study

Environmental Characteristics of workplace

· Task structure · Formal authority system

Personal Characteristics of subordinates

· The perception of their abilities · Locus of control