MGT 101 final exam

Channel Richness

A channel's ability to transmit information

Servent Leader

A leader who leads by example and forms strong relationships with employees, puts followers first

Committee

A permanent formal group that does specific tasks

Legitimate Power

A person's formal position in an organization and the authority that accompanies that position

Expert Power

A person's special knowledge or expertise in a particular area

Team

A small number of people with complementary skills who are committed to a common purpose

Task Group

A temporary group responsible for bringing about a particular change

Negative Reinforcement

Allowing employees to avoid negative consequences for performing the behavior

Flex time Schedule

Allows employees to choose their starting and ending times at work

Motivation

An inner drive that directs behavior towards goals, relate to content of work

Noise

Anything that interferes with the message being communicated

Norms

Appropriate behavior for group members; help reduce the disruption and chaos

Informal Team

Arise naturally from social interaction and relationships, loosely organized

Leadership Substitute

Aspects of the task that act in place of leader behavior

Leadership Enhancer

Aspects of the task that amplify a leader's impact on employees

Leadership Neutralizer

Aspects of the task that have the effect of paralyzing a leadership behavior.

Situational Theory

Based on the premise that a leader's style should be contingent on subordinates' competence and commitment. (PSDT)

Task-Oriented

Behaviors designed primarily and specifically to get tasks completed

Power

Capacity to influence the behavior and attitudes of others

Norming

Conflicts are largely solved and harmony ensues

Relationship Oriented Behavaiors

Considerate, supportive, and helpful behaviors towards others

Pivotal

Critical for success or productivity

Cross Functional

Cut across the firm's hierarchy; temporary

Upward Communication

Flows from lower to higher levels

Transformational Leadership

Going beyond mere exchange relationships by inspiring employees to look beyond their own self-interests and by generating awareness and acceptance of the group's purposes and mission.

Storming

Group members begin to assert their roles

Forming

Group members meet for the first time

Information Power

Having access to important information that is not common knowldge

Path-Goal Theory

How a leader affects employees' perceptions of their personal and work goals and the path to attainment

Equity Process Theory

Individuals strive to engage in equitable exchanges or relationships

Written Communication

Information and meaning transferred to recorded words

Nonverbal Communication

Information conveyed by actions and behaviors rather than spoken or written

Charisma

Inspires admiration, respect, loyalty, and desire to emulate. A leader's control over punishments or the capacity to deny rewards

Leader Member Exchange (LMX)

Leaders develop unique working relationships with their subordinates. It focuses on the interaction between a leader and subordinates.

Social Learning Theory

Maintains that employees learn through observation and person qualities as well as from direct experience

Transactional Leadership

Managers engage in both task and consideration-oriented behaviors in an exchange manner. Traditional

Performing Stage

Members have reached a level of maturity that facilitates total task involvement

Expectancy Theory

Motivation depends not only on how much a person wants something but also how he or she perceives the likelihood of getting it

Relevant

Not as critical as pivotal norms

Peripheral

Not important or extracurricular

Gossip Chain

One person spread information to many people

Reward Power

Organizational power that stems from a person's ability to bestow rewards

Authentic Leader

Passionate about company objectives, models corporate values in the workplace, and forms strong relationships with stakeholders

Functional Group

Perform specific organization functions

Referent Power

Personal power that results when a person identifies with or admires others

Coercive Power

Power derived from a leader's control over punishments or denial of rewards

Reinforcement Theory

Process theory that assures that behavior may be reinforced by relating it to its consequences

Positive Punishment

Provides negative consequences to reduce undesired behaviors

Empowerment

Providing employees with the ability to contribute input and on responsibilities for organizational decisions

Listening

Receiving and understanding information

Maintenance Hygiene Factors

Relate to the work setting and include adequate wages, comfortable working conditions, fair company policies and job security

Positive Reinforcement

Rewarding positive outcomes

Project Team

Run their operation and are totally in control of work project

Contingency Theory

Successful leadership requires matching leaders with primarily stable leadership styles

Adjourning Stage

Task forces, project teams and committees complete their task

Body Language

The broad range of body motions and behaviors that send messages to a receiver

Horizontal Communication

The exchange of information among individuals on the same level

Channel

The medium or method used to transmit the intended information and meaning

Receiver

The person to whom the information and meaning are sent

Sender

The person who wishes to relay or share information and meaning

Leadership

The process of influencing the activities of an individual or group towards a goal

Decoding

The process of interpreting and attaching personal meaning to the message

Communication

The process through which information and meaning are transferred from one person to another

Feedback

The receiver's response to sender's communication

Free-Riding

The tendency for some individuals to perform less than their optimum in groups

Cohesiveness

The tendency of group members to unite in their pursuit of group goals

Downward Communication

The traditional flow of information from upper to lower levels

Content Theory

Theories that assure that workers are motivated by the desire to satisfy needs

Goal Setting Theory

Theory that recognizes the importance of goals in improving employee performance

Incoding

Transforming your information into understandable symbls

Process Theory

Try to determine how and why employee are motivated to perform.

Job Sharing

Two people do one job

Negative Punishment

Weakens behavior by not giving positive consequences. EXTINCTION

Diagonal Communication

When individuals from different units and organizational levels communicate

Fiedler's Contingency Theory

Whether a leader is successful depends on the favorability of the situation as defined by 1) the quality of leader-member relations 2) the level of task structure 3) the position power of the leader

Verbal Communication

Words spoken to convey information and meaning

Compressed Working

a four-day period in which an employee works 40 hours

Formal groups

created by the organization as part of its formal structure

Maslow's Hierarchy of Needs

five needs that people strive to accomplish; Self actualization, Esteem, Social, Security, Phsyiological

Grapevine

informal communication channels