Org Beh
the oldest informal communication channel founded on social relationships rather than organizational charts or job descriptions
grapevine
____________________ is a study that attempts to understand the behavior in which people interact with, influence, and are influenced by others within groups
group dynamics
Horizontal Integration
"Same kind of service in multiple places", integrating geographically, Spreading what you have
The factors that contribute to or inhibit group cohesiveness
(1) the size of the group - less cohesive as size increases, (2) experience of success by the group - no one wants to stay on a losing team, (3) group status - sense of belonging to a group with a high reputation, and (4) outside threats to the group - affect conformity and performance
Hersey and Blanchard's Situational Leadership Model
(see Figure 10-4), as the employee cultivates knowledge, skills, and abilities to perform at increasing levels of expectations, the manager modifies his or her leadership style. As the subordinate passes through different stages of commitment 200 201 and competence, the leader varies the amount of direction and support given. The leader plays various roles of directing, coaching, supporting, and delegating as the subordinate "matures" and becomes able to perform more activities. The varying amounts of direction and support given are conceptualized into four leadership styles: Telling, Selling, Participating, and Delegating.
Charactericstics that define a group
(1) Two or more people in social interaction (2) a stable structure (3) common interests or goals, and (4) the individuals perceiving themselves as a group
impoverished
According to French and Raven, an individual can only hold one source of power at a time.
Cognitive Dissonance
Any inconsistency that a person perceives between two or more of one's attitudes or between one's behavior and attitudes
Tactical Reinforcement defintion
Tactics or methods used to reinforce the message
Organization
The organization phase is the sorting of that stimuli.
Context definition
The organizational importance of the communication
An employee's degree of job satisfaction is proportionate to the actual amount of rewards he or she is receiving.
false
extinction reinforcement
manager does nothing or eliminates the reinforcement
punishment reinforcement
manager reprimands staff for "not doing job"
Individuals join groups to satisfy their need for safety and social needs.
true
Management and leadership are both necessary for an organization to achieve its goals.
true
In one-way communication, how is a message sent? A) A person sends a one-directional message without interaction B) A person sends a two-directional message without interaction C) A person sends a one directional message with interaction D) A person sends a two directional message with interaction E) None of the above
A) A person sends a one directional message without interaction
Steps a manager can take to create and maintain an effective team
- Align the group with the greater organization establishing common objectives in which members can get involved; let members have choices in setting their own goals and include them in decision making at the organizational level, define clear roles demonstrating how each person's contribution furthers the group goal, situate group members in proximity to each other as this builds familiarity, and give frequent praise while treating all members with respect and dignity.
This is an example of a verbal communication.
A and B
At my workplace, I never get to talk to my supervisor. I only hear information through the grapevine. Which barrier to communication does this address? A) Environmental barrier to communication B) Personal barrier C) A & B D) None of the above
A) Environmental barrier to communication
According to Vroom's VIE theory, an individual's perception that his or her efforts will positively influence his or her performance, is referred to as: A) Expectancy B) Instrumentality C) Valence
A) Expectancy
false
According to Vroom, the forces that drives a person to perform is dependent upon four forces: motivation, valence, instrumentality, and expectancy.
Feedback
Any information that individuals receive about their behavior
According to McClelland's three-needs theory, ____________ motivational need focuses on moderate risk-taking, setting difficult but achievable goals. a. Socialized Power b. Personalized Power c. Affiliation d. Achievement
Achievement
Feedback
Any information that individuals receive about their behavior - One-way communication - Two-way communication
McClelland's Three-Needs Theory
Achievement, power, affiliation
components of McClelland's three-needs theory
Achievement, power, and affiliation
Extrinsic Factors
Affects motivation - Controlled by managers Salary, Working conditions, interpersonal relationships
The tri-component model suggests that human attitudes have three factors. They are:
Actions, beliefs, feelings
The tri-component model suggests that human attitudes have three factors. They are: a. Physical, mental, spiritual. b. Biological, chemical, learned. c. Behavioral, mechanical, mental. d. Love, intimacy, passion. e. Actions, beliefs, feelings.
Actions, beliefs, feelings
Vertical Integration
Adding elements to what you're offering, merger and accusation
How to change an attitude
Address the cognitive and emotional components Provide new information Changing someone's attitudes takes time, effort, and determination!.
Intrinsic Factors
Affects motivation - Managers can be influential, providing a work environment that allows the opportunity to satisfy the needs Need recognition, achievement
Emotional Intelligence
Ability to understand and control emotions, yours and others
Emotional intelligence (EI) has five distinct characteristics, and DOES NOT include which of the following?
Acceptance of change
Employees without formally defined power positions exercise significant personal power within an organization by creating a sense of:
Dependency
false
According to French and Raven, an individual can only hold one source of power at a time.
Generation Y
After generation x, covers people born between the 1980's and the year 2000
Unstable Causal Factors
Amount of effort toward a task - Comparatively easy to change
Attribution Theory
An attribution is a casual explanation for an event or behavior. Attributions for these behaviors and outcomes ultimately help to shape emotional and behavioral responses. They are not always an accurate representation of reality.
Cultural Competency
Awareness and reflection of their own values, beliefs, biases, and prejudices.
With a greater understanding of OB, managers are better able to _____ and, thus, _____ the behavior of employees to achieve organizational goals A) Understand, control B) Understand, Influence C) Predict, Control D) Predict, influence
B
Which one is not a guideline provided by Longest, Rakich, and Darr for overcoming barriers? A) Using multiple channels to reinforce complex messages B) Increasing the number of links reduces opportunities for distortion C) Tailor words and symbols so that message are understandable D) A management philosophy that encourages the free flow of communication E) None of the above
B) Increasing the number of links reduces opportunities for distortion
According to Vroom's VIE theory, an individual's perception that his or her performance is related to other outcomes, either positively or negatively, is referred to as: A) Expectancy B) Instrumentality C) Valence
B) Instrumentality
Keyton (2002) describes various forms of feedback, which one is an example of a form of feedback:
B and C
Keyton (2002) describes various forms of feedback, which one is an example of a form of..... Prospective Feedback Descriptive Feedback Evaluative Feedback B and C All of the above
B and C which is Descriptive and Evaluative
___________ negotiations is less focused on directly helping parties reach binding agreements (excluding arbitration) and is more devoted to improving the process of communication, increasing perspectives and understanding, enabling the parties to reframe their substantive goals and priorities, and engaging in more creative problem solving. A) Integrative B) Interactive C) Distributive
B) Interactive
_______________ involves two or more individuals who believe that their attitudes, behaviors, or preferred goals are in opposition. A) Intrapersonal conflict B) Interpersonal conflict C) Intragroup conflict D) Intergroup conflict E) Interorganizational conflict
B) Interpersonal Conflict
Hostile Aggression
Behaviors aimed primarily at harming another person or entity
Disparate Treatment and Disparate Impact does NOT cover a person
Belonging to a particular class
true
By using virtual teams, organizations can assign the right person to the job, regardless of where they live.
According to the US Census, people aged ___ showed the highest percentage increases of the country's population A) 25 and over B) 40 and over C) 65 and over D) 85 and over
C) 65 and over
Emotional intelligence (EI) has five distinct characteristics, which include all the following, except: A) Self-awareness B) Self-management or regulation C) Acceptance of change D) Self-motivation E) Empathy or social awareness
C) Acceptance of Change
The three areas that are key organization-specific factors for shaping career outcomes for women and racially/ethnically diverse individuals are" A) Higher salaries, time, and leadership B) Leadership, higher salaries and better job descriptions C) Leadership, culture, and human resources practices D) Culture, human resources practices, and time E) Culture, higher salaries, and leadership
C) Leadership, culture, and human resources practices
Attribution
Causal explanation for an event or behavior Can be internal (caused by self) or external (not caused by self)
Reference Group
Church, labor union, political person, celebrity
Paralanguage (Nonverbal Communication)
Consists of voice quality, volume, speech rate, pitch
Festinger (1957) suggested to refer to which of the following when we perceive an inconsistency between two or more of our internal attitudes or between our behavior and attitudes.
Cognitive dissonance
Cognitive Resource theory
Cognitive resource theory states that: (1) a leader's intellectual abilities correlate positively with performance under low stress but negatively under high stress and (2) a leader's experience correlates negatively with performance under low stress but positively under high stress. For example, leaders under stress will fall back on their previously learned knowledge and behavior (e.g., relying on intuition and hunches); therefore, the greater the range of their experience, the better their performance. Under low-stress conditions, more experienced leaders are not challenged and tend to be bored and cut corners (Fiedler, 1996). Although this theory is relatively new, it is developing a solid body of research support (Robbins, 2001).
Collaborative leadership
Collaborative Leadership: requires a leader to achieve success by motivating individuals in multiple groups and/or organizations in addition to bringing together and aligning the goals of many stakeholders
Clayton Alderfer
Content Motivation Theory ERG Theory
Abraham Maslow
Content Motivation Theory Maslow's Hierarchy of Needs
Miccelland's Three Needs Theory
Content Theory Three types of motivational needs Achievement - The need to excel or succeed (Moderate risk takers, set difficult but achievable goals, work harder when task is challenging) Power - An individuals need to influence others (Impulsive aggressive actions, alcohol abuse, prestige toys) Affiliation - An individuals need to be liked and approved of by others ( Seek to be with an interact with others, concerned with positive relationships, want to please others)
____________ is defined as the removal of an established reinforcement that was previously used to reinforce an employee's behavior. A) Positive B) Negative C) Punishment D) Extinction
D) Extinction
What type of computer-aided technology has revoluntionized the way we communicate? A) Cell phones B) Electronic mail C) Instant messaging D) A & B
D) A & B
Sharing information without using words is known as: A) Computer aided communication B) Communication C) Verbal communication D) Nonverbal communication
D) Nonverbal Communication
The levels in Maslow's Hierarchy of Needs are: A) Growth, relatedness, and existence B) Satisfiers, physiological, relatedness, self-esteem, and safety C) Physiological, affiliation, safety, self-actualization, and self-esteem D) Hygiene, affiliation, safety, satisfies, and self-actualization E) Self-actualization, self-esteem, affiliation, saftey, and physiological
E) Self-actualization, self-esteem, affiliation, saftey, and physiological
Social Wellness
Emphasizes developing of interpersonal skills and healthy, fulfilling relationships as well as contributing to the welfare of others and one's community.
Positive Reinforcement
Example: give dog a treat for good behavior
Negative Reinforcement
Example: will not require staff to work overtime as a result of new process
Developing a Base of Support
Examples of developing a base of support include getting prior support for a decision before a meeting is called and getting others to contribute to an idea to secure their commitment
Alderfer's ERG theory
Existence, Relatedness, Growth (ERG). Differs from Maslow in that there are no ordering of needs and accounts for differences in need preferences between cultures.
Expert Power
Expert Power: exits when one awards power to another based on their perceived knowledge in a given area. Example: we associated educational levels with power - because someone is an expert in something, they have power in that specific area
Psychological Closeness
Extent to which two or more people from the same perceptuations regarding their situation
Cultural differences have no effect on provider-patient relationships.
F
__________________ was the first theory to account for situational factors. This theory considers the leader's dominant orientation instead on leader's behavior.
Fiedler's Contingency Theory
Selective Perception
Filtering information with a personal bias, consciously or unconsciously
Deficit Needs
First four levels - If any are not satisfied, they create an inner tension within individual
Diagonal Communication
Flows up and across, or down and across the organizational units
Commonwealth Fund
Found hispanics were more than twice as likely to cite one or more communication problems People of different races were more likely to cite communication problems
Diversity Training
Found to improve cultural competence of healthcare professionals 8 percent of schools had formal courses on cultural issues
Upward Communication
Helps employees to meet their personal needs by allowing those of lesser authority to express their thoughts and opinions with higher authority
Intraorganizational Horizontal Flow communication
Horizontal flow: The sharing of information among peers at similar levels to keep organizational staff informed of all current practices, policies, and procedures.
When a person evaluates another as generally low on many traits after observing poor performance on just one trait, the negative carryover effect is known as: a. Halo effect b. Placebo effect c. Horn effect d. Stereotype e. Angel syndrome
Horn Effect
When a person evaluates another as generally low on many traits after observing poor performance on just one trait, the negative carryover effect is known as:
Horn effect
According to _____________________ theory the appropriate leadership style that a manger should use is one that compensates for any item absent from the employee or work setting
House's Path-Goal Leadership Theory
Social Perception
How a person sees others and how others perceive an individual
Descriptive Feedback
Identifies or describes how a person communicates Receiver indicates that sender was clear, specific, and instructive
true
In most instances group norms are unwritten and learned by members through their interactions with others, in addition, they are usually not easily identified until violated.
Ohio state leadership studies
In other words, consideration for workers and initiating structure existed simultaneously and to different degrees.
false
In the healthcare industry, OB has become less important because we work with homogeneous populations.
Johari Window - Hidden Area
Includes what is known to you about you, but is not known by others
What was the driving force for the beginning on Organizational Behavior?
Industrial revolution - Late 1700's - Managers concerned with how to increase productivity to increase company profits
Stable Causal Factors
Influence outcomes and behaviors consistently over time and across situatons
__________ groups are organized based on members' common interests or goals. A) Primary B) Secondary C) Reference D) Formal E) Informal
Informal
Ingratiation/Praising Others
Ingratiation/praising includes praising others and establishing good rapport for self-serving purposes.
According to the attribution theory, an employee with low distinctiveness, high consistency, and low consensus, can be attributed to: a. Internal Factors (lack of ability, motivations, etc.) b. Either Internal or External Factors c. External Factors (stressful situations, task difficulty, etc.) d. Neither Internal not External Factors
Internal Factors (lack of ability, motivations, etc.)
Internal (Higher) Self-Esteem Needs
Involve the needs for self-respect, a feeling of confidence, achievement, and autonomy
Task / Procedural Feedback
Involves issues of effectiveness and appropriateness May be directed at the quality and/or quantity of output
Dialogue
Is a form of verbal communication Discussion or communication between people
1) The performance itself 2) The rewards for performance 3) The perceived equitability of those rewards
Job Satisfaction results from what three things?
Definition of job specialization
Job specialization is breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner
Value of Feedback
Managers should encourage feedback and evaluate it systematically
analyzes the entire organization and is a macro perspective -- OB, OT, OD, or HRM?
Organizational Theory
Personal barriers example
Personal barriers arise from the nature of individuals and their interactions with others. These barriers arise because of an individual's frame of reference or beliefs and values.
Definitions of Wellness
Physical, Emotional, Social, Mental, Spiritual, Environmental
Maslow's Hierarchy of Needs
Physiological - Adequate salary and working conditions Safety - Job security, retirement, and health plans Affiliation - Positive interactions with co-workers and managers Self-Esteem - Recognition, promotions, participation in decision making Self-Actualization - Autonomy, job fulfillment, ability to demonstrate creativity and innovation
Maslow's hierarchy of needs
Physiological, Safety, Social Needs, Esteem needs, and Self-Actualization. Maslow's hierarchy of needs is a systematic way of thinking about the different needs employees may have at any given point and explain the different reactions they may have to similar treatment
Maslow's Hierarchy of Needs Theory and its criticism
Physiological, safety, belonging, esteem, self-actualization. Few proceeding studies support Maslow. The biggest argument is that his pyramid does not work in a tiered or ordered manner
exists when an individual has the ability to influence
Potential power
According to Hofstede's research, which dimension is the measure of how a society deals with physical and intellectual inequalities and how the culture applies power and wealth relative to its inequalities?
Power Distance
Power
Power exists only when there is an unequal relationship between two people and where one of the two is dependent upon the other. Ex: Healthcare providers are dependent on the federal government, specifically the Medicare and Medicaid programs, for reimbursements. Any change in the levels of reimbursement can have either positive or negative effects on the industry.
Define: Power
Power has been defined as having behavioral or fate control over the behavior of another. Others have defined power as any force that results in behavior that would not have occurred if the force had not been present. Further, power has been defined as the influence over the beliefs, emotions, and behaviors of people
true
Power may be defined as the influence over the beliefs, emotions, and behaviors of people.
Goal of org behavior
Predict why individuals and groups behave as they do, and predict how individuals and groups will behave
With a greater understanding of OB, managers are better able to __________ and, thus, ___________ the behavior of employees to achieve organizational goals.
Predict, Influence
Three categories of groups
Primary, Secondary, Reference.
Equity Theory
Process Motivation Theory A person evaluates his outcomes and inputs by comparing with those of others Equality perceived between outcomes and contributions, satisfaction is likely to result
Reinforcement Theory
Process Motivation Theory B.F. Skinner - An individuals behavior can be redirected through the use of reinforcement Four types of reinforcement: 1. Positive 2. Negative 3. Punishment 4. Extinction
Listening
Process that integrates physical, emotional, and intellectual inputs into the quest for meaning and understanding
Americans with Disabilities Act
Prohibits discrimination against people with disabilities in employment, transportation, public accommodation, communications, and governmental activities Also establishes requirements for telecommunications relay services
_____ tasks are non-repetitive in nature and involve considerable application of knowledge, judgment, and expertise. As such, the teams draw their members from different disciplines and functional units, so that specialized expertise can be applied to the task(s) at hand.
Project teams
What is another name for the "self-fulfilling prophesy" where individuals tend to live up to other's stated expectations about us?
Pygmalion effect
What is another name for the "self-fulfilling prophesy" where individuals tend to live up to other's stated expectations about us? a. Projection b. Halo effect c. Pygmalion effect d. Sublimation e. Stereotype
Pygmalion effect
Contrast Effect
Relate to an individuals evaluation of another persons characteristics based on comparisons with persons who rank higher or lower on the same characteristics Judge people in contrast to someone else / a group Waiting for an interview with a group of better looking people makes you look worse
Galatea Effect
Relates to the expectations we have for ourselves, rather than the expectations others have for us We think we are going to do well, we will
------- refers to the consistency with which a manager rates an employee in successive ratings.
Reliability
Verbal Communication
Relies on spoken or written words to share information with others
As per the video "Performance management at Whirlpool", the program Manage a Minute does NOT include:
Removal of employees for cost cutting purposes
Centralized Networks
Restricts the number of people in the communication chain
Reward Power
Reward Power: the ability to give rewards, something that holds value to another individual. The individual must perceive that the other person has the ability to reward and value the reward
According to Herzberg's Two-Factor theory, motivators do not include:
Salary
According to the Maslow's Hierarchy of Needs Theory, the following level is NOT described as deficiency needs (D Needs). a. Physiological b. Affiliation c. Self-actualization d. Self-esteem
Self-actualization
The levels in Maslow's Hierarchy of Needs are: Growth, relatedness, and existence Satisfiers, physiological, relatedness, self-esteem, and safety Physiological, affiliation, safety, self-actualization, and self-esteem Hygiene, affiliation, safety, satisfiers, and self-actualization Self-actualization, self-esteem, affiliation, safety, and physiological
Self-actualization, self-esteem, affiliation, safety, and physiological
Definition of physiological needs
Simply the need for air, water, and food
Social perception
Social perception is how an individual "sees" others and how others perceive an individual. This is accomplished through various means, such as classifying an individual on the basis of a single characteristic (halo effect), evaluating a person's characteristics by comparison to others (contrast effect), perceiving others in ways that really reflect a perceiver's own attitudes and beliefs (projection), judging someone on the basis of one's perception of the group to which that person belongs (stereotyping), causing a person to act erroneously on the basis of another person's perception (Pygmalion effect), or controlling another person's perception of oneself (impression management).
Social Perception definition.
Social perception is how an individual sees others and how others perceive an individual
SMART
Specific Measurable Achievable Relevant Time-Bound
Which of the following is NOT a part of the "Big 5" personality traits measured with personality tests?
Spirituality
Resilience
Staunch of acceptance of reality, strongly held values, uncanny ability to improvise and adapt to significant change
Supportive Leader
Supportive leader: shows concern for people, empathetic, and creates supportive atmosphere. Great for routine tasks or stressful work.
Organizational Culture
System of shared assumptions, values, and beliefs, which governs how people behave in organizations
According to the video "transforming transformational leadership", the journey from being an entrepreneur to a Leader involves the process from "I can do it", through "We can do it", to "You can do it".
T
Managers need to be conscious of the fact that all employees are not driven by the same needs,nor is any employee driven by the same need, at the same time.
T
______________________ considers a subordinate-centered and boss-centered leadership that are based over a continuum, and the right approach is based on the situation at hand.
Tannenbaum and Schmidt Continuum of Leadership Behavior
Hawthorn Effect
The bias that occurs when people know that they are being studied
true
The content theories of motivation focus on the assumption that individuals are motivated by the desire to satisfy their inner needs.
Communication
The creation or exchange of thoughts, ideas, emotions, and understanding between the senders and receivers
Diversity Definition
The full range of human similarities and differences in group affiliation including gender, race/ethnicity, social class, role within an organization, age, religion, sexual orientation, physical ability, and other group identities."
Task, individual, and communicator
The functional roles individual group members assume in small-group interactions are:
true
The group decision making process usually takes longer than an individual decision making process.
Wellness Movement
The growing emphasis on disease prevention and health promotion.
Messages definition
The key information that staff need to know
Psychometrics
The science of measuring mental capacities and processes
Self-Serving Bias
The tendency for people to attribute their own successes to internal factors while putting the blame for failure on external factors
unsatisfied need, drive, and satisfied need
The three components of the process of motivation are:
Taylorism"
The traditional or classical management approach
Feedback definition
The way the message is received and its impact on the individual, team, unit, or organization
personal and environmental
There are several barriers that can impede the communication process. What are the two categories described by Longest, Rakich, and Darr?
How attitudes can be changed
To change a person's attitude, one must need to address to cognitive and emotional components. Do this through providing NEW INFORMATION.
cross-cultural communication
To achieve effective communication, healthcare professionals can apply several strategies to reduce communication barriers. Thiederman (1996) provides us with several verbal and nonverbal techniques to improve cross-cultural communication. •Write down in simple English the issues that have been agreed upon in order to obtain feedback on accuracy. •Repeat a message when there is doubt. •Watch for nonverbal signs of a lack of understanding. •Listen carefully to an entire message, especially when there is a foreign accent involved in the communication. •Create a relaxed atmosphere so that tension is reduced to increase the flow of communication. •Phrase questions in different ways to make it easier for the receiver to understand. To be effective in cross-cultural communication, several guidelines are important. •Understand one's own identity. To develop sensitivity to other cultures, you must first understand your own culture and identity. Your personal identity encompasses who you are and who you want to be. That is, you choose your lifestyle, goals, occupation or profession, and friends. The choices that you make or pursue are affected by racial, cultural, gender, and social class factors. •Enhance personal and social interactions. With globalization, we have increased opportunities to associate and develop close interactions with individuals who are different from us. The conscious decisions we make to become more accommodating, flexible, and tolerant of others broaden our views of the world and enrich our perspectives. Our relationships with those of different cultures help us to learn more about the world and to break typical stereotypes. These interactions also enable us to develop new skills for communicating with others and to learn from them. •Solve misunderstandings, miscommunications, and mistrust. Take the time and make the effort to study, understand, and appreciate individuals of different cultures. Through open, honest, and positive communication, this will resolve misunderstandings, miscommunications, and mistrust. •Enhance and enrich the quality of the work environment. Recognizing and respecting ethnic and cultural diversity through more open communication are the first steps toward valuing diversity and enriching the quality of the work environment (Hybels and Weaver, 2007).
Stress is a common phenomenon in today's workplace.
True
There are four factors that play an important part regarding the quality of a group's decision: (1) the group should be diverse, (2) members need be feel that they are in a "safe" environment so their ideas can be expressed freely, (3) the degree of task interdependence must be high, and (4) the group must have the potency for success. True False
True
There are three types of intragroup conflict: (1) relationship, (2) task, and (3) process. True False
True
There are two conditions for power to exist: (1) there is an unequal relationship between two people, and (2) where one of the two is dependent upon the other. True False
True
true
Under Theory Y, managers create opportunities, remove obstacles, and encourage growth and learning for their employees.
true
Understanding the various members' roles is important to understanding the interactions that either push toward or hinder a group from meeting its goals, including member satisfaction with the interactions.
Verbal communication
Verbal communication may take the form of spoken or written words to share information with others
Poor nutrition, physical inactivity, overweight and obesity, and other lifestyle factors.
What are 1/3 of cancer deaths related to?
Johari Window - Blind Area
What is known to others about you, but is unknown to you
As per the video "How to create a performance management system", the following should be included to achieve organizational success:
Your employees do all the work, treat them as your key asset, Based on the customers needs, you build your strategy, The Key performance indicators or KPIs should be discussed with the employees daily
Pessimistic attribution style
__ is the tendency to attribute negative outcomes to internal factors (intelligence) coupled with a tendency to attribute positive outcomes to external factors (luck). Also, the lack confidence and pessimistic about chances for success.
Satisfaction-Performance Theory
___ extends the Expectancy theory and incorporates the Equity Theory into a model to reflect the relationship of an employee's performance to job satisfaction.
self managing work teams
___________ involve employees, not managers, deciding how to carry out tasks, allocating the work within the team, and making decisions. Typically, the members of self-managing work teams are cross-trained in a variety of skills relevant to the tasks they perform.
legitimate power
_____________ is authority given to an individual based on a given role or position.
potential power
______________ exists when an individual has the ability to influence.
parallel teams
_______________ tasks are non-repetitive in nature and involve considerable application of knowledge, judgment, and expertise. As such, the teams draw their members from different disciplines and functional units, so that specialized expertise can be applied to the task(s) at hand.
Content theories of motivation
___explains the specific factors that motivate people and answers the question "what drives behavior?"
equity theory
a person evaluates his or her outcomes and inputs by comparing them with those of others, want everyone to do the same amount of work to be fair - perceived inequity can lead to tension within the individual
According to a recent survey, what did senior managers indicate was the number one fatal flaw that can be addressed by organizational behavior? a. Managers do not develop others effectively. b. Managers do not take initiative. c. Managers do not have technical or professional expertise. d. Managers do not display high integrity and honesty.
a. Managers do not develop others effectively
The Tri-Component model suggests that human attitudes have 3 factors, that are: Physical, Mental, Spiritual Biological, Chemical, Learned Love, Intimacy, Passion Behavioral, Mechanical, Mental Actions, Beliefs, Feelings
actions, beliefs, feelings
physiological needs
adequate salary and working conditions
What structural configuration is in place when the key part of an organization is the support system?
adhocracy
mutual adjustment=_____________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy
adhocracy
Empathy wages refers to: a. Sick pay b. Gifts to employees c. Bereavement pay d. Performance incentives
b. Gifts to employees
John manages a group of workers. He wants to see how his employees would handle positive responses to their attitudes and performances. This is called: a. Taylorism b. The Hawthorne Effect c. Scientific Management d. Gallup Study
b. The Hawthorne Effect
Turnover intentions and turnover are forms of: a. motivation b. employee withdrawal c. performance d. work-related attitudes
b. employee withdrawal
Mitroff says that the following questions should be asked EXCEPT for: a. What businesses are we in? b. What is our mission? c. Are our products and services unethical? d. How will the outside world perceive our actions?
c. Are our products and services unethical?
Which of the following is NOT an example of a dyadic relationship in an organization: a. mentor and protégé b. supervisor and subordinate c. CEO and top management team d. trainer and trainee
c. CEO and top management team
Modern organizational behavior studies started with: a. a 2008 to 2010 Gallup study b. Frederick Taylor in the 1900s c. Elton Mayo's Hawthorne Studies d. Chester Barnard
c. Elton Mayo's Hawthorne Studies
When thinking critically about a problem, leaders should ask the following questions EXCEPT for: a. Who are our prime customers? b. What is our mission? c. How can this benefit me? d. Will others perceive the situation as we do?
c. How can this benefit me?
Which of the following is NOT a discipline that organizational behavior draws from? a. Sociology b. Cultural anthropology c. Information technology d. Applied psychology
c. Information technology
How is EBM different in global world than in North America? a. Nothing differs. b. Everything differs. c. One needs to question things before going overseas. d. One does not need to question things before going overseas.
c. One needs to question things before going overseas
Employee withdrawal does not happen with: a. absenteeism b. improved job market c. high job satisfaction d. low engagement
c. high job satisfaction
Which of the following is not a standard for leaders using EBM to ask questions? a. Never trust "breakthrough" ideas. b. Embrace collective brilliance. c. Stop treating old ideas like new ones. d. Always trust new claims of management principles.
d. Always trust new claims of management principles
Which of the following is not a level in organizational behavior research? a. individual b. group c. industry d. dynamic
d. dynamic
Parallel teams
draw members from different work units or jobs to perform functions that the regular organization is not equipped to perform well; used for problem solving
What components must be addressed to change a persons attitude?
emotional and cognitive
An organization should identify a leader who fits a particular situation instead of attempting to change the situation to agree with the style of its leader.
false
Cultural differences have no affect on provider-patient relationships.
false
expectancy (VIE) theory
for any given situation, the level of a person's motivation with respect to performance is dependent upon (1) his/her desire for an outcome (2) individual's performance is perceived to be related to obtaining other desired outcomes (3) perceived probability that his or her efforts will lead to the required performance
_________ groups are created by an organization; therefore, they are part of the organization's formal structure
formal
Least effective form of verbal communication
formal numeric report
5 stages of group development:
forming, storming, norming, performing, adjourning
4 basic types of conflict
goal, cognitive, affective, and procedural
Skills of HC Management
healthcare managers need to possess the skills to communicate effectively with, motivate, and lead diverse groups of people within a large, dynamic, and complex industry. Managers need to understand the causes of workplace problems, such as low performance, turnover, conflict, and stress, so that they may be proactive and minimize these unnecessary negative outcomes.
refers to a manager's span of control a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism
hierarchy of authority
Pygmalion Effect (expect more, get more)
higher expectations lead to an increase in performance The Pygmalion effect, or self-fulfilling prophecy, describes a person's behavior that is consistent with another individual's perception whether or not it is accurate. In other words, once an expectation is made known by another person, an individual will have the tendency to behave in ways consistent with the expectation. This can have negative or positive results. In other words, what a manager communicates as the expectation is what will result.
______________ flow of communication is from manager to manager or from coworker to coworker.
horizontal
a person evaluates another as low on many traits because of a belief that the individual is low on one trait that is assumed to be critical
horn effect
______________ explores how organizations adapt to their environment
institutional theory
safety needs
job security, retirement and health/medical plans, safe working environment
refers to body language a. kinesics b.proxemics c.facial and eye behavior d.paralanguage
kinesics
impoverished manager is also known as
laissez-faire type of leadership
Secondary Group
larger group of people we associate with 1. Work and professional groups 2. Each group influences behavior
Which motivational state tends to favor internal and stable attributions for failures and external attributions for successes? Learned helplessness Resilience Aggression Empowerment
learned helplessness
___________ power is authority given to an individual on the basis of a given role or position. a.reward b.coercive c.legitimate d.referent e.expert
legitimate
2 divisions of formal groups:
long-term (functional) team or short-term (ad hoc committees) team
_____________ structure has dual authority, eliminates duplication of skills and responsibilities, provides clear accountability within a specific business function, and manager can better focus on his/her goals. A.simple B.functional C.divisional D.matrix
matrix
described as the conscious or unconscious stimulus, incentive, or motives for action toward a goal resulting from psychological or social factors.
motivation
is an individual's voluntary drive to satisfy a need or want
motivation
the psychological process through which unsatisfied needs or wants lead to drives that are aimed at goals of incentives
motivation
a stage of perception that is based on prior experiences, beliefs, etc.
organization
Contrast Effect
relate to an individual's evaluation of another person's characteristics based on (or affected by) comparisons with other people who rank higher or lower on the same characteristics.
this level of feedback provides information about interpersonal dynamics within a group, such as how a group gets along while working together
relational feedback
high task, high relationship, follower is confident if given guidance= a. delegating b.participating c.selling d.telling
selling
What components are involved in the communication process?
sender, message, channel, receiver
3 steps of goal-setting theory
setting the goal, obtaining goal commitment, providing support elements
A _________ can be defined as a small group of people who are committed to a common purpose, who possess complementary skills, and who have agreed on specific performance goal for which members hold themselves mutually accountable.
team
One of Mintzbergs basic parts of an organization that includes the staff that serve the organization by affecting the work of others but are not directly involved in the operating work flow
technostructure
high task, low relationship, very low level of maturity= a. delegating b.participating c.selling d.telling
telling
resilience
tend to favor accurate attributions, not biased toward overly internal or external attributions for successes or failures
aggression
tend to favor external and stable attributions for failures
learned helplessness
tend to favor internal and stable attributions for failures; external attributions or successes, "I did bad on a test because I didn't study"
empowerment
tend to favor internal and stable attributions for successes; external and unstable attributions for failures
optimistic attribution style
tendency to attribute negative outcomes to external factors coupled with a tendency to attribute positive outcomes to internal factors
pessimistic attribution style
tendency to attribute negative outcomes to internal factors coupled with a tendency to attribute positive outcomes to external factors
Hawthorne effect
the tendency for people to behave differently when they know they are being studied
What is the goal of resource dependency theory?
this theory's goal is for the organization to have sufficient power to influence the environment so that scarce resources are available for it
McClelland's Three-Needs Theory
three types of motivational needs: achievement, power, affiliation
Concepts involving various types of pay—variable, bonus, indirect, non-monetary, indirect, etc.
variable, bonus, indirect, non-monetary - Variable pay is one that can change over time and does not stay constant such as a bonus. -A bonus is a gift given occasionally to reward exceptional performance or for special occasions. -Direct pay is an employee's base wage. -Indirect pay is everything from legally required programs to health insurance, retirement, housing, etc. -Non-monetary includes benefits that do not involve tangible value such as a desirable location
A ___________ schedule allows reinforcements to be administered at irregular intervals. Continuous Variable-interval Variable-ratio Fixed-interval Fixed-ratio
variable-interval
___________ schedule allows reinforcements to be administered at irregular intervals. Continuous Variable-interval Variable-ratio Fixed-interval Fixed-ratio
variable-interval
face-to-face meetings, video conference, e-mail, newsletter are are types of ___________ communication.
verbal
What type of communication relies on spoken or written words to share information with other?
verbal communication
Garbage can decision making
when you put ideas and solutions in a can separately
___________ teams are continuing work units responsible for producing goods or providing services. a. parallel b.work c.management d.project
work
4 categories that teams can be organized into:
work teams, parallel teams, project teams, and management teams
______________ similiar to chain but has two employees at the same level who then follow the chain. a. y-pattern b.wheel c.all-channel d. circle
y-pattern
According to the path-goal theory, a manager's role is to influence subordinates' perceptions and motivate them toward achieving the desired outcomes: performance and satisfaction. True False
True
Having value is an important component of both reward power and coercive power for either power to be effective. True False
True
Healthcare professionals have reported substantially higher degrees of burnout than managers not employed in the healthcare industry True False
True
Healthcare professionals have reported substantially higher degrees of burnout than managers not employed the the healthcare industry
True
Hygiene factors relate to job content and motivators/satisfiers relate to job context. True False
True
Process theories of motivation focus on the cognitive processes underlying an individual's level of motivation. True False
True
Providing employees with gifts or empathy wages, makes employees feel appreciated. a. True b. False
True
Reinforcement Theory suggests that an employee's behavior will be repeated if it is associated with positive rewards. True False
True
Scientific management was significant to the development of organizational behavior because it demonstrated the important influence of human factors on worker productivity True False
True
Social scientists usually defined a group using four characteristics: (1) two or more people in social interaction; (2) a stable structure, (3) common interests or goals, and (4) the individuals perceive themselves as a group.
True
The scheduling of reinforcement is important because the frequency will determine the time it takes to learn a new behavior. True False
True
The two major components in Equity Theory are inputs and outcomes. True False
True
Managers are not dependent on others due to two organizational factors: division of labor and limited resources. True False
False
Managers provide two important ingredients that provide an environment for groups to function and succeed: structure and content. True False
False
Members may only assume one role within a group.
False
Members may only assume one role within a group. True False
False
Norms are powerful forces not only over the behavior of group members, but also in determining the size of the group. True False
False
OCB stands for organizational corporate behavior. a. True b. False
False
One noted weakness of Blake and Mouton's Managerial Grid is that it fails to provide a manager with a conceptual assessment as to what his or her current leadership style is. True False
False
People who hate their jobs do not collectively cost their organization millions of dollars in low productivity. a. True b. False
False
Price Waterhouse v. Hopkins was a legal case where a female lawyer claimed discrimination based on gender stereotyped statements.
False
Research has determined the external "standards" to determine who will or will not experience high levels of stress. For example, if you are a Hispanic female with a Type A personality, you will experience high levels of stress.
False
Research has determined the external "standards" to determine who will or will not experience high levels of stress. For example, if you are a Hispanic female with a Type A personality, you will experience high levels of stress. True False
False
Specifics of schedules, activities, and timelines will be reviewed by middle management to ensure that the planned implementation of change is consistent with new objectives.
False
Stress is inevitable, but the degree of experienced stress can be modified in two ways: by changing organizational policies and/or by changing the individual's job position.
False
Stress may be defined as a particular relationship between a person and others that is endangering his or her well being.
False
Stressors can be categorized as internal/external and acute/chronic.
False
Surprisingly, in-group members report more problematic issues with leader-member interaction and lower levels of responsiveness with the leader than do members of the out-group. True False
False
T/F: According to the "She walked from El Salvador" article, a physician's attitude towards his/her patient has not effect on the patient's health outcomes.
False
T/F: Alderfer's ERG theory like Maslow's Hierarchy of Needs Theory requires an individual to satisfy a lower level need for a higher-level need to become the driver of a person's behavior.
False
Perceptual Vigilance
Individuals will select the stimuli that satisfy their immediate needs
Tacticians
Individuals with a high use of reason or rationality, but average use of other tactics.
Bystanders
Individuals with lower than average scores on all tactics
Ingratiators
Individuals with the highest use of friendliness or ingratiation tactics, but average use of other tactics
Information and Connection Power
Informational and Connection Power: A person who has access to valuable or important information possesses informational power. Connection power is related to who you know, vertically and horizontally, both within and outside the organization.
Characteristics of transactional leadership include all the following, except:
Inspirational
According to Vroom's VIE theory, an individual's perception that his or her performance is related to other outcomes, either positively or negatively, is referred to as:
Instrumentality
According to Vroom's VIE theory, an individual's perception that his or her performance is related to other outcomes, i.e. outcome-outcome association, is referred to as: a. All of the above b. Expectancy c. Valence d. Instrumentality
Instrumentality
Mental Wellness
Is characterized by sound decision making skills, intellectual growth, and high self-esteem.
Form
Is the method you use to convey your message to an audience
Satisfaction-Performance Theory
Is the relationship of an employee's performance to job satisfaction. Job satisfaction is related to both absenteeism and turnover which has a direct influence on an entity's effectiveness
Why is the Hawthorne Studies important to the development of OB?
It demonstrated the important influence of human factors on worker productivity
_______________ can be used for opening channels of communication.
Johari Window
The two primary forces influencing an individual's perception, attitude, and response toward change are cumulative life experiences and social (informal group) forces. True False
True
_____________ concluded that human behavior is not controlled only by internal or external factors, but by both, and that some factors have some precedence over others.
Maslow
Communication Channels
Means by which messages are transmitted
Downward Communication
Meeting with employees, written memos, newsletters, bulletin boards, procedural manuals, and clinical administration information
false
Members may only assume one role within a group.
Task Groups
Task groups include two (a dyad) or more people who are focused on an identified target, a project, or a specific issue or goal.
Definition of task significance
Task significance refers to the degree to which the person's job substantially affects other people's work, health, or well-being
Fielder's Contingency Theory: Task Structure
Task structure: The extent to which job assignments are clear, standardized, and can be assessed
According to Vertical Linkage Dyad (VLD), individuals are cognitively assigned to an in-group and an out-group by the manager. True False
True
According to the path-goal theory, a manager's leadership style is dependent upon two contingency factors—environmental and subordinate. True False
True
List reasons why employees may resist change:
discomfort with uncertainty, perceived negative effects on interests, perceived breach of psychological contract, lack of clarity, and excessive change
stereotypes may lead to _______
discrimination
select members based on personality, not skills
Which of the following is not an approach for building team performance?
In Herzbergs two-factor theory, ______________ support the structure of the job.
dissatisfiers or hygiene factors
an attribution that managers make that asks the question "Does this employee act differently in other situations?"
distinctiveness
the type of channel someone chooses to uses to communicates leads to:
differences in the amount and variety of info along with the symbolic meaning behind that channel
Alder's ERG theory like Maslow's Hierarchy of Needs requires an individual to satisfy a lower level need for a higher-level need to become the driver of a person's behavior.
false
Although Emotional Intelligence is important, an individual's IQ is a better predictor of success in both personal and professional endeavors.
false
Although an employee may have multiple needs to satisfy, managers must focus exclusively on one need at a time will to be effective in motivating an employee. True False
false
Although valid 20 years ago, Hofstede's Cultural dimensions are no longer applicable to understanding the influence national culture has on organizational and managerial behaviors. False True
false
Attitudes are very individual and subjective, and therefore we do not currently have ways to measure an employee's attitude about their jobs.
false
Attitudes are very individual and subjective, and therefore we do not currently have ways to measure an employee's attitude about their jobs. True False
false
Demographics of the US population have remained stable over the last three decades. True False
false
Due to the extensive training physicians receive in the care and management of geriatric patients, ageism is not an issue in the healthcare industry.
false
Extroverts do best in quiet, non-social jobs such as computer work, while Introverts show the best job performance when they must work and present in front of large groups of people.
false
In general terms, transformational leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates through consideration of performance and reward and transactional leadership is directed toward the influence and management of institutional change and innovation through revitalization and vision
false
In the healthcare industry, OB has become less important because we work with homogeneous populations
false
It's a good idea for a manager to hire workers exclusively based on the score of a personality test.
false
It's a good idea for a manager to hire workers exclusively based on the score of a personality test. True False
false
Leadership is about stepping back in times of uncertainty and moving forward to minimize potential threats and exploit opportunities.
false
Managers are not dependent on others due to two organizational factors: division of labor and limited resources. False True
false
OB is the study of individuals, groups and organizations.
false
OB is the study of individuals, groups and organizations. False True
false
Process theories of motivation assist managers in predicting employees' behavior so the behavior may be influenced, if necessary.
false
a perceiver may evaluate the other individual high of many traits because of his or her belief that this individual is high in one trait
halo effect
occurs when an individual draws a general impression about another person based on a single characteristic such as intelligence, sociability, or appearance
halo effect
What structural configuration is in place when the key part of an organization is the operating core?
professional bureaucracy
four common patterns that the grapevine can take
single strand, gossip, probability, and cluster
Transactional and transformational leader approaches are clearly oppositional.
true
It is never good to use a success or failure story to illustrate a sound practice. a. True b. False
False
Job performance outcomes are not important to organizational behavior. a. True b. False
False
Hersey and Blanchard's Situational Leadership Model: 3 dimensions
(1) task behavior (2) relationship behavior and (3) level of maturity of the subordinate.
Cultural Competence
"Culture" refers to integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, and institutions of racial, ethnic, religious, or social groups. "Competence" implies having the capacity to function effectively as an individual and an organization within the context of the cultural beliefs, behaviors, and needs presented by consumers and their communities (HHS Office of Minority Health)
three areas that are key organization-specific factors for shaping career outcomes for women and racially/ethnically diverse individuals:
(1) leadership and strategic orientation (i.e., senior management's commitment to successful implementation of diversity initiatives), (2) organizational culture/climate (i.e., the depth and breadth of the organization's strategic commitment to diversity leadership and cultural competence), and (3) human resources practices (i.e., establishing best practices in advancing the management careers of women and racially/ethnically diverse individuals, such as formal mentoring programs, professional development, work/life balances, and flexible benefits).
Tactics to achieve Upward Influence
- Assertiveness: demanding compliance, ordering, setting deadlines, nagging and expressing anger - Ingratiation: praising, politely asking, acting humble, making others feel important - Rationality Tactic: using reason and logic to influence others - Exchange category: offering to help in exchange for reciprocal favors - Upward appeal: behavioral attempts to gain support from superiors within the organization - Coalition formation: attempts to build alliances with others
Impact of culture and reputation on organizational control
- Culture is critical to an organization because it sets the tone for everything that happens in a company. Culture is influenced by the owners and the entire management team. The culture of the company establishes the mission, vision, and values of the organization and defines how employees are expected to function within the environment. A successful culture can reduce employee absenteeism and turnover and improve employee morale. At the same time this culture inside the company helps to dictate the reputation that a company has in the marketplace
Difference between potential and kinetic power
- Potential power exists when an individual has the ability to influence but does not use it (e.g. supervisor sitting at her desk completing paperwork, but without staff interaction). - Kinetic power is when the individual actually uses the power to influence (e.g. a supervisor awards a bonus to a subordinate for completing a challenging tasks on time and correctly).
Seven stages of group decision making
- Stage 1 - Problem Definition - Stage 2 - Identify Alternatives - Stage 3 - Gather information - Stage 4 - Evaluate Alternatives - Stage 5 - Make the Decision - Stage 6 - Implementation - Stage 7 - Evaluate the Outcome
Contributions of the early leadership studies at Ohio State and the University of Michigan
- University of Michigan: similar two dimension study on leadership identifying: concern for people vs. concern for production. Productivity is not directly related to employee satisfaction - Ohio State: discovered two independent dimensions of leadership that were consistent: consideration for people and initiating structure.
Three types of decisions made within organizations
-The autocratic decision style is one where leaders make the decisions alone without necessarily involving employees in the decision making process. -Democratic decision leaders make choices among alternative course of action including inaction and involve employees in the process. -Laissez-faire decision leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision
Different leadership styles—authoritarian, democratic, laissez-faire, etc.
-The autocratic style is one where leaders make the decisions alone without necessarily involving employees in the decision making process. This is a very top down style where employees basically do what they are told -Democratic leaders make choices among alternative course of action and involve employees in the process. This style of leadership can be either consultative where the leader still makes the decision or participative where the employees also help to make the decision. -Laissez-faire leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision. In this leadership style there is a great deal of trust on the part of the leader to let the employees work through the issues on their own with little supervision
difference between transformational and transaction leadership
-Transformational leaders are those leaders who lead employees by aligning employee goals with the leader's goals. -Transactional leaders are those leaders who ensure that employees demonstrate the right behaviors because the leader provides resources in exchange.
components of Blake and Mouton's Leadership grid
-country club manager -impoverished manager -middle of the road manager -task manager -team management/ideal manager
What steps are taking by managers during the change phase of Lewin's 3 step change process?
-empower others to act on the vision -plan for and create short term wins -consolidate improvements and produce more change
What occurs in the unfreeze step of Lewin's 3 step change process?
-ensure that employees and organization are ready for change -increase driving forces -decrease opposing forces
What occurs in the freeze step of Lewin's 3 step change process?
-ensure that the change becomes permanent -establish new behavior
What occurs in the move or change step of Lewin's 3 step change process?
-implement change initiative
The barriers to effective teamwork fall within what 4 categories
-lack of management support -lack of resources -lack of leadership -lack of training
3 dimensions ofsituation variability in Fiedler's contingency theory
-leader-member relations -task structure -leader position power
Leaders in today's organizations do not face challenges in terms of organizational behavior. a. True b. False
False
What are Mintzberg's 5 structural configurations?
1. simple structure 2. machine bureaucracy 3. professional bureaucracy 4. divisionalized form 5. Adhocracy
Mintsberg's 5 basic parts of an organization
1. strategic apex 2. middle line 3. operating core 4. technostructure 5. support staff
What is the step by step process to changing attitude?
1) identify the problem 2) adjust attitudes 3) reduce conflict 4) seek solutions
Tri-Component Model of Attitudes
1. An affect (Feelings) 2. Cognition (Thought or belief) 3. Behavior (Action)
Primary Reasons Managers Fail
1. Difficulty handling change 2. Not being able to work in teams 3. Poor interpersonal realtions
What are the Six methods of inequity resolution?
1.Altering inputs 2.Altering outcomes 3.Cognitively distorting inputs or outcomes (self) 4.Leaving the field 5.Distort the inputs or outcomes of the comparison other 6.Changing the comparison other
Three Goals of Organizational Behavior
1. Explain why individuals and groups behave the way they do within an organization setting 2. Predict how individuals and groups will behave based on internal and external factors 3. To provide managers with tools to assist in the management of individuals and groups' behaviors so they will put forth their best effort and accomplish organizational goals
Employees create this dependency by controlling access to:
1. Instrumentalities, which includes any aspect of the physical plant of the organization or its resources (e.g., equipment, materials, budgets). 2. People, including anyone within the organization or anyone outside the organization upon whom the organization is in some way dependent. 3. Information, which includes knowledge of the norms, procedures, and techniques of doing business within the organization.
Triple Threat
1. Manager 2. Professional 3. Leader
Five Characteristics of an effective communicator
1. Must have a desire to communicate 2. Must have an understanding of how others learn 3. Is appropriately cueing the message as to whether it is informational, requesting a response, seeking a decision, etc. 4. Considers the content, importance, and complexity of the message when determining the manner in which the message is communicated. 5. Considers the time frame associated with the content of the message (long versus short).
Big 5 (Management)
1. Plan 2. Organize 3. Direct 4. Control 5. Evaluate
Four Forms of Nonverbal Communication
1. Proxemics 2. Kinesics 3. Facial and Eye Behavior 4. Paralanguage
Goal-setting steps
1. Setting the goal: must be S.M.A.R.T. goals. Goals should match the perceptions of the employees (low self-confidence vs. high self-confidence). Goals can be set by both supervisor and subordinate, determined by external sources or benchmarks, or through corresponding to goals of the organization. 2. Obtaining Goal Commitment: managers need to ensure that subordinates will accept and remain committed to the goals. This can be accomplished by appropriate pay and or reward systems that match the perception of goal. 3. Providing Support Elements: managers must ensure employees have adequate resources (training, time, leadership, support, etc.) and limited barriers (alignment of incentives).
Maslow identified what 6 key characteristics of a self-actualized person
1. acceptance and realism 2. problem-centering 3.spontaneity 4.autonomy and solitude 5. continued freshness of appreciation 6. peak experiences
Herzbergs two-factor theory applies the concept that people have two sets of needs:
1. avoidance of unpleasantness 2. personal growth
Strong determiners of job dissatisfaction based on Herzbergs two-factor theory that are related to job context (hygiene factors)
1. company policies 2. administrative policies 3. supervision 4. salary 5. interpersonal relations 6. working conditions
what are the elements of the structural dimension
1. formalization 2. specialization 3. hierarchy of authority 4. centralization 5. professionalism
For healthcare managers to transform their organizations into an inclusive culture where all employees feel the opportunity to reach their full potential, Guillory (2004, pp. 25-30) recommended a ten-step process:
1.Development of a customized business case for diversity for your organization. In other words, how does diversity relate to the overall success of the organization? 2.Education and training for your staff to develop an understanding of diversity, its importance to your organization's success, and diversity skills to apply on a daily basis. 3.Establishment of a baseline by conducting a comprehensive cultural survey that integrates performance, inclusion, climate, and work/life balance. 4.Selection and prioritization of the issues that lead to the greatest breakthrough in transforming the culture. 5.Creation of a three- to five-year diversity strategic plan that is tied to organizational strategic business objectives. 6.Leadership's endorsement of and financial commitment to the plan. 7.Establishment of measurable leadership and management objectives to hold managers accountable to top leadership for achieving these objectives. 8.Implementation of the plan, recognizing that surprises and setbacks will occur along the way. 9.Continued training in concert with the skills and competencies necessary to successfully achieve the diversity action plan. 10.Survey one to one-and-a-half years after initiation of the plan to determine how inclusion has changed.
Four steps in organizational control
1.Establish standards, 2.measure performance, 3.compare performance to standards, 4.take correction action as needed
OMH has developed a list of 14 standards for Culturally and Linguistically Appropriate Services
1.Promote and support the attitudes, behaviors, knowledge, and skills necessary for staff to work respectfully and effectively with patients and one another in a culturally diverse work environment. 2.Have a comprehensive management strategy to address culturally and linguistically appropriate services, including strategic goals, plans, policies, procedures, and designated staff responsible for implementation. 3.Utilize formal mechanisms for community and consumer involvement in the design and execution of service delivery, including planning, policy-making, operations, evaluation, training, and, as appropriate, treatment planning. 4.Develop and implement a strategy to recruit, retain, and promote qualified, diverse, and culturally competent administrative, clinical, and support 24 25 staff that are trained and qualified to address the needs of the racial and ethnic communities being served. 5.Require and arrange for ongoing education and training for administrative, clinical, and support staff in culturally and linguistically competent service delivery. 6.Provide all clients with Limited English Proficiency access to bilingual staff or interpretation services. 7.Provide oral and written notices, including translated signage at key points of contact, to clients in their primary language, informing them of their right to receive no-cost interpreter services. 8.Translate and make available signage and commonly used written patient educational material and other materials for members of the predominant language groups in service areas. 9.Ensure that interpreters and bilingual staff can demonstrate bilingual proficiency and receive training that includes the skills and ethics of interpreting, as well as knowledge in both languages of the terms and concepts relevant to clinical or nonclinical encounters. Family or friends are not considered adequate substitutes, because they usually lack these abilities. 10.Ensure that the clients' primary spoken language and self-identified race/ethnicity are included in the healthcare organization's management information system, as well as any patient records used by provider staff. 11.Use a variety of methods to collect and utilize accurate demographic, cultural, epidemiological, and clinical-outcome data for racial and ethnic groups in the service area, and become informed about the ethnic/cultural needs, resources, and assets of the surrounding community. 12.Undertake ongoing organizational self-assessments of cultural and linguistic competence, and integrate measures of access, satisfaction, quality, and outcomes for CLAS into other organizational internal audits and performance-improvement programs. 13.Develop structures and procedures to address cross-cultural ethical and legal conflicts in healthcare delivery and complaints or grievances by patients and staff about unfair, culturally insensitive, or discriminatory treatment, difficulty in accessing services, or denial of services. 14.Prepare an annual progress report documenting the organization's progress with implementing CLAS standards, including information on programs, staffing, and resources.
Commonwealth Fund Program Goals
1.Understand that patients and healthcare professionals often have different perspectives, values, and beliefs about health and illness that can lead to conflict, especially when communication is limited by language and cultural barriers. 2.Become familiar with the types of issues and challenges that are particularly important in caring for patients of different cultural backgrounds. 3.Think about each patient as an individual, with many different social, cultural, and personal influences, rather than using general stereotypes about cultural groups. 4.Understand how discrimination and mistrust affect the interaction of patients with physicians and the healthcare system. 5.Develop a greater sense of curiosity, empathy, and respect toward patients who are culturally different, and thus be encouraged to develop better communication and negotiation skills through ongoing instruction.
Strong determiners of job satisfaction based on Herzbergs two-factor theory which are related to job content
1.achievement 2. recognition 3.work itself 4. responsibility 5. advancement
What two ways according to Lewin can change be enacted?
1.reducing the strength of restraining or opposing forces 2. increasing the force for change in the desired direction
Provisions from which piece of legislation, such as Medicare's increased focus on chronic disease prevention, new models of care for reducing re-hospitalizations, improved care coordination, and annual screening for cognitive impairment will assist with changing attitudes toward elderly patients?
2010 Affordable Care Act
Multisource appraisal is also known as ------ or -------
360 degree appraisal or multirater assessment
Job-Characteristics Model
5 Core motivational job characteristics Skill Variety - Degree to which a job requires a variety of different activities and skills Task Identity - Degree which a job requires completion of a whole and identifiable piece of work Task Significance - Degree which a job has substantial impact on the lives of other people Autonomy - Degree to which a job provides substantial freedom, independence, and discretion Feedback - Degree to which there is clear and direct information about performance effectiveness
According to the US Census, people aged _____ showed the highest percentage increases of the country's population.
85 and over
At my workplace, I never have an opportunity to speak with the Vice President of my division, since I always have to speak with my direct supervisor, who than speaks with the division manager, who then relays my message to the Vice President. This is an example of which communication network: A) Chain B) Wheel C) Circle D) All-channel
A) Chain
Of the four basic decision styles, which one is associated with low tolerance for ambiguity and low cognitive complexity with a focus on technical decisions? A) Directive B) Analytic C) Conceptual D) Behavioral
A) Directive
Communication Networks
A communication network is the interaction pattern between and among group members. A network creates structure for the group because it controls who can and should talk to whom (Keyton, 2002). Groups generally develop two types of communication networks: centralized and decentralized (Figure 4-4). Decentralized networks allow each group member to talk to every other group member without restrictions. An open, all-channel or decentralized network is best used for group discussions, decision making, and problem solving. The all-channel network tends to be fast and accurate compared with the centralized network such as the chain or Y-pattern networks (Longest et al., 2000). Nevertheless, a decentralized network can create communication overload, in which too much information or too complex communication may occur (Keyton, 2002). When a communication overload is produced, messages may conflict with one another and result in confusion or disagreement. To reduce communication overload, a facilitator should be used to monitor group discussions. A centralized network restricts the number of individuals in the communication chain. In a group setting where a dominant leader takes over group discussions by controlling the number of messages and amount of information being passed, group members do not interact except through the leader. Such a network can create communication underload, in which too few or simple messages are transmitted. In this type of network, group members feel isolated from group discussions and generally feel dissatisfied. In the chain network, communication occurs upward and downward and follows line authority relationships.
All charismatic leaders exhibit the following characteristics, except: High levels of self confidence Trust in subordinates High expectations of subordinates A focus on ethical concerns Ideological visions
A focus on ethical concerns
halo effect
A hospital is well known for Cardiac surgery, but is therefore also perceived to be a good hospital for Gastric surgeries as well. This generalized carryover based on just one characteristic is known as __________.
false
A leader is a person who directs the work of employees and is responsible for results.
Cognitive Resource Theory
A leaders intellectual abilities correlate positively with performance under low stress but negatively under high stress and a leader's experience correlates negatively with performance under low stress but positively under high stress.
Attitude definition
A mind set or tendency to act in a particular way due to both an individual's experience and temperament.
Attitude
A mindset or tendency to act in a particular way due to both an individuals experience and temperament
Equity Theory
A person evaluates his or her outcome and inputs by comparing them with those of others. It is based on perceived inputs and outcomes of like situations.
One-Way Communication
A person sends a one-directional message without interaction
What Is Cultural Competency
A set of congruent behaviors, attitudes and policies that come together in a system, agency or among professionals that enables effective work in cross-cultural situations.
Health
A state of complete physical, mental, and social well-being and not merely the absence of disease and infirmity.
Wellness
A state of optimal health and well-being.
Diversity Management
A strategically driven process whose emphasis is on building skills and creating policies that will address the changing demographics of the workforce and patient population."
Of the five conflict-handling modes, which one involves unassertive and uncooperative behaviors? A) Avoidance B) Accommodation C) Competition D) Compromise E) Collaboration
A) Avoidance
At my workplace, I never get to talk to my supervisor. I always have to hear the news from one of the staff who happens to be the supervisor's favorite employee. Which barrier to communication does this address? A) Environmental barrier to communication B) Personal barrier C) A & B D) None of the above
A) Environmental barrier to communication ?
Conflict occurs when two or more desired or expected outcomes are incompatible. This is an example of what type of conflict? A) Goal B) Cognitive C) Affective D) Procedural
A) Goal
The three components of the process of motivation are: A) Goals, incentives, and behavior B) Behavior, wants, and direction C) Incentives, behavior, and goals D) Unsatisfied need, drive, and satisfied need
A) Goals, incentives, and behavior?
________is an unstructured and informal network founded on social relationships rather than organizational charts or job descriptions. A) Grapevine B) Wheel C) Circle D) Chain
A) Grapevine
The ________________ manager exercises minimal effort on getting the task accomplished, doing only that amount of work that is required to sustain his or per position within the organization. A) Impoverishd B) Ideal C) Middle of the road D) Country Club E) Task
A) Impoverished
Principled negotiation" is a form of ____________ negotiation because it encourages equitable solutions to problems. A) Integrative B) Interactive C) Distributive
A) Integrative
___________ negotiation is a cooperative, interest-based, agreement-oriented approach to dealing with conflict that is viewed as a "win/win" or mutual gain dispute. A) Integrative B) Interactive C) Distributive
A) Integrative
This is an example of a verbal communication. A) Letters B) Procedure Manual C) Eye contact D) A & B E) All of the above
A) Letters
At my workplace, my boss always shares information that he learns from the VP with us because he believes that when we have access to information, it makes us more informed and productive. Which barrier to communication does this address? A) Managerial Philosophy B) Competing for attention C) Status quo D) Withholding, inhibiting, or distorting
A) Managerial Philosophy
_____________ occurs when the expectations associated with a work role are incompatible with the individual's needs, values, or ethics. A) Person-Role Conflict B) Intrarole conflict C) Interrole conflict D) Interpersonal Conflict
A) Person-Role Conflict
According to Herzberg's Two-Factor theory, motivators do not include: A) Salary B)Recognition C)Responsibility D) Work itself E)Advancement
A) Salary
______________ is the extent to which job assignments are clear through the implementation of formalization and policy. A) Task Structure B) Position of power C) Leader-Member Relations
A) Task Structure
What type of intergroup conflict may occur when supervisors attempt to control subordinates? A) Vertical conflict B) Horizontal conflict C) Line staff D) Diversity based conflict
A) Vertical Conflict
Reinforcement Theory
An individual's behavior could be redirected through the use of reinforcement. The theory suggests that an employee's behavior will be repeated if it is associated with positive rewards and will not be repeated if it is associated with negative consequences.
Informal Group
AKA CLIQUES. Informal leaders- nurses with high clinical competency who are recognized as experts; serves on committees
Emotional intelligence (EI) has five distinct characteristics, which include all the following, except: Self-awareness Self-management or regulation Acceptance of change Self-motivation Empathy or social awareness
Acceptance of change
instrumentality
According to Vroom's VIE theory, an individual's perception that his or her performance is related to other outcomes, either positively or negatively, is referred to as:
Achievement-oriented Leader
Achievement-oriented leader: established stimulating goals and expects a high level of performance of stated goals. Creates an environment of trust where leader acknowledges the workforce's abilities to accomplish organizational goals
Tri-Component Model of Attitudes
Actions, Beleifs, Feelings
The Tri-Component model suggests that human attitudes have 3 factors, that are:
Actions, Beliefs, Feelings
Compliance Officer
After Paul left, Ben knew he had to do something immediately. Although Harry Benson had been responsible for developing and implementing all the necessary policies and procedures to prevent medical errors, Harry was not doing enough and things were going to have to change—now! He would deal with Harry later, but his first priority was creating a new position—Chief Safety and Compliance Officer. This new position would report directly to him and would have full authority to do whatever was needed to ensure that these problems did not occur again. He immediately drafted the job description. The selected candidate will play a key role in the development of the organization's compliance culture with a focus on prevention. This position will be responsible for developing, implementing, and communicating the organization's compliance and safety standards, policies, and procedures. The position will oversee the design, organization, and implementation of systemwide compliance education and training programs. The position is responsible for monitoring and evaluating compliance activities to ensure program goals are being met across all functional areas. The position is responsible for establishing and participating in internal disciplinary actions for compliance violations. The candidate must have an MHA or related degree, 10 years of experience in the safety and compliance area, including seven years in the healthcare industry and five years in a managerial role. The position offers a competitive
Generation X
After the Baby Boomers, and typically covers people born between the mid 1960's and the early 1980's
The three phases of General Adaptable Syndrome are:
Alarm, resistance, and exhaustion
Characteristics of transformational leadership include:
All of the above
Structure, as it relates to leadership, involves
All of the above
The National Labor Relations Act (NLRA) addresses which of the following? a. All of the above b. Applies to all private sector employees c. Governs unionization of employees d. Protects rights of employees to engage in activities for their protection
All of the above
What are the areas that comprise the Johari Window?
All of the above
Which of the following is a method of inequity resolution?
All of the above
Decentralized Networks
Allow each group member to talk to every other group member without restrictions Can result in communication overload - Too much information or too complex
Attitude
Allport (1935) defined an attitude as a mental or neural state of readiness, organized through experience, exerting a directive or dynamic influence on the individual's response to all objects and situations to which it is related. A simpler definition of attitude is a mind-set or a tendency to act in a particular way toward an object or entity (i.e., person, place, or thing) due to both an individual's experience and temperament. An attitude includes three components: an affect (a feeling), cognition (a thought or belief), and behavior (an action). Alfred Adler (1870-1937), a Viennese physician who developed the theory of Individual Psychology, emphasized that a person's attitude toward the environment had a significant influence on his or her behavior.
Define Content theories
Also referred to as needs theories explain the specific factors that motivate people. The focus is on the assumption that individuals are motivated by the desire to satisfy their inner needs or what drives behavior.
Inequity Resolution
Altering inputs, altering outcomes, distorting inputs or outcomes of self, leaving the field, distorting inputs outcomes of others, changing the comparison other
Effective Communication
Although managers spend most of their time communicating (e.g., sending or receiving information), one cannot assume that meaningful communication occurs in all exchanges (Dunn, 2006). Once a memorandum, letter, fax, or e-mail has been sent, many are inclined to believe that communication has taken place. However, communication does not occur until information and understanding have passed between sender and the intended receiver. For example, a receiver may hear a sender but may not have comprehended the sender's actual meaning. Effective communication occurs when the message received is the same as the one intended. Communication enables one to establish and maintain positive interactions in the workplace. An effective communicator overcomes barriers to engage in more meaningful and successful communication. The message originates from the sender who uses words and symbols to put forth information into a message for the receiver, the individual(s) receiving the message. Messages are then received and decoded or interpreted by the receiver. Decoding is affected by the receiver's prior experiences and frames of reference. Accurate decoding of the message by the receiver is critical to effective communication. The closer the decoded message gets to the intent of the sender, the more effective the communication. Feedback is the destination's reaction to a message (Certo, 1992). It is an important element of communication since it allows for information to be shared between the receiver and sender in a two-way communication. To be effective, communication must allow opportunities for feedback. Feedback can take several forms, each with a different intent. Keyton (2002) describes three different forms of feedback: descriptive, evaluative, and prescriptive. As a managerial tool, feedback enables managers to anticipate and respond to changes. Structured feedback enhances managerial planning and controlling functions. Because of the value of feedback, managers should encourage feedback and evaluate it systematically. Employees are the organization's brain cells, and communication represents the nervous system that carries information and shared meaning to vital parts of the organizational body. Effective communication brings knowledge into the organization and disseminates it to employees who require that information. Effective communication minimizes the "silos of knowledge" problem that undermines an organization's potential and, in turn, allows employees to make more informed decisions about corporate actions. Effective communication is one of the most critical goals of organizations (Spillan et al., 2002). Research suggests that an effective manager is one who spends considerable time on staffing, motivating, and reinforcing activities (Luthans et al., 1988). An effective communicator must have a desire to communicate, which is influenced both by one's personal values and the expectation that the communication will be received in a meaningful way. An effective communicator must have an understanding of how others learn, which includes consideration of differences in how others perceive and process information (e.g., analytic versus intuitive, abstract versus concrete, verbal versus written). •The receiver of the message should be cued as to the purpose of the message, that is, whether the message is to provide information, elicit a response or reaction, or arrive at a decision. •The content, importance, and complexity of the message should be considered in determining the manner in which the message is communicated. •The credibility of the sender affects how the message will be received. •The time frame associated with the content of the message (long versus short) needs to be considered in choosing the manner in which the message is communicated. More precise cues are needed with shorter time frames (see Figure 4-3).
true
An attribution is a causal explanation for an event or behavior.
true
An attribution style is defined as a tendency to consistently contribute positive and negative outcomes to a specific type of cause.
Why changes in US demographics affect the healthcare industry
An example may include predominately white staff interacting with foreign physicians. Another example includes generational differences between the nursing staff - how to handle the millennials.
Hofstede's Cultural Dimensions
An extensive cross-cultural survey. was conducted over an 11-year period, with more than 116,000 respondents in more than 40 countries. The researcher collected data about "values" from the employees of a multinational corporation located in more than 50 countries. Individualism-Collectivism: Individualism-collectivism measures culture along a self-interest versus group-interest scale. Individualism stands for a preference for a loosely knit social framework in society wherein individuals are supposed to take care of themselves and their immediate families only. Its opposite, collectivism, stands for a preference for a tightly knit social framework in which individuals can expect their relatives, clan, or other in-group to look after them in exchange for unquestioning loyalty. Hofstede (1983) suggested that self-interested cultures (e.g., individualism) are positively related to the wealth of a nation. •Power Distance: Power distance is the measure of how a society deals with physical and intellectual inequalities, and how the culture applies power and wealth relative to its inequalities. People in large Power Distance societies accept hierarchical order in which everybody has a place, which needs no further justification. People in small Power Distance societies strive for power equalization and demand justification for power inequalities. Hofstede (1983) indicated that group interest cultures (e.g., Collectivism) have large Power Distance. •Uncertainty Avoidance: Uncertainty Avoidance reflects the degree to which members of a society feel uncomfortable with uncertainty and ambiguity. The scale runs from tolerance of different behaviors (i.e., a society in which there is a natural tendency to feel secure) to one in which the society creates institutions to create security and minimize risk. Strong Uncertainty Avoidance societies maintain rigid codes of belief and behavior and are intolerant toward deviant personalities and ideas. •Weak Uncertainty: Avoidance societies maintain a more relaxed atmosphere in which practice counts more than principles and deviance is more easily tolerated. Masculinity Versus Femininity: Masculinity versus femininity measures the division of roles between the genders. The masculine side of the scale is a society in which the gender differences are maximized (e.g., need for achievement, heroism, assertiveness, and material success). Feminine societies are ones in which there are preferences for relationships, modesty, caring for the weak, and the quality of life.
Definition of group norms
An implied code of conduct about what is acceptable and unacceptable member behavior.
Galatea Effect (Believe in yourself.)
An individual's high self-expectations lead to high performance. James Sweeney was an industrial management professor at Tulane University who wished to disprove the theory that a certain IQ level was needed to learn how to program computers. Sweeney trained a poorly educated janitor whose IQ indicated that he would be unable to learn to type, much less program. The janitor not only learned to program, but also eventually took charge of the computer room along with the responsibility of training new employees to program and operate the computers. As Livingston pointed out, Sweeney's expectations were based on what he believed about his teaching ability (internal expectations), not on the janitor's learning capabilities. Livingston related that, "the high expectations of superior managers are based primarily on what they think about themselves—about their own ability to select, train, and motivate their subordinates. What the manager believes about himself subtly influences what he believes about his subordinates, what he expects of them, and how he treats them" (Livingston, 1969).
Strategic Communication
An intentional process of presenting ideas in a clear, concise, and persuasive way
Negative Reinforcement
An unpleasant effect is avoided, encourages positive behavior
Grapevine
An unstructured and informal network founded on social relationships rather than organizational charts or job descriptions
Learning optimism comprises building an employee's attitude of commitment, control and challenge
False
Learning optimism is the as the popular concept of "positive thinking"
False
Ageism
Any attitude, action, or institutional structure which subordinates a person or group because of age or any assignment roles in society on basis of age
Cognitive Dissonance
Any inconsistency that a person perceives between two or more of ones attitudes or between ones behavior and attitudes Alfred Adler
External Attribution
Assigns causality to an outside agent or force
Internal Attribution
Assigns causality to factors within the person, claiming that the person was directly responsible for the event
Associating with Influential People
Associating with influential people includes developing professional connections with organizations and people that are known to be powerful.
Common law principle that employers have the right to dismiss an employee at any time for a good reason, a bad reason, or no reason at all is called:
At-will employment
Common law principle that employers have the right to dismiss an employee at any time for a good reason, a bad reason, or no reason at all is called: a. At-risk employment b. At-will employment c. My-will employment
At-will employment
Attacking or Blaming Others
Attacking or blaming others is often associated with scapegoating—blaming others for a problem or failure.
Healthy People 2020
Attain high-quality, longer lives free of preventable disease, disability, injury, and premature death. Achieve health equity, eliminate disparities, and improve the health of all groups. Create social and physical environments that promote good health for all. Promote quality of life, healthy development, and healthy behaviors across all life stages.
Defined by Allport (1935) as a "mental state of readiness, organized through experience, exerting a directing or dynamic influence on the individual's response to situations," this is known as a(n) _________
Attitude
false
Attitudes are very individual and subjective, and therefore we do not currently have ways to measure an employee's attitude about their jobs.
focuses on traits that people consider when they characterize a person as a leader.
Attribution Leadership
Projection
Attribution of ones own attitudes and beliefs onto others
Kelley's attribution theory
Attribution theory is concerned with the ways in which people explain (or attribute) the behavior of others. It explores how individuals "attribute" causes to events and how this cognitive perception affects their motivation.
Attribution Theory
Attribution theory was first introduced by Heidler (1958) as "naive psychology" to help explain the behaviors of others by describing ways in which people make casual explanations for their actions. Heidler believed that people have two behavioral motives: (1) the need to understand the world around them and (2) the need to control their environment.
Lewin's Three types of Leaders
Authoritarian, Deocratic, Laissez-Faire
Leadership styles
Authoritarian: The authoritarian leader remained aloof and used orders (without consultation) in directing the group's activities. Democratic: The democratic leader offered guidance and encouraged the children while actively participating in the groups' activities. Laissez-Faire: The laissez-faire leader gave the children knowledge, but did not direct the activities, nor did this leader become involved or participate in the groups' activities. Note certain people are preferential toward certain types of leadership
Authoritiarian definition
Authoritarian: uses orders without consultation for directing group activities
Which of the following is not a characteristic of successful teams? Clear goals Open communication Valued diversity Cooperative relationships Autocratic leadership
Autocratic leadership
Herzberg's Two-Factor Theory (Motivation-Hygiene Theory)
Avoidance of Unpleasantless and Personal Growth. stating "if you want people to do a good job for you, then you must give them a good job to do."
Based on research, what is the optimum size for developing group cohesiveness? A) 3 B) 5 C) 7 D) 9 E) 10 or more
B) 5
Conflict occurs when the ideas and thoughts within an individual or between individuals are incompatible. This is an example of what type of conflict? A) Goal B) Cognitive C) Affective D) Procedural
B) Cognitive
Understanding the development and application of leadership theory prepares the healthcare manager to fulfill three explicit administrative responsibilities except: A) Predict B) Control C) Create D) Explain
B) Control *
According to Lewin's behavioral research, which type of leadership style is demonstrated when the leader offers guidance and encourages participation to group members? A)Authoritarian B)Democratic C) Laissez-Faire
B) Democratic
Which is not one of the four levels of feedback described by Keyton: A) Group feedback B) Descriptive feedback C) Task or procedural feedback D) Individual feedback E) Relational feedback
B) Descriptive Feedback
The three categories of Alderfer's ERG theory are: A) Existence, relatedness, and gain B) Existence, relatedness, and growth C) Extrinsic, recognition, and growth D) Environment, recognition, and gain
B) Existence, Relatedness, and Growth
What is the information that individuals receive about their behavior? A) Message B) Feedback C) Response D)Communication
B) Feedback
The following is a symptom of ____________: Direct pressure on any member who expresses strong arguments against any of the group's stereotypes, illusions, or commitments, making clear that this type of dissent is contrary to what is expected of all loyal members. A) Conformity B) Groupthink C) Social Loafing D) Cohesiveness E) Group interaction
B) Groupthink
In 2002, the _____ population became the largest minority in the United States A) Black, non-Hispanic B) Hispanic C) Asian D) American Indians
B) Hispanic?
_______________ decision-making involves using one's professional judgment based on past experiences rather than sequential logic or explicit reasoning A) Bounded Rationality B) Intuition C) Heuristics D) Biases
B) Intuition
Which is not a way to improve cross-cultural communication? A) Repeat a message when there is doubt B) Maintain eye contact with the individual C) Watch for nonverbal signs of a lack of understanding D) Listen carefully to the entire message
B) Maintain eye contact with the individual
What type of reinforcement occurs when an unpleasant effect is eliminated or avoided? A) Positive B) Negative C)Punishment D) Extinction
B) Negative
___________________ is the degree of control and influence the leader legitimately possesses in dealing with organizational activities; highly dependent upon the support the leader receives from senior management. A) Task structure B) Position of power C) Leader-Member Relations
B) Position of Power
______________ exists when an individual has the ability to influence. A) Kinetic Power B) Potential Power C) Coercive Power D) Reward Power E) Referent Power
B) Potential Power
Which of the following is not an approach for building team performance? A) Establish urgency and direction B) Select members based on personality, not skills C) Set clear rules of behavior D) Challenge the group regularly with new information E) Use positive feedback, recognition and rewards
B) Select members based on personality, not skills
Groups go through sequential stages of development. The following is as example of what development stage: High levels of emotion because members are trying to find their group identity and exert their individuality. A) Forming B) Storming C) Norming D) Performing E) Adjourning
B) Storming
__________is an intentional process of presenting ideas in a clear, concise, and persuasive way A) Communication effectiveness B) Strategic communication C) Effective communication D) Intra-organizational communication
B) Strategic Communication
___________ schedule allows reinforcements to be administered at irregular intervals. A) Continuous B) Variable Interval C) Variable Ratio D) Fixed Interval E) Fixed Ratio
B) Variable Interval
Generation X and Y
Barney (2002, p. 83) points out that Generation-X workers (individuals born between 1965 and 1976) want "managers who listen, consider their ideas, and treat them as peers. They want to be part of the decision-making process and want flexibility in their work environment because they value their time and freedom." Generation-Y, individuals born between 1977 and 1995, have begun to enter the workforce. Generation-Y will be the fastestgrowing segment of the workforce. Although it is impossible to generalize about the wants and needs of millions of people in each generation, workplace experts tend to use the following characteristics to describe Generation-Y (Martin & Tulgan, 2006): •High expectations of self: They aim to work faster and better than other workers. •High expectations of employers: They want fair and direct managers who are highly engaged in their professional development. •Ongoing learning: They seek out creative challenges and view colleagues as vast resources from whom to gain knowledge. •Immediate responsibility: They want to make an important impact on day one. •Goal oriented: They want small goals with tight deadlines so they can build up ownership of tasks.
true
Barriers to effective teamwork fall within four categories: (1) lack of management support, (2) lack of resources, (3) lack of leadership, and (4) lack of training.
Goal setting theory
Based on research, ____ states that employees who are given specific, challenging goals outperform those who are given vague goals such as "do your best."
What is producing rapid changes in treatment?
Biomedical and genetic research
Kinesics (Nonverbal Communication)
Body language, which is used to convey meanings and messages
An extreme case of job-related stress is known as _____________.
Burnout
micro approach to "managing" people -- OB, OT, OD, or HRM?
Human Resources Management
Situational favorableness is based upon three contingency dimensions that were related to leadership effectiveness. Which of following contingency dimensions is not identified as part of Fiedler's theory? A) Leader-Member relations B) Task Structure C) Administrative Interdependence D) Position of Power
C) Administrative Interdependence
The three phases of General Adaptation Syndrome are: A) Low, optimum, and high B) Alarm, low, and resistance C) Alarm, resistance, and exhaustion D) Resistance, exhaustion, and optimum E) Exhaustion, optimum, and low
C) Alarm, resistance, and exhaustion
The following is an example of what type of intrapersonal conflict, When an individual must choose an alternative that is expected to have both positive and negative outcomes. A) Avoidance/Avoidance B) Approach/Approach C) Approach/Avoidance
C) Approach Avoidance
________________ focuses on traits that people consider when they characterize a person as a leader. A) Servant Leadership B) Charismatic Leadership C) Attribution Leadership D) Symbolic Leadership E) Transformational Leadership
C) Attribution Leadership
An extreme case of job-related stress is known as _____________. A) Emotional exhaustion B) Depersonalization C) Burnout D) Diminished personal accomplishment
C) Burnout
___________is the creation or exchange of thoughts, ideas, emotions, and understanding between sender (s) and receiver (s). A) Feedback B) Message C) Communication D) Strategy
C) Communication
Of the five conflict-handling modes, which one reflects a win-lose approach to conflict? A) Avoidance B) Accommodation C) Competition D) Compromise E) Collaboration
C) Competition
Of the four basic decision styles, which one is associated with high tolerance for ambiguity and a high cognitive complexity? A) Directive B) Analytic C) Conceptual D) Behavioral
C) Conceptual
The Ohio State study identified which two dimensions of leaders A) Intelligence and capacity B) Intrinsic value and cooperation C) Consideration and initiating structure D) Emotional attachment and resource allocation
C) Consideration and initiating structure
Understanding the development and application of leadership theory prepares the healthcare manager to fulfill three explicit administrative responsibilities except: A) Predict B) Control C) Create D) Explain
C) Create
____________ negotiation is often referred to as "hard-bargaining" or a win-lose, zero-sum approach. A) Integrative B) Interactive C) Distributive
C) Distributive
Good or positive stress is referred to as _____________ A) Distress B) Constructive C) Eustress D) Social
C) Eustress
This is an example of a nonverbal communication. A) Letters B) Procedure manual C) Eye contact D) A & B E) All of the above
C) Eye contact
The sharing of information among peers at similar levels to keep organizational staff informed of all current practices, policies, and procedures is an example of: A) Upward Flow B) Downward Flow C) Horizontal Flow D) Diagonal Flow
C) Horizontal Flow
_________________ happens when several alternative courses of action are available and when the outcome is important to the individual whether positive or negative. A) Intrapersonal cognitive conflict B) Intrapersonal affective conflict C) Intrapersonal goal conflict
C) Intrapersonal Goal Conflict
_________________ is the degree of certainty, trust, and deference between the subordinate and the leader. A) Task structure B) Position of power C) Leader-Member Relations
C) Leader-Member Relations
_____________ is authority given to an individual based on a given role or position. A) Expert Power B) Referent Power C) Legitimate Power D) Coercive Power E) Reward Power
C) Legitimate Power
Of the four categories of intergroup conflict, which one relates authority relationships? A) Vertical conflict B) Horizontal conflict C) Line-staff conflict D) Diversity Based conflict
C) Line-Staff Conflict
The most frequently identified characteristics of transformational leadership (Chaffee, 2001) include all the following, except: A) Management of Attention: the ability to get the attention of a group through a compelling vision that brings others to a place they have not been before B) Management by Meaning: the ability to make a vision clear to others and the ability to communicate ideas and create meaning C) Management by Exception (a passive approach): Intervenes only if standards are not met D) Management of Trust: the ability to inspire trust through reliability and constancy E) Management of Self: knowing one's skills and deploying them effectively
C) Management by Exception
The _______________ manager balances the concern for task and the concern for people in an effort to boost morale and satisfaction. A) Impoverished B)Ideal C)Middle of the road D) Country Club E) Task
C) Middle of The Road
Which is not one of the key elements to effective communication for physicians and hospital administrators? A) Must have a desire to communicate B) Must have an understanding of how others learn C) Must be able to write clearly D) The receiver of the message should be cued to the purpose of the message E) None of the above
C) Must be able to write clearly
Groups go through sequential stages of development. The following is as example of what development stage: In this stage the rules for behavior are explicitly and implicitly defined. There is a greater degree of order and a strong sense of group membership. A) Forming B) Storming C) Norming D) Performing E) Adjourning
C) Norming
__________________ may be described as the intentional acts of influence to enhance or protect the self interest of individuals or groups. A) Ingratiation B) Power Base C)Organizational Politics D) Upward Influence E) Coalition Formation
C) Organizational Politics
______________ refers to an effort to "build-up" resistance resources whereby reducing the level of stress felt by an individual (e.g., minimizing severity of impact) if a critical event should occur in the future. A) Reactive coping B) Anticipatory coping C) Preventive coping D) Proactive coping
C) Preventive coping
_______________ tasks are non-repetitive in nature and involve considerable application of knowledge, judgment, and expertise. As such, the teams draw their members from different disciplines and functional units, so that specialized expertise can be applied to the task(s) at hand. A) Work teams B) Parallel teams C) Project teams D) Management teams E) None of the above
C) Project Teams
____________ groups are those that we compare ourselves to for developing our personal behavior and social attitudes. A) Primary B) Secondary C) Reference D) Formal E) Informal
C) Reference
In Hersey and Blanchard's Situational Leadership Model, a manager follows an ordered progression of style based upon the subordinates level of maturity. The appropriate order, from lowest to highest level of maturity, is: A) Selling, Telling, Delegating, Participating B) Participating, Delegating, Tellings, Selling C) Telling, Selling, Participating, Delegating D) Delegating, Selling, Telling, Participating
C) Telling, selling, participating, and delegating
The level of maturity of a follower in Hersey and Blachard's Situational Leadership Model is comprised of all the following components, except: A) The level of motivation exhibited by the subordinate B) The willingness of the subordinate to assume responsibility C) The leader-member relationship D) The experience and educational level of the subordinate
C) The leader-member relationship
The following relies on spoken or written words to share information with others. A) Face-to-face meeting B) Video conference C) Verbal communication D) Electronic mail E) None of the above
C) Verbal Communication
Coercive Power
Coercive Power: is the ability to punish either by administering a punishment or withholding something that an individual needs or wants (avoidance of punishment).
Festinger (1957) suggested _________ to refer to when we perceive an inconsistency between two or more of our internal attitudes or between our behavior and attitudes.
Cognitive Dissonance
Festinger (1957) suggested to refer to which of the following when we perceive an inconsistency between two or more of our internal attitudes or between our behavior and attitudes. a. Cognitive dissonance b. Attitude shift c. perceptual illusion d. psychoneurotic e. Disequilibrium
Cognitive Dissonance
Cognitive Resource Theory Variables
Cognitive Resource Theory: describes how group performance is a construct of complex interaction between (1) two leader traits - intelligence and experience, (2) one type of leader behavior - directive leadership, and (3) two aspects of the leadership situation - interpersonal stress and the nature of the task.
Managers must ensure that employees have adequate resources to reach their goals. Which of the following is not a support element?
Company policies Training Action Plan Feedback ** None of the options in this section
Groupthink
Conditions under which efforts to maintain group harmony undermine critical thought and lead to poor decisions by the group.
Motivation
Conscious or unconscious stimulus, incentive, or motives for action toward a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior
Managers make attributions about employees based on "consistency" and "distinctiveness" as well as _____________ which is "the extent to which an employee's performance is the same or different from other employees."
Consensus
The Ohio State study identified which two dimensions of leadership:
Consideration and initiating structure
Blake and Mouton's Managerial Grid includes each of the following specific leadership positions except: Impoverished manager Ideal manager Middle-of-the-Road manager Consistent manager Task manager
Consistent manager
Herzberg's Two Factor Theory (Motivation-Hygiene Theory)
Content Theory Two basis sets of needs: Satisfaction - Motivator Factors (Achievement, recognition, work itself, responsibility, advancement) Dissatisfaction - Hygiene Factors (Company policies, administrative policies, supervision, salary, interpersonal relations, working conditions) - Hygiene necessary to avoid job dissatisfaction
planning
Context, as it relates to leadership, involves all the following, except:
Understanding the development and application of leadership theory prepares the healthcare manager to fulfill three explicit administrative responsibilities except:
Create
Ways managers develop a power base
Creating a sense of dependency, creating a sense of obligation, Building a reputation as an expert, identification, perceived dependency.
Creating and Maintaining a Favorable Image:
Creating and maintaining a favorable image includes drawing attention to one's successes and the successes of others, creating the appearance of being a player in the organization, and developing a reputation of possessing qualities considered to be important to the organization
Creating Obligations and Reciprocity
Creating obligations and reciprocity includes performing favors to create obligations from others, commonly known as "you scratch my back and I'll scratch yours
Explain what is meant by the term culture competency in comparison to the terms versus cultural awareness or cultural sensitivity.
Cultural competence is defined as the ability of providers and organizations to effectively deliver health care services that meet the social, cultural, and linguistic needs of patients. did not address cultural awareness or cultural sensitivity
Three types of feedback
Descriptive, evlauative, prescriptive
Define cultural competency
Cultural competency is a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals and that enables effective work in cross-cultural situations. Cultural competency is critical to success when communicating in a diverse healthcare setting
Definition of current liabilities
Current liabilities represents debts and obligations of a company due within one year or less
Despite the difficulties in linking traits to successful leaders, evidence does reveal that many successful leaders share which of the following basic traits: A) Intelligence B) Achievement drive C) Employee centeredness D) All of the above
D) All of the above
Workplace stress can be related to: A) Task Demands B) Role Demands C) Lack of financial resources D) A & B E) B & C
D) A & B
All charismatic leaders exhibit the following characteristics, except: A) High levels of self confidence B) Trust in subordinates C) High expectations of subordinates D) A focus on ethical concerns E) Ideological Visions
D) A focus on ethical concerns
The design and implementation of planned change has three basic requirements. Which of the following is not one of the basic requirements? A) Employees involved have the necessary skills and knowledge to design and implement the changes B) Sufficient time exists for planning and implementing change C) Adequate resources are available D) A new mission statement must be approved by the Board of Directors before change can be initiated
D) A new mission statement must be approved by the Board of Directors before change can be initiated *
The three types of motivational needs identified by McClelland are: A) Advancement, power, and affiliation B) Power, affiliation, and growth C) Affiliation, growth, and advancement D) Achievement, power, and affiliation
D) Achievement, Power, and Affiliation
Cohesiveness of a group will increase if, A) The group has experienced prior sucesses B) When admission into the group is more difficult to obtain due to various barriers or high criteria C) If members perceive that an external force may prohibit the group from obtaining its goals D) All of the above E) None of the above
D) All of the above
Porter (1985) provides guidelines for achieving effective linkages among business units. Which one is a linkage discussed? A) Diagonal communication that flow through task forces or committees B) Use cross-organizational management processes C) Use human resources policies and procedures D) All of the above
D) All of the above
____________ bias is an intuitive technique where the perceived probability of an event is influenced by the ease of recollection. A) Adjustment B) Anchoring C) Representativness D) Availability
D) Availability
Keyton (2002) describes various forms of feedback, which one is an example of a form of feedback: A) Prospective Feedback B) Descriptive Feedback C) Evaluative Feedback D) B & C E) All of the above
D) B & C
_______________ are guidelines or "rules of thumb" that help make our world manageable by simplifying complex tasks A) Bounded Rationality B) Intuition C) Heuristics D) Biases
D) Biases
Blake and Mouton's Managerial Grid includes each of the following specific leadership positions except: A) Impoverished manager B) Ideal manager C) Middle of the road manager D) Consistent manager E) Task manager
D) Consistent Manager
__________ groups are created by the organization, therefore, they are part of the organization's formal structure. A) Primary B) Secondary C) Reference D) Formal E) Informal
D) Formal
Personal power is created by a sense of dependency by controlling access to: A) Information, people, and financial resources B) People, financial resources, and instrumentalities C) Financial resources, instrumentalities, and information D) Instrumentalities, information, and people
D) Instrumentalities, information, and people
___________ are implied codes of conduct about what is acceptable and unacceptable member behavior within a group. A) Interactions B) Tasks C) Performance Levels D) Norms E) None of the above
D) Norms
_________________ is designed to enhance an employee's health and performance at work by eliminating the stressors that lead to distress. A) Secondary prevention B) Tertiary prevention C) Preventive coping D) Organizational Prevention
D) Organizational Prevention
Resistance to change may arise from two sources: A) Organizational and external barriers B) External and Individual barriers C) External and internal barriers D) Organizational and individual barriers E) None of the above
D) Organizational and individual barriers
There are several barriers that can impede the communication process. What are the two categories described by Longest, Rakich, and Darr? A) Social and environmental B)Environmental and cultural C) Cultural and personal D) Personal and environmental
D) Personal and Environmental
Context, as it relates to leadership, involves all the following, except: A) Support B) Communication C) Professional Satisfaction D) Planning
D) Planning
According to Tannenbaum and Schmidt, managers should determine where on the continuum of leadership behavior they should position themselves depend on: A) Position in the hierarchy B) Environmental uncertainty C) Administrative support D) Situational Factors
D) Situational Factors
__________ refers to the decreased effort of individual members in a group when the size of the group increases. A) Conformity pressures B) In-group status C) Out-group status D) Social loafing E) None of the above
D) Social Loafing
The functional roles individual group members assume in small-group interactions are: A) Task, communicator, and decision-maker B) Communicator, decision maker, and maintenance C) Task, individual, and communicator D) Task, maintenance, and individual E) None of the above
D) Task, maintenance, and individual
True or False? Transactional leadership is all about change, innovation, improvement, and entrepreneurship through vision and inspiration.
FALSE
Past changes and future trends / challenges/ important topics in HC
Declining reimbursement for services Technology Biomedical & genetic research Increased govt mandates Increase focus on chronic disease management Greater need for home health and LTC Patients are better informed and understand care starts with them Economics in a state of flux Staff shortages Terrorism emergence of new diseases, reemergence of old ones, and evolution of pathogens immune to many of today's medications Uninsured
One of the deepest impacts on the industry:
Declining reimbursements for services
Extinction
Defined as the removal of an established reinforcement (positive or negative) that was previously used to reinforce an employees behavior
Stereotype
Defined to mean a conventional image applies to whole groups of people and the treatment of groups according to a fixed set of generalized traits or characteristics
Democratic definition
Democratic: offers guidance, encourages, and actively participates
Pygmalion Effect (Self-Fulfilling Prophecy)
Describes a persons behavior that is consistent with another individuals perception, whether or not it is accurate
Organizational Development
Describes a planned organization-wide process of change with the goal of improving the effectiveness of the organization Entire Organization - Typically left to consultants
Learned Helplessness
Describes a situation in which individuals come to believe that effort is futile because failure is inevitable
Developing Allies and Forming Power Coalitions
Developing allies and forming power coalitions includes developing networks of coworkers, colleagues, and/or friends within and outside the organization for purposes of supporting or advocating a specific course of action
Intraorganizational Diagonal Flow communication
Diagonal flow: The least common but the channel with the fastest growing importance - example includes the director of nursing asking the data analyst for reports on patient care
Cultural Diversity
Differences associated with gender, race, national origin, ethnicity, social class, religion, age, and ability/disability, but it can also be extended to include differences in personality, sexual orientation, veteran status, physical appearance, marital status, and parental status.
Cross-Cultural Communication
Difficulties can arise from differences in cultural values, languages, and points of view
Directive Leader
Directive leader: provides employees with a detailed understanding of expectations, a plan and resources - role ambiguity is essential to motivation.
Johari's Window
Disclosure and feedback
The Americans with Disabilities Act (1993) does NOT cover the following case:
Discrimination against a 42 year old female who recently sprained her leg
The Americans with Disabilities Act (1993) does NOT cover the following case: a. Discrimination against a 46 year old female on wheelchair b. Discrimination against a 32 year old male with Type 1 Diabetes c. Discrimination against a 42 year old female who recently sprained her leg
Discrimination against a 42 year old female who recently sprained her leg
Title VII of the Civil Rights Act covers:
Discriminatory practices in employment settings
Title VII of the Civil Rights Act covers: a. discriminatory practices in employment settings b. Standardized practices in employment settings c. discriminatory practices in home settings
Discriminatory practices in employment settings
the full range of human similarities and differences in group affiliation including gender, race, social class, role within an organization, age ,religion, sexual orientation, physical ability, and other group identities.
Diversity
Define diversity
Diversity is the full range of human similarities and differences in a group affiliation including gender, race/ethnicity, social class, role within an organization, age, religion, sexual orientation, physical ability, and other group identities
Intraorganizational Downward Flow communication
Downward flow: Nonverbal and verbal communication from supervisors to their subordinates.
Organization development incorporates which of the following characteristics: A) Use of a behavioral scientist B) Rapid response to change C) Systematic Approach D) A & B only E) A & C only
E) A & C Only *
Which of the following is not one of the five core motivational job characteristics identified by Hackman and Oldham? A) Skill variety B) Task Significance C) Autonomy D) Feedback E)Advancement
E) Advancement
There are six areas of responsibility for healthcare organizations. Which is not one of those areas of responsibility? A) Providing economic benefits to the community B) Being in full compliance with legal requirements C) Meeting ethical and fiduciary obligations D) Offering unique benefits to the community E) All are examples of responsibility
E) All are examples of responsibility
An individual's assessment of the situation includes demand appraisals or resource appraisals. Demand appraisals relate to the person's perception as to: A) Physical demands B) Task Demands C) Role demands D) Interpersonal demands E) All of the above
E) All of the Above
Structure, as it relates to leadership, involves A) Planning B)Resource Allocation C) Controlling D) Influencing E) All of the above
E) All of the Above
What are the areas that comprise the Johari Window? A) Hidden area B) Blind area C) Unknown area D) Open area E) All of the above
E) All of the Above
Which is a category of the communication process? A) Message B) Sender C) Receiver D) Feedback E) All of the above
E) All of the Above
Which of the following is a method of inequity resolution? A) Altering inputs or outputs B) Changing the other comparison C) Cognitively distorting inputs or outputs D) Resign from the organization E) All of the above
E) All of the Above
According to Kotter, managers need to follow eight steps for successful organizational change. Which one of the following is one of the eight steps? A) Establish a sense of urgency B) Communicate the vision C) Empower others D) Institutionalize new approaches E) All of the above
E) All of the above
Characteristics of transformational leadership include: A) Charisma B) Inspiration C) Intellectual D) Individualized Consideration E) All of the above
E) All of the above
Individual barriers to accepting change initiatives may include: A) Feelings of uncertainty based on the unkown B) Real or perceived stress C) Loss of status D) Loss of personal power E) All of the above
E) All of the above
Organizational barriers to accepting change initiatives may include: A) Lack of change agent B) Poor leadership C) Inadequate resources D) Time restraints E) All of the above
E) All of the above
Symptoms of burnout may include: A) Lower job performance B) Lower job satisfacton C) Higher job tension and turnover D) Increased absenteeism E) All of the above
E) All of the above
Which of the following assists managers to develop a power base? A) Creating a sense of obligation B) Building a reputation as an expert in a certain area C)Identification D) None of the above E) All of the above
E) All of the above ?
Shotguns
Individuals who use all tactics, but especially assertiveness and higher authority.
Which of the following is not a characteristics of successful teams? A) Clear goals B) Open communication C) Valued diversity D) Cooperative relationships E) Autocratic leadership
E) Autocratic Leadership
Behavioral science is important in OD because: A) Organizations should have an Employee Assistance Program (EAP) to help employees through any change process B) Understanding relationships is critical to the change process C) Organizations should have an understanding of how members react to change D) All of the above E) B & C
E) B & C
Of the five conflict-handling modes, which one reflects a win-win approach to conflict? A) Avoidance B) Accommodation C) Competition D) Compromise E) Collaboration
E) Collaboration
Managers need to be aware that ____________ groups can be a powerful force within their organization. A) Primary B) Secondary C) Reference D) Formal E) Informal
E) Informal
Characteristics of transactional leadership include all the following, except: A) Contingent Reward B) Management by Expectation (Active) C) Laissez-Faire D) Management by Expectation (Passive) E) Inspirational
E) Inspirational
Managers must ensure that employees have adequate resources to reach their goals. Which of the following is not a support element? A) Company policies B) Training C) Action plan D) Feedback E) None of the above
E) None of the Above
Which is not one of the fundamental principles described by Edley and Robinson for dialogue to be successful A) Engage motivated people B) Let the process move at its own pace C) Have the group develop procedures and live by them D) Use a facilitator and recorder to manage the process E) None of the above
E) None of the above
Which one is not a form of nonverbal communication A) Proxemics B) Kinesies C)Paralanguage D) Facial and Eye behavior E) None of the above
E) None of the above
___________ involve employees, not managers, deciding how to carry out tasks, allocating the work within the team, and making decisions. Typically, the members of self-managing work teams are cross-trained in a variety of skills relevant to the tasks they perform. A) Management work teams B) Self-managing work teams C) Parallel work teams D) Functional work teams E) None of the above
E) None of the above
Sperry and Whiteman identify five components of a strategic communication plan. Which of the following is not one of them? A) Context B) Messages C) Tactical Reinforcement D) Feedback E) Purpose
E) Purpose
2 dimensions according to University of Michigan Studies:
Employee-centered and production-centered
Theory Y
Employees are creative and content They want meaningful work, want to contribute, want to participate in decision making Supported decentralization and delegation, job enlargement, and participative management
Theory X
Employees are unintelligent and lazy - Dislike work, avoiding it whenever possible Employees must be closely controlled , little desire for responsibility , resist change Autocratic
Environmental Wellness
Encompasses where an individual lives and works, including the amount of noise, level of pollution, availability of safe places to walk, and type of housing.
Civil Rights Act of 1964
Ended segregation in public places and banned employment discrimination on the basis of race, color, religion, sex or national origin
Emotional Wellness
Enhances well-being through acceptance of one's feelings, appropriately expressing a wide range of emotions, and effectively managing stress.
Barriers to Communication
Environmental Barriers - Characteristics of the organization and its environmental setting Personal Barriers - Arise from the nature of individuals and their interaction with others
The two common barriers to communication
Environmental and Personal
At my workplace, I never get to talk to my supervisor. I only hear information through the grapevine. Which barrier to communication does this address?
Environmental barrier to communication
Barriers to Communication
Environmental barriers - Characteristic of the organization and its environmental setting • Personal barriers - Arise from the nature of individuals and their interaction with others
Environmental barriers example
Environmental barriers are characteristic of the organization and its environmental setting. Examples include competition for attention and time between senders and receivers (solution: devote adequate time and attention to listening).
Barriers to Communication
Environmental or Personal Environmental barriers are characteristic of the organization and its environmental setting. Personal barriers arise from the nature of individuals and their interaction with others. Both barriers can block, filter, or distort the messages when sent and received. overcoming barriers: 1.Environmental barriers are reduced if receivers and senders ensure that attention is given to their messages and that adequate time is devoted to listening to what is being communicated. 2.A management philosophy that encourages the free flow of communication is constructive. 3.Reducing the number of links (levels in the organizational hierarchy or steps between the sender in the healthcare organization and the receiver who is an external stakeholder) diminishes opportunities for distortion. 4.The power/status barrier can be removed by consciously tailoring words and symbols so that messages are understandable; reinforcing words with actions significantly improves communication among different power/status levels. 5.Using multiple channels to reinforce complex messages decreases the likelihood of misunderstanding.
________________ states that equity exists when the ratio of a person's outcomes to inputs is equal to the ratio of others' outcomes and inputs. a. Goal Setting Theory b. McClelland's Three Needs Theory c. Equity Theory d. Expectancy Theory
Equity Theory
According to Schein's "three levels of organizational culture" framework, the strategies, goals, and vision of employees along with values such as, honesty, ethical values, and respect for others, belongs to the _____________ level a. Assumptions, and Beliefs b. Observable Artifacts c. Espoused Values
Espoused Values
Good or positive stress is referred to as _____________
Eustress
ERG Theory
Existence - An individuals concern with basic material and psychological requirements (food, water, pay) Relatedness - Need for developing sustaining interpersonal relationships such as relations with family, friends, co-workers Growth - Intrinsic needs to be creative, to make useful and productive contributions, personal development opportunities - Can seek higher level needs before lower levels satisfied
The three categories of Alderfer's ERG theory are: Existence, relatedness, and gain Existence, relatedness, and growth Extrinsic, recognition, and growth Environment, recognition, and gain
Existence, relatedness, and growth
According to French and Raven, an individual can only hold one source of power at a time.
F
According to Herzberg, the opposite of job satisfaction is job dissatisfaction.
F
According to the Institute of Medicine, research demonstrates that there are no variations in the rates of medical procedures by race and that all patients receive equal treatment.
F
According to the video "Civil Rights of 1964", the law does Not prohibit racial discrimination of minorities in employment and education places.
F
Alderfer's ERG theory like Maslow's Hierarchy of Needs Theory requires an individual to satisfy a lower level need for a higher-level need to become the driver of a person's behavior.
F
Although valid 20 years ago, Hofstede's Cultural Dimensions are no longer applicable to understanding the influence national culture has on organizational and managerial behaviors.
F
Due to the extensive training physicians receive in the care and management of geriatric patients, ageism is not an issue in the health care industry.
F
Each content theory of motivation is separate, distinct, and unrelated.
F
Family and Medical Leave Act (1993) does NOT provide a new entitlement for employees to address serious health conditions for themselves or a family member.
F
Hygiene factors relate to job content and motivators/satisfiers relate to job context.
F
The health care industry has been a leader for embracing diversity management
F
Transactional and transformational leader approaches are clearly oppositional.
F
True or False? Attitudes are very individual and subjective, and therefore we do not currently have ways to measure an employee's attitude about their jobs.
FALSE
True or False? Due to stress being a complex and highly personalized process, some individuals see a specific situation as a threat, whereas other individuals see the same situation as a challenge or opportunity.
FALSE
True or False? Extroverts do best in quiet, non social jobs such as computer work, while Intoverts show the best job performance when they must work and present in front of large groups of people
FALSE
True or False? OB is the study of individuals, groups, and organizations.
FALSE
True or False? Transactional and transformational leader approaches are clearly oppositional.
FALSE
A sociogram is a powerful tool because it can be used to document the direction and intensity of communication, as well as the content of what was communicated by the members in their attempt to influence one another. True False
False
According to Bennis and Nanus (1985), leaders are people who do things right and managers are people who do the right things. True False
False
According to French and Raven, an individual can only hold one source of power at a time. True False
False
According to Herzberg, the opposite of job satisfaction is job dissatisfaction. True False
False
According to Latham and Locke, goal-setting can motivate employees in spite of poor management or the low/under-compensation of employees. True False
False
According to Lewin's Change Model, change may be enacted in one or two ways: by decreasing the force for change in the desired direction, or by increasing the strength of any opposing forces. True False
False
According to Vroom, the forces that drives a person to perform is dependent upon four forces: motivation, valence, instrumentality, and expectancy. True False
False
According to the IOM, research demonstrates that are no variations in the rates of medical procedures by race and that all patients receive equal treatment. True False
False
Alder's ERG theory like Maslow's Hierarchy of Needs requires an individual to satisfy a lower level need for a higher-level need to become the driver of a person's behavior. True False
False
Although EI is important, an individual's IQ is a better predictor of success in both personal and professional endeavors. True False
False
Although an employee may have multiple needs to satisfy, managers must focus exclusively on one need at a time will to be effective in motivating an employee. True False
False
Although valid 20 years ago, Hofstede's Cultural dimensions are no longer applicable to understanding the influence national culture has on organizational and managerial behaviors. True False
False
An "unintentional" discriminatory effect (disparate impact) is NOT considered illegal.
False
An employee's degree of satisfaction is proportionate to the actual amount of rewards he or she is receiving.
False
An organization should identify a leader who fits a particular situation instead of attempting to change the situation to agree with the style of its leader True False
False
As per O'Connor's study results, physicians or Nurses were more thinking type and extraverted than Administrators.
False
Because all conflict leads to ineffectiveness, managers must create an organizational culture of cooperation. True False
False
Conformity refers to conditions under which efforts to maintain group harmony undermine critical thought and lead to poor decisions True False
False
Critical thinking is not important when it comes to OB. a. True b. False
False
Cultural differences have no affect on provider-patient relationships. True False
False
Demographics of the US population have remained stable over the last three decades True False
False
Due to the extensive training physicians receive in the care and management of geriatric patients, ageism is not an issue in the healthcare industry. True False
False
Due to the simplicity of the concept of leadership, no discontent exists between researchers and academics. True False
False
EBM started with the business field and has worked its way into other work fields such as health care and manufacturing. a. True b. False
False
Each content theory of motivation is separate, distinct, and unrelated
False
Each content theory of motivation is separate, distinct, and unrelated. True False
False
Groups produce less and lower quality solutions to problems than do individuals working alone, because there are too many people involved in group decision making. True False
False
Hawthorne Effect describes negative responses in attitudes and performance when researchers pay attention to a group of workers as a whole. a. True b. False
False
High quality decision-making is attributable to escalation of commitment by a manager. True False
False
Hygiene factors relate to job content and motivators/satisfiers relate to job context.
False
In general terms, transformational leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates through consideration of performance and reward and transactional leadership is directed toward the influence and management of institutional change and innovation through revitalization and vision True False
False
In the healthcare industry, OB has become less important because we work with homogenous populations True False
False
Individuals use the bounded rationality model to decision-making when there is sufficient time for an orderly, thoughtful process. True False
False
Industry forces influence change within health services organizations, which are related to an organization's structure, processes and resources.
False
T/F: As per the study "Interns are from Venus, consultants are from Mars", traditional sex stereotypes is applicable to medical personnel, and other age-based stereotypes and professional rivalries have empiric basis.
False
T/F: Cultural differences have no effect on provider-patient relationships.
False
T/F: Due to the extensive training physicians receive in the care and management of geriatric patients, ageism is not an issue in the health care industry.
False
T/F: Family and Medical Leave Act (1993) does NOT provide entitlement for employees to address serious health conditions for themselves or a family member.
False
T/F: Halo effect relates to an individual's evaluation of another person's characteristics based on (or affected by)comparisons with other people.
False
T/F: Hygiene factors relate to job content and motivators/satisfiers relate to job context.
False
T/F: Not all forms of discrimination are illegal. For example, if a job specifically requires a particular quality, it falls under "bona fide occupational qualification"
False
Teams can be organized into the following four categories: (1) work teams, (2) primary teams, (3) project teams, and (4) maintenance teams.
False
The Porter-Lawler Satisfaction-Performance Model can be used to predict which employee will experience job satisfaction. True False
False
The classical approach to management focused on the human relationships aspect in the workplace True False
False
The contradictory view of transformational leadership provided by Kotter (1995) should be ignored in that contrasting views do little to promote organizational leadership. True False
False
The core of the House's path-goal leadership theory is based on the belief that organizational goals are rarely attained by managerial influence. True False
False
The healthcare industry has been a leader for embracing diversity management. True False
False
The primary forces creating the need for change originates in an organization's external and internal environments.
False
Theory Y states that employees are unintelligent and lazy True False
False
To effectively address the variety of situations a manager faces in today's emergent environment, it is not important that a manager function effectively at each placement on the Tannenbaum and Schmidt's leadership continuum, but only at a few placements. True False
False
Transactional and transformational leader approaches are clearly oppositional. True False
False
Transactional leadership is all about change, innovation, improvement, and entrepreneurship through vision and inspiration True False
False
group or team level is the most basic level of an organization. a. True b. False
False
primary research area for OB scholars is biology. a. True b. False
False
Conformity may improve a group's performance by increasing innovation and critical-thinking by the group's members. True False
False *
Industry forces influence change within health services organizations, which are related to an organization's structure, processes and resources. True False
False *
Process theories of motivation assist managers in predicting employees' behavior so the behavior may be influenced, if necessary. True False
False *
Stress is inevitable, but the degree of experienced stress can be modified in two ways: by changing organizational policies and/or by changing the individual's job position. True False
False *
The nominal group technique is a brainstorming technique that assists to overcome the challenge faced by group members who may lack the experience to understand that the information they hold is needed to generate and evaluate options or alternatives. True False
False *
Visionary leaders seek out similar perspectives and values to reinforce their vision to better align the viewpoints of those affected by impending change. True False
False *
Fredrick Taylor
Father of scientific management - Efficiency achieved by creating jobs that economized time, human energy, and other productive resources - Time-Motion studies, only cared about efficiency = Decrease in job satisfaction
Edward Deming
Father of variation, taught Japanese about understanding variation, helped auto industry
Individual Feedback
Focuses on a particular individual or group
Group Feedback
Focuses on how well the group is performing
W.K Kellogg Foundation
Focuses on the promotion of the welfare, comfort, health, education, feeding, clothing, sheltering and safeguarding of children and youth, directly or indirectly, without regard to sex, race, creed or nationality
Hollistic Health
Focuses on the whole person and encompasses the intellectual and spiritual dimensions of health in addition to the physical, mental, and social dimensions.
Healthcare Organizations & their Communities
For effective communication to take place, realistic expectations must be formed by both parties. There are six areas of responsibility toward their communities for healthcare organizations (Longest et al., 2000). They include: 1.Engaging in the core, health-enhancing activities in the community. 2.Providing economic benefits to the community. 3.Offering unique benefits or a niche to the community. 4.Pursuing philanthropic activities in a broad and generous manner. 5.Being in full compliance with legal requirements. 6.Meeting ethical and fiduciary obligations.
Five stages of group development.
Forming, storming, norming, performing, adjourning
Institute of Medicine
Found racial and ethnic diversity is important in the health care professions: 1. Racial and minority professionals more likely to serve minority communities 2. Minority patients w/ a choice more likely to select professional of their race/background 3. Diversity training may assist in improving cross-cultural training
Facial and Eye Behavior (Nonverbal Communication)
Frowns and eye contact can convey messages
When a barrier prevents an individual from obtaining a higher level need, a person may "regress" to a lower-level need (or vice versa) to achieve satisfaction. This is referred to as: a. Equity Theory b. Hezberg's two factor theory c. Frustration-regression principle of the ERG theory d. Maslow's Hierarchy of Needs Theory
Frustration-regression principle of the ERG theory
Diversity
Full range of similarities and differences in group affiliation including gender, race/ethnicity, social class, role within an organization, age, religion, sexual orientation, physical ability, and other group identities
Goal-Setting Theory
Goal-Setting Theory: study that determined that participants who were given specific, challenging goals outperformed those who were given vague goals such as "do your best."
----------- refers to any rating scale that uses points along a continuum that measures traits or behaviors.
Graphic Rating Scale
______________ is the process by which members of a group exchange verbal and nonverbal messages in an attempt to influence one another.
Group Interaction
______________ is the process by which members of a group exchange verbal and nonverbal messages in an attempt to influence one another. A) Group Dynamics B) Group Interaction C) Group Formation D) None of the above
Group Interaction
storming
Groups go through sequential stages of development. The following is as example of what development stage: High levels of emotion because members are trying to find their group identity and exert their individuality.
norming
Groups go through sequential stages of development. The following is as example of what development stage: In this stage the rules for behavior are explicitly and implicitly defined. There is a greater degree of order and a strong sense of group membership.
false
Groups produce less and lower quality solutions to problems than do individuals working alone, because there are too many people involved in group decision making.
The following is a symptom of ____________: Direct pressure on any member who expresses strong arguments against any of the group's stereotypes, illusions, or commitments, making clear that this type of dissent is contrary to what is expected of all loyal members.
Groupthink
Characteristics of Groupthink
Groupthink is characterized by eight symptoms: a. Illusion of invulnerability shared by most or all of the group members that creates excessive optimism and encourages them to take extreme risks. b. Collective rationalizations where members downplay negative information or warnings that might cause them to reconsider their assumptions. c. An unquestioned belief in the group's inherent morality that may incline members to ignore ethical or moral consequences of their actions d. Stereotyped views of out groups are seen when groups discount rivals' abilities to make effective responses. e. Direct pressure on any member who expresses strong arguments against any of the group's stereotypes, illusions, or commitments f. Self-censorship when members of the group minimize their own doubts and counterarguments. g. Illusions of unanimity based on self-censorship and direct pressure on the group, the lack of dissent is viewed as unanimity. h. The emergence of self-appointed mind guards where one or more members protect the group from information that runs counter to the group's assumptions and course of action.
As per the article " Self-Determination Theory and the facilitation of intrinsic motivation, social development, and well-being", the following is NOT one of the three psychological needs for motivation. a. Relatedness b. Competence c. Growth d. Autonomy
Growth
_______ emphasizes systems, processes, procedures, and so forth for personnel management and is usually housed in a functional unit within organizations -- OB, OT, OD, or HRM?
HRM
A hospital is well known for Cardiac surgery, but is therefore also perceived to be a good hospital for Gastric surgeries as well. This generalized carryover based on just one characteristic is known as __________.
Halo effect
The effect that leads to evaluations that may be overly critical or overly generous due to raters tendency to rate employees either too high or too low on all evaluation criteria is known as ----------
Halo effect
Social Perception Subgroups
Halo effect, contrast effect, projection, stereotyping, pygmalion effect, impression management.
Elton Mayo
Hawthorn studies - Demonstrated the important influence of human factors on worker productivity Change in lights - Increase in productivity Recognized need for social engagement (Jobs --> social needs)
_________________ is the bias that occurs when people are being studied. a. Hawthorne Effect b. Horn Effect c. Halo Effect d. Stereotyping
Hawthorne Effect
_______________ intent was to determine the effect of working conditions on productivity, but instead learned the effects of human factors on productivity.
Hawthorne Studies
Herzberg's two-factor theory
He talks about hygiene factors—the factors that include company policies, supervision, working conditions, salary, safety, and security on the job. He also talks about motivators—the factors that are intrinsic to the job such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities.
Empowerment
Heightened state of motivation caused by optimistic effort-reward expectations
Aggression
Heightened state of motivation focused on an undesirable behavior or goal that the employing organization is not providing
House's Path-Goal Leadership Theory
House's Path-Goal Leadership Theory: effective leaders provide the path, the support, and resources to assist subordinates in attaining organizational goals.
Social Perception
How an individual "sees" others and how others perceive an individual. Halo effect Contrast effects Projection Stereotyping Pygmalion effect Impression management
Why I'd be a good compliance officer
I like making sure people are doing things correctly but also making sure they are appropriately trained and have adequate resources to do things correctly.
Importance of attitudes to understanding behavior
If a person can understand why someone feels a certain way and their history and temperament, it will better predict or explain why someone acts the way they do
external/internal attribution
If we claim an outside force motivated an event this is known as ________ compared with when we assign causal factors to ourselves or a person, known as __________.
Competency
Implies having the capacity to function effectively as an individual and an organization within the context of the cultural beliefs, behaviors, and needs presented by consumers and their communities.
Johari Window Model
Improves an individuals communication skill through identifying ones capabilities and limitations
Informal Communication
In addition to formal communication flows and networks within healthcare organizations, there are informal communication flows, which have their own networks. Employees have always relied on the oldest communication channel—the corporate grapevine. The grapevine is an unstructured and informal network founded on social relationships rather than organizational charts or job descriptions. According to some estimates, 75 percent of employees typically receive news from the grapevine before they hear about it through formal channels. A manager's responsibility is to utilize the informal network selectively to benefit the organization's goals.
Contingency Theories
In contingency theories, the critical component is the situation, not the individual. Contingency is about possessing the knowledge, skills, and abilities to respond to a changing situation. Analyzing and responding to the contingencies that influence leader effectiveness may provide one with the ability to succeed in an ever-changing health care environment.
In general four types of information can be obtained from performance appraisals:
Individual traits, behaviors, results or outcomes, and competencies
false
Individuals join groups to satisfy their need for safety and social needs.
Perceptual Defense
Individuals may disregard stimuli that may cause psychological anxiety
Kelley's Attribution Theory (Helps determine if an employee's problem / mistake is related to internal factors / the individual or if the problem is related to external factors.)
Kelley's (1967, 1973) model of attribution theory incorporates three attributions: consensus, consistency, and distinctiveness (see Figure 3-4). Consensus relates to whether an employee's performance is the same as or different from other employees. Consistency refers to whether the employee's behavior is the same in most situations. Whereas distinctiveness asks the question, "Does the employee act differently in other situations?" Managers will attribute an employee's behavior to external causes such as task difficulty if there is high consensus, low consistency, and high distinctiveness. As an example, the regional director of an international pharmaceutical company attributes her top salespersons' inabilities to reach their annual sales goals for a specific drug used to treat gastrointestinal conditions to recent negative media coverage of another, but similar drug's linkage to a high number of patients suffering strokes (e.g., adverse effects to the drug). Managers will attribute an employee's behavior to internal factors, such as lack of ability, if there is low consensus, high consistency, and low distinctiveness.
Hackman and Oldham's Job characteristics Model
Knowledge and skill, growth needs, satisfaction
Managers vs Leaders
Kotter (1988) believes that managers and leaders perform two distinctive but complementary activities. Winder (2003) and Hellriegel, Slocum, and Woodman point out that a manager is a person who directs the work of employees and is responsible for results. By contrast, a leader inspires employees with a vision and helps them cope with change. Leaders make people want to achieve an organization's goals and objectives, while managers direct people to accomplish a particular task or objective. In the words of Peter Druker and Warren Bennis, "Management is doing things right; leadership is doing the right things.
According to Vroom's VIE theory, an individual's perception that his or her efforts will positively influence his or her performance, is referred to as: Expectancy Instrumentality (INCORRECT) Valence
LOOK UP
Porter (1985) provides guidelines for achieving effective linkages among business units. Which one is a linkage discussed? Use human resources policies and procedures (INCORRECT) Use cross-organizational management processes Diagonal communication that flow through task forces or committees, use cross-organizational management processes, and use human resources policies and procedures Diagonal communication that flow through task forces or committees
LOOK UP
Laissez-Faire definition
Laissez-Faire: gives people the knowledge but does not direct or participate in the activities
Characteristics of transformational leadership DOES NOT include which of the following?
Laissez-fair
Fielder's Contingency Theory: Leader Position Power
Leader Position power: The degree of control and influence the leader legitimately possess in dealing with organizational activities (how much support from senior management). Whether punishment or rewarding behavior
is the degree of certainty, trust, and deference between the subordinate and the leader.
Leader-member relations
Fielder's Contingency Theory: Leader Member Relations
Leader-member relations: measures the cooperation between managers and subordinates.
Fielder's Contingency Theory
Leaders are typically inflexible and are either task oriented or human relations oriented. Leaders are therefore most effective when their style is best matched to the situation.
Difference between leaders and managers
Leaders make people want to achieve an organization's goals and objectives, while managers direct people to accomplish a particular task or objective. A leader inspires with a vision and helps people cope with change whereas a manager simply directs employees and is responsible for results.
According to House's Path-Goal Leadership theory what factors are integrated to create an outcome?
Leadership behavior, environmental contingency factors, and subordinate contingency factors
The three areas that are key organization-specific factors for shaping career outcomes for women and racially/ethnically diverse individuals are:
Leadership, culture, and human resources practices
How attitudes are formed (3 methods)
Learned Modeling Experiences
Legitimate Power
Legitimate Power: authority given to an individual on the basis of a given role or position. Three bases of legitimate power are: culture, social structure, and delegation of power.
Results of _____________________ established that leadership style had a clear impact on group productivity as well as the behaviors and interpersonal relationship among group members.
Lewin's Behavioral Study
Five ways to improve your listening habits
Listen for message content, listen for feelings, respond to feelings, note all cures, paraphrase and restate. You can also look at this from the following additional points: See table in Section 5.0 in chapter 11
true
Locus of causality describes the internality or externality of an attribution
Consequences of poor listening
Lower employee productivity, missed sales, unhappy customers and billions of increased costs and lost profits. Poor listening is a factor in low employee morale and increase turnover because employees do not feel their managers are listening to them in terms of needs, suggestions, or complaints.
Expectancy Theory
M = V x I x E Motivation= Valence x Instramentality x Expectancy. Valence: is the strength of an individual's wants or need for, or dislike of, a particular outcome. Instrumentality: is an individual's perception that his or her performance is related to other outcomes, either positively or negatively. Expectancy: is an individual's perception that his or her effort will positively influence his or her performance.
Frustration Regression Principle
Maintains that when a barrier prevents an individual from obtaining a higher level of need, a person may regress to a lower level (or other way) to find satisfaction
The most frequently identified characteristics of transformational leadership (Chaffee, 2001) include all the following, except: Management of Attention: the ability to get the attention of a group through a compelling vision that brings others to a place they have not been before. Management of Meaning: the ability to make a vision clear to others and the ability to communicate ideas and create meaning. Management by Exception (a passive approach): Intervenes only if standards are not met. Management of Trust: the ability to inspire trust through reliability and constancy. Management of Self: knowing one's skills and deploying them effectively.
Management by Exception
At my workplace, my boss always shares information that he learns from the VP with us because he believes that when we have access to information, it makes us more informed and productive. Which barrier to communication does this address
Managerial philosophy
At my workplace, my boss always shares information that he learns from the VP with us because he believes that when we have access to information, it makes us more informed and productive. Which barrier to communication does this address?
Managerial philosophy
Challenges of managing virtual teams
Managers cannot see team members working and therefore cannot see the work being done. This is a challenge with virtual teams as they may be located all over the world. It is important therefore to devise evaluation schemes that focus on deliverables to make sure the virtual team is delivering the results management expects.
Changing attitudes within an organization
Managers need to understand that attitude change takes time and should not set unrealistic expectations for rapid change (Moore, 2003) 1.Assessment of Attitudes (a)Identification—Recognize common workplace attitude problems (b)Environment—Identify challenges in the workplace environmentParticipants are introduced to common examples of "attitude-challenged" workers. Group activities help identify and role-play how to handle different types of attitude challenges. Focus is to assess the impact of negative attitudes on workers, management, and patients/customers and identify the causes of problems. 2.Adjusting Attitudes (a)How listening, coaching, and providing feedback are the tools for attitude change. (b)Role-play to practice how to use coaching and provide feedback with staff (c)Identify payoffs and rewardsParticipants learn how to use open-ended questions, active listening, and tactful confrontation to address attitude problems in the workplace. 3.Common Management Mistakes (a)How to be realistic and patient with attitude change (b)Why scolding employees does little to stop the problem (c)How to stop the culture of complaining and work to positively effect attitude change. Group activities include examples of common management mistakes and exercises to practice more realistic and positive ways to provide employee feedback, facilitate group discussion, and role-play the best methods for confronting negative attitudes. 4.Resolving Conflict (a)The need to confront so that negative behaviors will not continue (b)Expectations and coping strategies of employees to stress and management directives (c)Recognizing personal conflict styles of workers and how to deal with them Exercises include ways to analyze communications to identify employee styles, planning the meeting, and working collaboratively to discover win/win solutions. 5.How to Work with Problem Behaviors and Attitudes (a)Analyze the cause of the problem (b)Privately confront with a calm, nondefensive professional demeanorIn this session, participants role-play with their preferred style for handling difficult employees. Managers and employees exchange roles and must reprimand or confront problem behaviors. 6.The Last Resort: Employee Termination and Legal Issues (a)Legal issues of employee terminations (b)Requirements, documentation, and procedureExercises use case studies to work out remedial and probationary systems and to document fully intervention efforts prior to the need for termination or re-assignment. 7.Creating a Positive Work Environment (a)Evoke a positive, collaborative team environment (b)Top motivators include nonmonetary rewards (c)Characteristics of managing motivation in the workplaceExercises include engaging workers into teams, providing recognition awards for employees, and changing the climate by launching career development and advancement initiatives, leadership training, multicultural skills, and other positive incentive programs.
false
Managers provide two important ingredients that provide an environment for groups to function and succeed: structure and content.
Perceived Dependence
Managers will attempt to have others believe that they are dependent on the manager, for either help or not being hurt.
Building a Reputation as an Expert in a Certain Area
Managers will establish themselves as experts so that others will defer to them on those matters. This can be accomplished through visible achievement (i.e., professional reputation and track record).
Creating a Sense of Obligation
Managers will go out of their way to do favors for people who they expect will feel an obligation to return those favors.
Identification
Managers will try to foster others' unconscious identification with them or ideas they stand for. Managers try to look and behave in ways that others respect. They go out of their way to be visible to their employees and give speeches about their organization's goals, values, and so on.
Two-Way Communcation
More accurate and information rich when the message is complex, less efficient
Maslow's Hierarchy of Needs
Most people's (employee's) basic needs are met. They therefor have higher needs where money is no longer a sole motivation to perform well.
Cardiovascular Disease & Cancer
Most prevalent chronic diseases AND number one and two causes of death in the U.S.
Motivation definition
Motivation is described as the conscious or unconscious stimulus, incentive, or motives for action toward a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior
Herzberg's Two-Factor Theory
Motivation-Hygiene Theory, people have two sets of needs: avoidance of unpleasantness and personal growth - motivators present and de-motivating factors if not present - motivate by motivators and ensure hygiene factors are met - if the work one does is significant then it will lead to satisfaction with the work, employees will be motivated to do work that they perceive to be significant
Cultural Competence
Needed by professionals to provide effective and efficient health services to our growingly diverse population
Punishment
Negative consequence is an undesirable response to an employees behavior in an attempt to stop the behavior from being repeated Positive consequence occurs when something desirable is removed from the employee
Hawthorne Studies
No cause and effect relationship between working conditions and productivity Any increase or decrease in productivity - Attributed to group dynamics
Four steps in the nominal group technique
Nominal Group Technique is a technique designed to help with group decision making by ensuring that all members participate fully. There are four steps: -Each member of the group engages in a period of independently and silently written down ideas -Second, the group goes in order around the room to gather all the ideas that were generated -Third, a discussion takes place around each idea and members ask for and give clarification and make evaluative statements -Fourth, individuals vote for their favorite ideas by using either rankings or rating techniques.
Non-verbal communication definition
Non-verbal communication is sharing information without using words to encode messages
Managers must ensure that employees have adequate resources to reach their goals. Which of the following is not a support element?
None of the above
Groups go through sequential stages of development. The following is as example of what development stage: In this stage the rules for behavior are explicitly and implicitly defined. There is a greater degree of order and a strong sense of group membership.
Norming
___________ are implied codes of conduct about what is acceptable and unacceptable member behavior within a group.
Norms
Cultural Insensitivity
Not understanding or recognizing that cultural differences and similarities between people exist
________ studies human behavior in various settings with an emphasis on explaining, predicting, and understanding behavior in organizations -- OB, OT, OD, or HRM?
OB
false
OB is the study of individuals, groups and organizations.
Positive Reinforcement
Occurs when a desirable outcome is associated with behavior
Halo Effect
Occurs when an individual draws a general impression about another person based on a single characteristic such as intelligence, sociability, or appearance "This salad is good, must be a great restaurant"
Selective Perception
Occurs when an individual limits the processing of external stimuli by selectively interpreting what he or she sees based on beliefs, experience, or attitude
OMH
Office of Minority Health Developed list of 14 standards for culturally and linguistically appropriate services (CLAS)
Results of _________________ were important to the study of OB and leadership by not only identifying the concepts of consideration and task structure but also recognizing that these two dimensions were independent.
Ohio State Leadership Studies
false
One noted weakness of Blake and Mouton's Managerial Grid is that it fails to provide a manager with a conceptual assessment as to what his or her current leadership style is.
Leadership traits
One researcher studied a large number of North American organizations and leaders and came to the conclusion that there were some traits that did appear commonly. If a leader possessed these traits, he or she could lead in different situations. Physical vitality and stamina Intelligence and action-oriented judgment Eagerness to accept responsibility Task competence Understanding of followers and their needs Skill in dealing with people Need for achievement Capacity to motivate people Courage and resolution Trustworthiness Decisiveness Self-confidence Assertiveness Adaptability/flexibility
According to the video "What is transformational leadership", transformational Leaders DO NOT work towards
Opposing creativity and new ideas
Horn Effect
Opposite of the halo effect Person evaluates another as low on many traits because of a belief that an individual is low on one trait that is assumed to be critical First Impressions
is the study of individual and group dynamics, within an organization setting and therefore, is a micro-approach --OB, OT, OD, or HRM?
Organizational Behavior
involves the entire organization and describes a planned process of change that is used throughout the organization -- OB, OT, OD, or HRM?
Organizational Development
Resistance to change may arise from two sources
Organizational and individual barriers
Definition of organizational politics
Organizational politics: the intentional acts of influence to enhance or protect the self-interest of individuals or groups.
Participative Leader
Participative leader: seeks input from a multiplicity of internal sources, including technical core of employees, to assist in the decision making process.
Path-Goal Leadership Theory
Path-Goal Leadership Theory (House, 1971) suggests that effective leaders provide the path, the support, and resources to assist subordinates in attaining organizational goals. Four separate, but fully integrated, components make up House's Path-Goal Leadership Theory: Leadership Behaviors, Environmental Contingency Factors, Subordinate Contingency Factors, and Outcomes (see Figure 10-2). The first component, Leadership Behavior, identifies four specific leadership styles: 1.The directive leader provides employees a detailed understanding of expectations, a plan to accomplish those expectations, and the resources to achieve the tasks. The directive leadership style can increase employee motivation and satisfaction where role ambiguity exists. 2.The supportive leader shows concern for people, ensuring the work environment does not impede specific tasks that lead toward organizational goals, and creates a supportive atmosphere. The supportive leadership style may increase employee motivation and satisfaction where tasks are routine or stressful. 3.The participative leader seeks input from a multiplicity of internal sources, including the technical core of employees, to assist in the decision-making process. The participative leader maintains responsibility for the final decision, but includes the workforce in the process, ultimately enhancing buy-in from affected parties. The participative leadership style can improve motivation and satisfaction in environments that are uncertain or in the process of change. 4.The achievement-oriented leader establishes stimulating goals and expects high levels of performance in achievement of the stated goals. The achievement-oriented style of leadership creates an environment of trust, where the leader acknowledges the workforce's abilities to accomplish organizational goals. House proposed that leadership styles are adaptable and that managers may be called upon to utilize any one of the four identified styles of leadership, depending on the situation (Razik & Swanson, 1995; Robbins, 2001). Leadership style is dependent on two contingency factors: environmental and subordinate. House considered external dynamics, which are referred to as environmental contingency factors. These factors include: (1) clarity of the task to be performed, (2) hierarchical authority systems, and (3) group dynamics (i.e., work-group members' relationships). These factors are generally considered to be outside the control and influence of the worker and the manager. The second set of contingency factors, considered internal dynamics, are referred to as subordinate contingency factors. These factors include the employee's locus of control; knowledge, skills, and abilities (real or perceived); and experience. Subordinate contingency factors are characteristics exhibited by the employees (Robbins, 2001). The integration of leadership style, environmental contingency factors, and subordinate contingency factors leads to outcomes (performance and satisfaction). According to House and Mitchell (1974), a leader's role is to influence subordinates' perceptions and motivate them toward achieving the desired outcomes (i.e., performance and satisfaction). To be effective, managers should: 1.Increase personal payoffs to subordinates for work goal attainment; 2.Provide coaching and direction, when needed; 3.Clarify expectations of workers; 4.Reduce frustrating barriers; 5.Increase opportunities for personal satisfaction contingent on effective performance. The appropriate leadership style that a manager should use is the one that compensates for any item absent from the employee (i.e., experience, ability) or the work setting (i.e., task structure). The leadership style should not duplicate what the employee already has available to him or her. For example, the nurse manager should not provide direction (i.e., directive leadership style) as to how to complete a patient's history and physical to a nurse with 20 years of experience. However, the nurse manager should provide direction and/or training to a nurse with 20 years of clinical experience but no experience with technology or electronic medical records as to how to complete a patient's history and physical if they are being done for the first time electronically.
The process by which we interpret and organize sensory information to produce a meaningful experience of the world is known as:
Perception
The process by which we interpret and organize sensory information to produce a meaningful experience of the world is known as: a. Cognition b. Attitude c. Perception d. Intuition e. Judgment
Perception
The process by which we interpret and organize sensory information to produce a meaningful experience of the world, is known as _______.
Perception
Perception
Perception can be explained as a person's response to a stimuli. Perceptions allow individuals to simplify their worlds by making assumptions based on their own views and experiences.
Equity Theories of Motivation
Predicts that employees pursue a balance between their investment in and the rewards gained from their work, such that their own investment/reward ratio is the same as that or similar of others
---- refers to an effort to "build up" resistance resources whereby reducing the level of stress felt by an individual if a critical event should occur in the future
Preventive coping
Primary Goup
Primary- family, closest friends; has strong influence on person (20 or less)
_______________ states that in order to achieve best results from the workmen, the manager must provide special incentives above and beyond which is generally provided to the workers. a. Principles of Scientific Management b. Hawthorne Effect c. Three levels of organizational culture d. Theories X and Y
Principles of Scientific Management
Satisfaction Performance Theory
Process Motivation Theory Job satisfaction is related to both absenteeism and turnover Satisfaction results from performance itself, the rewards for performance, and the perceived equitability of those rewards Degree of satisfaction proportionate to the amount of rewards he believes to be receiving
Maslow's Hierarchy of Needs had a great influence on the study of organizational behavior.
T
Goal Setting Theory
Process Motivation Theory Participants who were given specific, challenging goals outperformed those who were given vague goals Three Steps: 1. Setting the goal 2. Obtaining the goal commitment 3. Providing support elements Reachable/measurable goal, adequate resources, need action plan = no ambiguity
Expectancy Theory
Process Motivation Theory Victor Vroom - For any given situation, the level of a persons motivation is dependent on: Desire for an outcome Perception that performance is related to outcome, perception that effort will achieve required results Dependent on Three Factors: Valence, instrumentality, and expectancy
true
Process theories of motivation assist managers in predicting employees' behavior so the behavior may be influenced, if necessary.
true
Process theories of motivation focus on the cognitive processes underlying an individual's level of motivation.
Define Process theories
Process theories: also referred to as cognitive theories focus on the cognitive processes underlying an individual's level of motivation. It helps explain how an employee's behavior is initiated, redirected, and halted
Age Discrimination in Employment Act
Protects individuals who are 40 years of age or older from employment discrimination based on age
Prescriptive Feedback
Provides advice on how one should behave or communicate Receiver makes suggestions to the sender about how to improve the means of communication
Evaluative Feedback
Provides an assessment of the person who communicates Receiver concludes that senders message was helpful and lets the sender know, it is positive evaluative feedback
Relational Feedback
Provides information about interpersonal dynamics within a group Emphasizes how groups get along while working together
Four levels of Maslows Hierachy of Needs Theory
Psychological, safety, love and belonging, self-esteem, and self actualization
Employee selection can be aided by the use of _________ which is the general use of measurements of human ability, personality, potential and other factors.
Psychometrics
Referent Power
Referent Power: this power is based on affective regard or attraction. Because one individual desires to be associated with another, that individual will assume attitudes, beliefs, or behaviors displayed of the other. The greater the attraction, the greater the referent power (think of movie stars).
An individual may be unaware that he or she possesses which type of power because another person desires to be associated with or identifies with him or her?
Referent power
Physical Wellness
Refers to how one's body functions, freedom from disease, being active on a regular basis, following sound nutritional practices, maintaining a healthy body weight, and getting sufficient sleep.
Culture
Refers to integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, and institutions of racial, ethnic, religious or social groups.
Spiritual Wellness
Reflects a sense of purpose in life and living in accordance with one's beliefs and values.
Describe the communication process
SMCR: Information originates from the sender (S), which is encoded into a message (M) that is forwarded through a selected channel (C) to the designated receiver (R).
External (Lower) Self-Esteem Needs
Satisfied by achieving the respect of others, social and professional status, recognition and appreciation
false
Scientific management was significant to the development of organizational behavior because it demonstrated the important influence of human factors on worker productivity.
Which of the following is not an approach for building team performance? Establish urgency and direction Select members based on personality, not skills Set clear rules of behavior Challenge the group regularly with new information Use positive feedback, recognition, and rewards
Select members based on personality, not skills
Selective Perception - Broadbent Theory (Such as selective hearing, selective recognition of facts, etc. to support one's own agenda.)
Selective perception occurs when an individual limits the processing of external stimuli by selectively interpreting what he or she sees on the basis of beliefs, experience, or attitudes. Broadbent's filter theory has been updated in recent years. A "Selection-for-Action View" suggests that filtering is not just a consequence of capacity limitations but is driven by goal-directed actions (Allport, 1987, 1993; Neumann, 1987; Van der Heijden, 1992). The concept is that any action requires the selection of certain aspects of the environment that are action relevant and, at the same time, filtering other aspects that are action irrelevant. Therefore, when one is working toward a goal, one will skip over information that does not support one's plan.
The levels in Maslow's Hierarchy of Needs are:
Self-actualization, self-esteem, affiliation, safety, and physiological.
Self-Handicapping (for excuses or bragging rights!)
Self-handicapping is where people place obstacles in their way, so if they do not succeed they can blame the obstacles or if successful, they can brag regarding their successful performance in spite of these barriers.
Servant leadership
Servant Leadership: focuses on the leader's development through awareness and self-knowledge.
Performance management is an ongoing function that includes the following managerial responsibilities:
Setting specific performance goals with the employee, Monitoring and measuring employee progress toward performance goals, Developing performance criteria
Nonverbal Communication
Sharing Information without using words to encode messages
nonverbal communication
Sharing information without using words is known as:
Horizontal (Lateral) Communication
Sharing of information among peers at similar levels to keep organization staff informed of all current practices, policies, and procedures
Shotguns definition
Shotguns: individuals who use all tactics but especially assertiveness and higher authority
Minority patients who have a choice are more likely to select health care providers of their own racial or ethnic background and are generally more satisfied with the care they receive from minority professionals.
T
Five strategies that can boost team effectiveness
Start the meeting on time, follow the meeting agenda, manage group dynamics for full participation, summarize the meeting with action items, end the meeting on time.
Overly generalized, and typically negative, views about a group of people is known as a
Stereotype
Overly generalized, and typically negative, views about a group of people is known as a:
Stereotype
Overly generalized, and typically negative, views about a group of people is known as a: a. Sublimation b. Halo effect c. Projection d. Stereotype e. Pygmalion effect
Stereotype
Stimulation
Stimulation is a sensing of events or state of being
Groups go through sequential stages of development. The following is as example of what development stage: High levels of emotion because members are trying to find their group identity and exert their individuality.
Storming
is an intentional process of presenting ideas in a clear, concise, and persuasive way
Strategic Communication
Strategic Communication
Strategic communication is an intentional process of presenting ideas in a clear, concise, and persuasive way. To plan strategic communication, managers must develop a methodology for thinking through and effectively communicating with superiors, staff, and peers. Sperry and Whiteman (2003) provide us with a strategic communication plan, which consists of five components. 1.Outcome: The specific result that an individual wants to achieve. 2.Context: The organizational importance of the communication. 3.Messages: The key information that staff need to know. 4.Tactical Reinforcement: Tactics or methods used to reinforce the message. 5.Feedback: The way the message is received and its impact on the individual, team, unit, or organization. Strategic communication requires forethought about the purpose and outcome of the message. Managers must be able to link the needs of the staff to the organization's mission and deadlines.
Definition of strategic human management
Strategic human resource management is an organizational level approach to human resources management with a concern for the effect of human resource management on firm performance
Diversity Management
Strategically driven process who's emphasis is on building skills and creating policies that will address the changing demographics of the workforce and patient population
planning, controlling, influencing, resource allocation
Structure, as it relates to leadership, involves
According to the Diversity in Healthcare: Time to Get REAL! article, given the fact that over 80 percent of new private health insurance enrollees are people of color, the implications of disparities research suggests that the healthcare industry's fastest growing customers are receiving the worst care.
T
As per the study conducted at MIT, for rudimentary cognitive skills, a larger reward led to poor performance
T
As per the video "FMLA and Worker's Comp Insurance", Montana is an only state that restricts at-will employment.
T
Because of our increasingly diverse population, health care professionals need to be concerned about their cultural competency, which is more than just cultural awareness or sensitivity.
T
Creation of a hostile work environment through sexual harassment violets Title VII.
T
Discrimination against gay, lesbian, bisexual, or transgender individuals is illegal under the Title VII.
T
Employee motivation has a direct impact on a health services organization's performance
T
Having value" is an important component of both reward power and coercive power for either power to be effective.
T
One of the three characteristics of Management by Objectives (MBO) is focused on collaborating employees and managers establish specific and objective measurable goals for employees.
T
Preconceived thoughts or beliefs can affect whether or not we hear opinions or information that disagree with our own.
T
Price Waterhouse v. Hopkins was a legal case where a female lawyer claimed discrimination based on gender stereotyped statements
T
Ranking is a simple method of performance appraisal in which managers rank employees simply from best to worst on some overall measure of employee performance.
T
The content theories of motivation focus on the assumption that individuals are motivated by the desire to satisfy their inner needs.
T
The macro perspective of leadership provides a more detailed examination of the leader, the external environment, and the situation.
T
T or F: A particular note of interest from the University of Michigan studies is that productivity is not directly related to employee satisfaction.
TRUE
T or F: Fieldler suggests that leadership styles are grounded and inflexible, while House proposes that leadership styles are adaptable and that manager may be called upon to utilize any one of the four styles of leadership depending on the situation.
TRUE
T or F: Herzberg used the term "hygiene" to describe factors that are necessary to avoid job dissatisfaction but that by themselves do not provide satisfaction or motivation.
TRUE
T or F: Lewin's Behavioral Study provided us with not only our initial examination of leadership behavior but also alerted us to the possibility that followers may exhibit a preference for specific leadership styles.
TRUE
T or F: Weakness of Ohio State Leadership Studies was that situational factors were absent from the research.
TRUE
True or False: Alderfers ERG Theory allows for an individual to seek satisfaction of higher-level needs before lower-level needs are satisfied
TRUE
True or False: Conflict does not necessarily lead to ineffectiveness, like stress, can be positive or negative.
TRUE
True or False: Group decision making usually takes longer than an individual decision
TRUE
True or False: Managers can use informal group to initiate positive changes.
TRUE
True or False? A leader is a person who directs the work of employees and is responsible for results.
TRUE
True or False? An employee's degree of job satisfaction is proportionate to the actual amount of rewards he or she is receiving.
TRUE
True or False? Barriers to effective teamwork fall within four categories: 1) lack of management support 2) lack of resources 3) lack of leadership 4) lack of training
TRUE
True or False? Conflict is inevitable and unavoidable.
TRUE
True or False? Employee motivation has a direct impact on a health services organization's performance
TRUE
True or False? Individuals join groups to satisfy their need for safety and social needs.
TRUE
True or False? Management and leadership are both necessary for an organization to achieve its goals.
TRUE
True or False? Managers are under the constraints of limited time and resources, personal bias and other factors, which make rational decision making unrealistic.
TRUE
True or False? Motivation is described as the conscious or unconscious stimulus, incentive, or motives for action towards a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior.
TRUE
True or False? Perception is closely related to attitudes.
TRUE
True or False? Power may be defined as the influence over the beliefs, emotions, and behaviors of people.
TRUE
True or False? Process theories of motivation assist managers in predicting employees' behaviorso the behavior may be influenced, if necessary.
TRUE
True or False? The leader who is able to respond to ever-increasing levels of environmental uncertainty through the utilization of more than one style of leadership will be most likely to increase motivation, satisfaction, and productivity of employees.
TRUE
True or False? The two primary forces influencing an individual's perception, attitude, and response toward change are cumulative life experiences and social (informal group) forces.
TRUE
True or False? Under Theory Y, managers create opportunities, remove obstacles, and encourage growth and learning for their employees.
TRUE
Tacticians definition
Tacticians: individuals with a high use of reason or rationality, but average use of other tactics
Ways to improve the effectiveness of sending and receiving communications
Take time as a manager to effectively plan out the communication that needs to be sent—think about the message, the audience, how the message will be received, the surroundings, support needed to deliver the message, and even anticipate the questions that employees might ask. Certainly it is important to ask for feedback to make certain the message was received as you wanted it to be received
3 dimensions of Hersey and Blanchard's Situational Leadership model
Task behavior, relationship behavior, and level of maturity of the subordinate
hostile attribution style
denotes a tendency toward external attributions for negative outcomes
In Hersey and Blanchard's Situational Leadership Model, a manager follows an ordered progression of style based upon the subordinates level of maturity. The appropriate order, from lowest to highest level of maturity, is:
Telling, Selling, Participating, Delegating
valence, instrumentality, and expectancy
The 3 components of Expectancy Theory are ?
ICE Index of Communication Effectiveness
The ICE is a percentage of the reaction to the intended message over the total number of messages sent. If managers find that their ICE is low over time, they should evaluate their communication processes to identify ways to make improvements (Certo, 1992). Research suggests that to improve healthcare organizational communication and cohesion, exchanges between employees and leaders should involve leaders' direct support and encouragement of employees' constructive expressions of dissatisfaction and innovative ideas (Sobo and Sadler, 2002) (see Case Study 4-2: What Should We Do Now?). Index of communication effectiveness (ICE)= RIM (reaction to intended message) / TMS (total number of messages sent)
What communication model has the following two key concepts: 1) you can build trust with others by disclosing info about yourself and 2) with the help from others, you can learn about yourself and come to terms with personal issues
The Johari Window
Managerial Grid
The Managerial Grid is based upon the assertion that one best leadership style exists. The Managerial Grid provides the manager with a conceptual assessment as to what his or her current leadership style is and, theoretically, provides an avenue of development in becoming an ideal manager. Although there is a possibility of being categorized in one of 81 possible positions on the grid, we will examine five positions on the grid to assist our understanding of the Managerial Grid. The Managerial Grid (see Figure 9-2) identifies a vertical axis, on a scale from one to nine, describing a concern for people. A horizontal axis, also on a scale from one to nine, identifies a concern for production. The five notable positions are the: impoverished manager (1,1); task manager (9,1); middle-of-the-road manager (5,5); country club manager (1,9); and ideal manager (9,9).
consideration and initiating structure
The Ohio State study identified which two dimensions of leadership:
actions, beliefs, and feelings
The Tri-Component model suggests that human attitudes have 3 factors, that are:
true
The University of Michigan studies attempted to determine the most effective style of leadership: an employee-centered focus or a production-centered focus.
Interpretation
The analysis of that selected information in which a person finds meaning.
Hawthorne Studies
The beginning of the human relations/behavioral management movement. is a type of reactivity in which individuals modify or improve an aspect of their behavior in response to their awareness of being observed.
Definition of the organizing function
The organizing function involves the concept of job design and this is part of the organizing function so that a company can make certain that all jobs it the structure that is needed to do what has to be accomplished.
a form of feedback that identifies or describes how a person communicates
descriptive
Explain why changes in the US population's demographics have directly and dramatically impacted the healthcare industry.
The change in the US population's demographics has directly effected the type of patients that the health care industries serves along with the workforce. The aging population has caused many people to retire, leaving a shortage in healthcare workers. The older population also uses the healthcare system the most, which requires more focus on chronic care than acute. Many healthcare professionals, have not been educated enough regarding geriatric patient to take on the influx of the aging population. addressed age only; did not address ethnicity, etc. changes
Ethnicity
The fact or state of belonging to a social group that has a common national or cultural tradition
Employee Selection
The goals of selection are: (1) identify the knowledge, skills, abilities, and qualities necessary to perform a job well, (2) design tests to measure applicants' levels on those key job requirements, (3) administer and score the tests, and (4) determine the applicants most suitable for a given position, ensuring that the process is accurate and fair and does not discriminate against members of protected groups The basis for this employee selection process is the ability to identify key invariant qualities of individuals (such as skills, character, motivation, attitude, leadership potential, and personality) that match up well with the demands of the position and the culture of the organization.
true
The macro perspective of leadership provides a more detailed examination of the leader, the external environment, and the situation.
Fair Labor Standards Act (FLSA) passed by congress in 1938, establishes:
The minimum wage, the standard work week, guidance on child labor
Fair Labor Standards Act (FLSA) passed by congress in 1938 establishes: a. The minimum wage, the standard workweek hours, governs payment of overtime wages b. The maximum wage, the standard workweek, guidance of child labor c. The minimum wage, the standard workweek, guidance on adult labor
The minimum wage, the standard workweek hours, governs payment of overtime wages
Tannenbaum and Schmidt Continuum of Leadership Behavior
The model identifies the amount of authority (boss-centered) used by the manager and the amount of freedom afforded to employees (subordinate-centered). The appropriateness of the behavior is dependent upon situational (contingent) factors. One approach is not preferred over the other. The situational factors will determine appropriateness. Given appropriate time to seek involvement in a decision, the subordinate-centered approach is preferred for obvious reasons. Employees who are permitted to participate in the decision-making process most often are less threatened by the impending change by feeling more a part of the solution rather than as an observer who has no control over what may or may not happen.
Definition of Perception
The process by which individuals interpret and organize sensation to produce a meaningful experience of the world. An individual's perception is his/her reality.
Perception
The process by which organisms interpret and organize to produce a meaningful experience
Assimilation
The process of adapting or adjusting to the culture of a group or nation, or the state of being so adapted:
Registration
The registration phase is the selection of stimuli within that stimulation based on personal beliefs, experiences, or attitudes.
Extinction
The removal of an established reinforcement (positive or negative) that was previously used to reinforce an employee's behavior
?
The role of attributions, emotions, and expectations in motivating employees.
Outcome definition
The specific result that an individual wants to achieve
Proxemics (Nonverbal Communication)
The study of an individuals perception and use of space
Organizational Behavior
The study of individual and group dynamics within an organization setting Allows managers to predict and influence the behavior of employees Individuals and teams - How they behave
What is organizational behavior
The study of individual and group dynamics within an organization setting.
Douglas McGregor
Theory X and Theory Y - Ways managers motivated their employees
Theory X and Theory Y
Theory X states that employees are unintelligent and lazy. They dislike work, avoiding it whenever possible. In addition, employees should be closely controlled because they have little desire for responsibility, have little aptitude for creativity in solving organizational problems, and will resist change. In contrast, Theory Y states that employees are creative and competent; they want meaningful work; they want to contribute; and they want to participate in decision-making and leadership functions.
McGregor's Theory X and Theory Y
Theory X stresses the importance of strict supervision, external rewards, and penalties: in contrast, Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision
false
Theory Y states that employees are unintelligent and lazy.
Name the four forms of non-verbal communication
There are four basic forms of nonverbal communication: Proxemics (sitting vs. standing), Kinesics (body language - folding arms), Facial and eye behavior, and paralanguage (voice volume, speech rate, clarity).
true
There are two conditions for power to exist: (1) there is an unequal relationship between two people, and (2) where one of the two is dependent upon the other.
According to VLD, the in-group is more often led (with less emphasis on formal authority to control and influence), while the out-group is more often supervised (with a much stronger emphasis on formal authority to control and influence). True False
True
Fiedler model
This model argues that task oriented leaders would be most effective when the situation was the most and the least favorable, whereas relationship oriented leaders would be effective when situational favorableness was moderate. Task oriented leaders behaviors include structuring the roles of subordinates, providing them with instructions and behaving in ways that will increase the performance of the group. People oriented leaders show concern for employee's feelings and treat employees with respect
Concept of the rational decision making model
This model is one which describes the series of steps that decision makers should consider if their goal is to maximize their outcomes. Steps in the process include: a. Identify the problem b. Establish decision criteria c. Weight decision criteria d. Generate alternative e. Evaluate the alternatives f. Choose the best alternative g. Implement the decision h. Evaluate the decision
Health Care Integration
To deal with these changes, we have seen a number of healthcare organizations restructure themselves into integrated delivery networks, which may be part of a local, regional, or national system. We have seen increased vertical, horizontal, and virtual integration.
true
Transactional behaviors are largely oriented toward accomplishing the task at hand and maintaining good relations with those working with the leader by exchanging promises of rewards for performance.
Transformational Leadership
Transformational leadership: directed toward the influence and management of institutional change and innovation through revitalization and vision. Charisma, inspiration, intellectual, and individualized consideration.
Attribution Theory
Tries to explain the behavior of others by describing ways in which people make causal explanations for their actions
A certain degree of stress is necessary for good mental and physical health True False
True
A lack of communication skills combined with our personal and cultural differences, creates powerful deficits in our ability to relate to each other. Because of this broad-based inadequacy, interpersonal conflicts regularly emerge. True False
True
A recent study of successful business leaders found that they shared the following traits: drive, honesty and integrity, leadership motivation, self-confidence, cognitive ability, knowledge of the business, creativity and flexibility. True False
True
A servant leader values others' strengths and talents and encourages the use of these strengths and talents for the betterment of the organization. True False
True
A team can be defined as small group of people committed to a common purpose, who possess complimentary skills and who have agreed on specific performance goals for which the team members hold themselves mutually accountable.
True
A team can be defined as small group of people committed to a common purpose, who possess complimentary skills and who have agreed on specific performance goals for which the team members hold themselves mutually accountable. True False
True
A weakness noted in the Ohio State studies was that situational factors were absent from the research. True False
True
According to Adam's Equity Theory, an individual's perceptions of input and outputs determines whether inequity exists. True False
True
According to Alderfer, individuals must satisfy their lower level needs, at least to an acceptable state, before the person can be motivated to achieve higher level needs. True False
True
According to B.F. Skinner, an individual's behavior can be redirected through the use of reinforcement. True False
True
According to Hersey and Blanchard's Situational Leadership Model, as the employee cultivates knowledge, skills, and abilities to perform at increasing levels of expectations, the manager modifies his or her leadership style. True False
True
According to Latham and Locke's Goal-Setting Theory, managers who are given specific, challenging goals outperform those who are given vague goals such as "do your best." True False
True
According to the path-goal theory, environmental contingency factors include those generally outside the control and influence of the worker and the manager, such as: (1) clarity of the task to be performed, (2) hierarchical authority systems, and (3) group dynamics (i.e., work group members' relationships). True False
True
All levels of analysis may have an influence on employee performance. a. True b. False
True
Although one would not want to diminish the importance of the early leadership research efforts, the questionable reliability and disputed validity of these efforts may be attributed to the absence of a single important dimension known as the contingency factor True False
True
An employee's degree of satisfaction is proportionate to the actual amount of rewards he or she is receiving. True False
True
Barriers to effective teamwork fall within four categories: (1) lack of management support, (2) lack of resources, (3) lack of leadership, and (4) lack of training.
True
Barriers to effective teamwork fall within four categories: (1) lack of management support, (2) lack of resources, (3) lack of leadership, and (4) lack of training. True False
True
Because of our increasingly diverse population, healthcare professionals need to be concerned about their cultural competency, which is the same as cultural awareness or sensitivity. True False
True
By using virtual teams, organizations can assign the right person to the job, regardless of where they live. True False
True
Cognitive dissonance occurs when individuals recognize inconsistencies in their thoughts and behavior. True False
True
Competence may be referred to as "having the capacity to function effectively as an individual and an organization within the context of the cultural beliefs, behaviors and needs presented by consumers and their communities." True False
True
Conflict is inevitable and unavoidable True False
True
Conflict occurs when an individual or group feels negatively affected by another individual or group. True False
True
Contingency, by definition, means an event that may occur but that is not likely or intended; a possibility that must be prepared for; the condition of being dependent on chance or uncertainty. As such, contingency is about possessing the knowledge, skills, and abilities to respond to a changing situation. True False
True
Coping with stress is considered one of the top skills attributed to effective managers
True
Coping with stress is considered one of the top skills attributed to effective managers True False
True
Critical thinkers view the world in a more analytical way than non-critical thinkers. a. True b. False
True
Deciding whether to join or not join a group or to continue or not continue membership with a group posses an approach/avoidance conflict for people.
True
Deciding whether to join or not join a group or to continue or not continue membership with a group posses an approach/avoidance conflict for people. True False
True
Different types of groups prefer specific styles of leadership. Members' preference would be based on the leadership style they perceived as right or natural due to their personal socialization process. True False
True
Due to changing demographics of the nation's population, healthcare organizations must develop policies and practices aimed at recruiting, retaining, and managing a diverse workforce in order to provide both culturally appropriate care and improved access to care for racial/ethnic minorities. True False
True
Due to stress being a complex and highly personalized process, some individuals see a specific situation as a threat, whereas other individuals see the same situation as a challenge or opportunity. True False
True
EBM stands for evidence-based management. a. True b. False
True
Employee motivation has a direct impact on a health services organization's performance True False
True
Employees will be motivated to do work that they perceive to be significant. True False
True
Fiedler's position on leadership can be presumed accurate in that, characteristically, managers predominantly exhibit either task orientation or human relations orientation behaviors. True False
True
Fiedler's research was based upon a questionnaire known as the Least Preferred Co-worker (LPC) scale. True False
True
Flows of Communication can be combined into patterns called communication networks. True False
True
Framing heuristic is a tendency to make a decision based on the form or manner in which information is presented. True False
True
Group dynamics is a term, created by Kurt Lewin, used to describe the subfield of organizational behavior that attempts to understand the nature of groups, how they develop and how they interact with the members, other groups and their environments. True False
True
Group members will continue with their association as long as the rewards (satisfaction of needs) outweigh or are equal to the costs of being a member, such as required time to participate, financial commitment, etc.
True
Group members will continue with their association as long as the rewards (satisfaction of needs) outweigh or are equal to the costs of being a member, such as required time to participate, financial commitment, etc. True False
True
Groups can be categorized into three broad groups: primary, secondary, and reference. True False
True
If the leader is generally accepted and trusted by subordinates (good leader-member relations), if the tasks for which individuals are responsible are clear and fully understood through formalization and direction (high task structure), and the leader's power is recognized by senior management (strong position of power), then the situation is very favorable. True False
True
In most instances group norms are unwritten and learned by members through their interactions with others, in addition, they are usually not easily identified until violated.
True
In most instances group norms are unwritten and learned by members through their interactions with others, in addition, they are usually not easily identified until violated. True False
True
Individuals join groups to satisfy their need for safety and social needs True False
True
Instrumental aggression describes behaviors targeted at obtaining a goal that the employing organization is not providing.
True
Instrumental to the implementation of servant leadership are three components of performance coaching:Performance planning, day-to-day coaching, and performance evaluation. True False
True
Integration of organizations that involves extensive linking of providers at different points in the patient care continuum causes the lowest level of interorganizational conflict. True False
True
It is important that organizational leaders communicate effectively to employees, peers and superiors. a. True b. False
True
Kurt Lewin has been attributed with saying: "There is nothing as practical as a good theory". a. True b. False
True
Leaders should be coaches to help with the organizational behavior of an organization. a. True b. False
True
Leadership can be defined as a complex process by which an individual sets direction and influences others to accomplish a mission, task, or objective, and directs the organization in a way that makes it more cohesive and coherent True False
True
Leadership style is only one of the four integrated components underpinning the path-goal theory. True False
True
Learned optimism is the same as the popular concept of "positive thinking." True False
True
Lewin's Change Model is a three-step process: unfreeze, change and refreeze.
True
Lewin's Change Model is a three-step process: unfreeze, change and refreeze. True False
True
Management and leadership are both necessary for an organization to achieve its goals. True False
True
Managers are under the constraints of limited time and resources, personal bias and other factors, which make rational decision-making unrealistic. True False
True
Managers differ along two dimensions in the way they approach decision-making: value orientation and tolerance for ambiguity. Value orientation reflects the extent to which a person has a high need for structure or control in his or her life. True False
True
Managers need to be conscious of the fact that all employees are not driven by the same needs, nor is any employee driven by the same need, at the same time. True False
True
Maslow's Hierarchy of Needs had a great influence on the study of organizational behavior.
True
Maslow's Hierarchy of Needs had a great influence on the study of organizational behavior. True False
True
Motivation is described as the conscious or unconscious stimulus, incentive, or motives for action towards a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior.
True
Motivation is described as the conscious or unconscious stimulus, incentive, or motives for action towards a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior. True False
True
Negotiation may be defined as the process by which two or more parties decide what each will give and take in an exchange. True False
True
Normative social influence" is the termed used to describe when we conform to what we believe to be the norms of the group in order to be accepted by its members. True False
True
OB is the study of individuals, groups and organizations True False
True
One of the major criticisms of the Expectancy Theory is that it does not take into account the relationship between employee performance and job satisfaction. True False
True
Organizational behavior can be defined as the study of people and their behaviors in the work place. a. True b. False
True
Organizational behavior is an applied behavioral science that emerged from the disciplines of psychology, sociology, anthropology, political science, and economics. True False
True
Organizational behavior's beginnings can be found within the human relations / behavioral management movement True False
True
Organizational behavior's main focus is to make organizations more effective. a. True b. False
True
Organizations function within three identifiable environments: external, industry, and internal.
True
Organizations function within three identifiable environments: external, industry, and internal. True False
True
Power may be defined as the influence over the beliefs, emotions, and behaviors of people. True False
True
Social scientists usually defined a group using four characteristics: (1) two or more people in social interaction; (2) a stable structure, (3) common interests or goals, and (4) the individuals perceive themselves as a group. True False
True
Stress has become a widely used but misunderstood term. As a result, a number of misconceptions about stress exist, such as, all stress is negative. True False
True
Stress is a common phenomenon in today's workplace. True False
True
Stress levels in individuals can vary widely even in identical situations due to people's abilities to cope with different forms and levels of stress.
True
Stress levels in individuals can vary widely even in identical situations due to people's abilities to cope with different forms and levels of stress. True False
True
Stress management includes both individual-level and organizational wide interventions.
True
Stress management includes both individual-level and organizational wide interventions. True False
True
Stress management programs often consist of breathing and stretching exercises, Yoga, meditation, and/or massage. True False
True
Stress may be defined as a particular relationship between a person and others that is endangering his or her well being. True False
True
Stress occurs when job requirements do not match the capabilities, resources, or needs of the employee
True
Stress occurs when job requirements do not match the capabilities, resources, or needs of the employee. True False
True
Stressors can be categorized as internal/external and acute/chronic. True False
True
Symbolic leaders interpret and reinterpret experiences, developing the capacity to impart purpose and meaning. True False
True
T/F: As per the video "The surprising truth about what motivates us", the study conducted at MIT, for rudimentary cognitive skills, a larger reward led to poor performance
True
T/F: Because of our increasingly diverse population, health care professionals need to be concerned about their cultural competency, which is more than just cultural awareness or sensitivity.
True
T/F: Creation of a hostile work environment through sexual harassment violates Title VII.
True
T/F: Discrimination against gay lesbian, bisexual, or transgender individuals is illegal under the Title VII.
True
T/F: Minority patients who have a choice are more likely to select health care providers of their own racial or ethnic background and are generally more satisfied with the care they receive from minority professionals.
True
T/F: One possible definition of culture is: how things are done by a specific group of people; be it a family, an organization, a community or a country.
True
T/F: Preconceived thoughts or beliefs can affect whether or not we hear opinions or information that disagree with our own.
True
T/F: The content theories of motivation focus on the assumption that individuals are motivated by the desire to satisfy their inner needs.
True
T/F: The health care industry has NOT been a leader for embracing diversity management
True
Teams can be organized into the following four categories: (1) work teams, (2) primary teams, (3) project teams, and (4) maintenance teams. True False
True
The Hawthorne Effect is the bias that occurs when people know that they are being studied True False
True
The Porter-Lawler Satisfaction-Performance Model can be viewed as an extension of both Expectancy Theory and Equity Theory because it takes into consideration employee satisfaction and job performance. True False
True
The University of Michigan studies attempted to determine the most effective style of leadership: an employee-centered focus or a production-centered focus. True False
True
The content theories of motivation focus on the assumption that individuals are motivated by the desire to satisfy their inner needs. True False
True
The expression "bounded rationality" is used to denote the type of rationality that managers resort to when the environment in which they operate is too complex relative to their cognitive limitations. True False
True
The frustration-regression principle of the ERG theory explains that when a barrier prevents an individual from obtaining a higher level need, a person may "regress" to a lower-level need (or visa versa) to achieve satisfaction. True False
True
The group decision making process usually takes longer than an individual decision making process. True False
True
The healthcare industry, especially as it applies to nursing, provides little recognition or tangible reward for exceptional performance. True False
True
The leader who is able to respond to ever-increasing levels of environmental uncertainty through the utilization of more than one style of leadership will be most likely to increase motivation, satisfaction, and productivity of employees. True False
True
The macro perspective of leadership provides a more detailed examination of the leader, the external enviornment, and the situation True False
True
The primary forces creating the need for change originates in an organization's external and internal environments. True False
True
The rational model is considered the "ideal" method of decision-making. True False
True
Transactional behaviors are largely oriented toward accomplishing the task at hand and maintaining good relations with those working with the leader by exchanging promises of rewards for performance. True False
True
Transformational leaders, often referred to as change agents, influence members through a variety of mechanisms, including but not limited to intellectual, emotional, and behavioral processes of the followers. True False
True
True or False: Stereotyping can be positive because it allows us to organize a complex world, but it may also be considered negative if used as overly generalized views about groups of individuals.
True
Under Theory Y, managers create opportunities, remove obstacles, and encourage growth and learning for their employees True False
True
Under the great person theory, many believed that individuals are born with leadership traits. True False
True
Understanding the various members' roles is important to understanding the interactions that either push toward or hinder a group from meeting its goals, including member satisfaction with the interactions. True False
True
Unlike leadership theory conducted in the past, where style was rated as either good or bad, Fiedler's LPC rated leadership style according to its ineffectiveness in specific situations. True False
True
Whether planned or unplanned, changes within an organization will meet with resistance. True False
True
With training, managers can use all four decision styles effectively as different situations are presented, however, individuals have a tendency to resort to a single, dominant style (i.e., default mode of decision making). True False
True
World-class healthcare organizations, created through transformational leadership and change, will support the implementation of nurse case-management programs; the infusion of new technology will be embraced as beneficial to the quality of services provided; client education and alternate therapies will be evaluated and incorporated for appropriate delivery and use True False
True
scientific method process is just as important in OB research as it is any other research field. a. True b. False
True
A leader is a person who directs the work of employees and is responsible for results. True False
True *
All change in organizations should be considered an Organizational Development initiative. True False
True *
Although there are numerous definitions of conflict, there are two common components to most definitions: (1) perceived incompatibility of interests, and (2) some interdependence of the parties. True False
True *
Applying an appropriate style of leadership based upon situational factors is less important to attaining organizational goals than ensuring the goals are met. True False
True *
In assessing the three contingency dimensions, two levels of situational favorableness can be determined. True False
True *
Individual role demands include: job ambiguity; role conflict; and difficulty balancing work and family life. True False
True *
Leadership is about stepping back in times of uncertainty and moving forward to minimize potential threats and exploit opportunities. True False
True *
The distinctive characteristic contrasting and differentiating transactional from transformational leadership is that there is no lasting purpose that holds leaders and followers together. True False
True *
Culture may be referred to as "integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, and institutions of racial, ethnic, religious or social groups." True False
True?
The healthcare industry needs to change and adopt new ways to meet the diverse needs of our current and future patients and employees True False
True?
What Is a Group?
Two or more people in social interactions A stable structure Common interest or goals The individuals perceive themselves as a group
Organizational Politics
Types of political behavior Attacking or Blaming Others: Attacking or blaming others is often associated with scapegoating—blaming others for a problem or failure. It may also include trying to make a rival look bad by minimizing his or her accomplishments. •Using Information as a Political Tool: Using information as a political tool may include withholding important information when doing so might further an employee's political interests. This type of behavior can also include information overload, for example, to bury or obscure important (but potentially damaging) details that the employee hopes go unnoticed. •Creating and Maintaining a Favorable Image: Creating and maintaining a favorable image includes drawing attention to one's successes and the successes of others, creating the appearance of being a player in the organization, and developing a reputation of possessing qualities considered to be important to the organization (i.e., impression management; see Chapter 3). The behavior also includes taking credit for the ideas and accomplishments of others. •Developing a Base of Support: Examples of developing a base of support include getting prior support for a decision before a meeting is called and getting others to contribute to an idea to secure their commitment. •Ingratiation/Praising Others: Ingratiation/praising includes praising others and establishing good rapport for self-serving purposes. Organizational jargon for this behavior includes buttering up the boss, apple polishing, and brown nosing. •Developing Allies and Forming Power Coalitions: Developing allies and forming power coalitions includes developing networks of coworkers, colleagues, and/or friends within and outside the organization for purposes of supporting or advocating a specific course of action. •Associating with Influential People: Associating with influential people includes developing professional connections with organizations and people that are known to be powerful individuals. Creating Obligations and Reciprocity: Creating obligations and reciprocity includes performing favors to create obligations from others. (You scratch my back, I'll scratch yours.)
Employee vs Production Centered
University of Michigan were also conducting research in an attempt to determine the most effective style of leadership based on two dimensions of leadership behavior: an employee-centered focus or a production-centered focus. Employee-centered leaders emphasized interpersonal relations, took a personal interest in the needs of their subordinates, and accepted individual differences among members. Production-centered leaders emphasized the technical aspects of the job, focused on accomplishing the tasks, and saw the members as a means to an end, that is, achievement of the tasks. The researchers found that general supervision (i.e., providing support and direction without being autocratic) created higher levels of productivity than did production-centered supervision and that low-producing supervisors placed an emphasis on production, displaying little concern for their employees. Years of research have confirmed the University of Michigan studies (Luthans, 2002). A particular note of interest from these studies was that productivity was not directly related to employee satisfaction. In addition, effective managers set specific goals, but gave employees freedom in the way they achieved those goals (i.e., empowerment).
Definition of upward influence
Upward Influence: employees' influence tactics directed upward at those higher levels in the formal organizational structure
Directional Flows of Communication
Upward communication occurs between supervisors and subordinates. The purposes of upward communication flow are to provide managers with information to make decisions, identify problem areas, collect data for performance assessments, determine staff morale, and reveal employee thoughts and feelings about the organization. -Grievance Procedure: The grievance procedure allows employees to make an appeal upward beyond their immediate supervisor. It protects individuals from arbitrary action by their direct supervisor and encourages communication about complaints. •Open-Door Policy: The supervisor's door is always open to subordinates. It is an invitation for subordinates to come in and talk to the supervisor about problems that trouble them, seek advice, or to share information. •Counseling, Questionnaires, and Exit Interviews: The department of human resources in a healthcare organization can facilitate subordinateinitiated communication by conducting confidential counseling, administering attitude questionnaires, and holding exit interviews for those leaving the organization. Information gained from these forms of communication can be used to make improvements. •Participative Decision-Making Techniques: Through the use of informal involvement of subordinates or formal participation programs such as qualityimprovement teams, union-management committees, and suggestion boxes, participative techniques can improve employee performance and satisfaction. Since employees can participate in the decision-making process, they feel that they can make valuable contributions to the organization. •Ombudsperson: The use of an ombudsperson provides an outlet for persons who feel they have been treated unfairly. Downward communication primarily involves passing on information from supervisors to subordinates. Downward communications include meeting with employees, written memos, newsletters, bulletin boards, procedural manuals, and clinical and administration information systems. Horizontal flow is from manager to manager or from coworker to coworker. For example, coordinating the continuum of patient care requires communication among multiple units. Committees, task forces, and cross-functional project teams are all useful forms of horizontal communication. Diagonal flow occurs between different levels of different departments. For example, diagonal communication occurs when the director of nursing asks the data analyst in the medical records department to generate a monthly report for all patients in the intensive care unit
Intraorganizational Upward Flow communication
Upward flow: information provided to managers with the purpose of making decisions, identifying problem areas, collecting data for performance assessments, determining staff morale, and revealing employees thoughts and feelings about the organization. Much of upward flow can be controlled by the culture within an organization and the tools in place for employees to feel safe in communicating with those above them in the organizational structure.
Using Information as a Political Tool
Using information as a political tool may include withholding important information when doing so might further an employee's political interests
Communication channels
Verbal and nonverbal face-to-face meetings have the highest information-carrying capability, because the sender can use verbal and nonverbal communication channels and the receiver can provide instant feedback. Choosing one communication channel over another lends meaning to the message. That is to say, there is symbolic meaning to the selection of a particular channel of communication beyond the message content. For example, when a manager tells an employee that they must have a face-to-face meeting, this symbolizes that the issue is important compared to a brief e-mail message with instructions. In summary, one essential part of the communication process is selecting an ideal channel of communication. The use of different channels leads to differences in the amount and variety of information transmitted.
Communicating verbally versus in writing
Verbal communication in research is shown to illustrate that employees enjoy verbal communication and it is helpful in building relationships as well as being helpful when crucial conversations are necessary. In these cases where emotions can run high or opinions can vary more care is needed to plan communications so they are well received. Written communications are important in organizations as well and can be used to communicate to many people within an organization. Written communication can take place over a longer period of time and can be read by many people across the organization
Differences of a virtual team as compared with conventional types of teams
Virtual teams work across space, time, and organizational boundaries through various communication technologies. The primary difference between a conventional team and a virtual team is the dimension of physical space of distance between team members.
Information Richness
Volume and variety of information that is transmitted
autocratic leadership
Which of the following is not a characteristics of successful teams?
1) the desire for a certain outcome 2) the perception that individual job performance is related to obtaining the desired outcome 3) the perceived probability that individual effort will lead to the required performance.
Vroom's Expectancy (VIE) Theory suggests that for any given situation, the level of a person's motivation with respect to performance is dependent upon what 3 things?
setting the goal, obtaining goal commitment, and providing support elements.
What are the 3 necessary steps for successful implementation of the Goal-setting Theory?
Positive, Negative, Punishment, and Extinction
What are the four types of reinforcement within the Reinforcement theory?
1) Optimistic attribution style 2) Pessimistic attribution style
What are the two different Attribution Styles given in the powerpoint?
Johari Window - Open Area
What is known to you, about you, and known to others
Johari Window - Unknown Area
What is unknown to you about you, and is unknown to others Represents the things we have never tried or participated in or experienced
electronic mail
What type of computer-aided technology has revoluntionized the way we communicate?
horn effect
When a person evaluates another person as generally low on many traits after observing poor performance on just one trait... this negative carryover effect is known as _______.
1) It creates tension within the person 2) The tension is proportional to the degree of inequity 3) The tension created motivates individual to relieve it 4) The strength of the motivation to reduce the tension is proportional to the perceived inequity
When an inequity is perceived by an individual what four things happen?
Concept of leader emergence and leader effectiveness and the relationship to extraversion
When you look at personality traits, the strongest relationship between leader emergence and leader effectiveness is extraversion
Impression Management
Where individuals attempt to present themselves in ways that will lead to positive evaluations by others by highlighting their achievements and avoiding their disclosure of failures
Self Handicapping
Where people place obstacles in their way so if they do not succeed they can blame the obstacles or if successful, they can brag regarding their performance in spite of the barriers
Stability
Whether the behavior was consistent over time
Controllability
Whether the person had the power to exert control over the event
Increasing the number of links reduces opportunities for distortion
Which one is not a guideline provided by Longest, Rakich, and Darr for overcoming barriers?
Explain why McGregor's Theory X and Theory Y had a significant impact in the development of organizational behavior.
X-Y managers influence the behavior of employees, thereby, the productivity of the organization.Theory X and Y are important to organizational behavior in the workplace because it explains how managers' beliefs about what motivates their employees can affect their management style.
Blake and Mouton's Managerial (Leadership) Grid
Y axis is a concern for people and X axis is a concern for production. 4 main quadrants with a "middle-of-the-road manager in the middle (5,5). The upper left (1,9) is country club manager (high concern for people and low concern for productivity). (9,9) is team management/ideal manager. (1,1) is impoverished manager. (9,1) is authority-compliance/task manager.
Process theories of motivation
___ helps explain how an individual's behavior is energized, directed, sustained, and stopped
Attribution Theory
___ is a casual explanation for an event or behavior. It also provides managers with a better understanding of the highly cognitive and psychological mechanisms that influence motivation levels.
Equity Theory
___ is a theory in which a person evaluates their outcomes and inputs by comparing them with those of others.
Optimistic attribution style
___ is the tendency to attribute negative outcomes to external factors coupled with a tendency to attribute positive outcomes to internal factors. In other words they often feel good about themselves and their capacity for success.
Reinforcement Theory
___ suggest that an employee's behavior will be repeated if it is associated with positive rewards and will not be repeated if it is associated with negative consequences.
secondary
__________ groups are created by the organization, therefore, they are part of the organization's formal structure.
norms
___________ are implied codes of conduct about what is acceptable and unacceptable member behavior within a group.
Stereotyping
a conventional image applied to whole groups of people, and the treatment of groups according to a fixed set of generalized traits or characteristics. In addition to stereotyping racial and ethnic minorities, healthcare professionals have a tendency to stereotype other groups, such as the elderly, homeless, disabled, and those suffering from obesity One of the most common forms of stereotyping is on the issue of gender and leadership. Women hold positions at all levels within healthcare organizations, but as noted in Chapter 2, only between 10 and 13 percent hold chief executive officer positions. (See case of Ann Hopkins.) A recent study by Frank and his colleagues (2007) found that mandatory diversity training programs developed by companies to avoid liability in discrimination lawsuits were ineffective for increasing diversity in management. However, when diversity training is voluntary and undertaken to advance a company's business goals (and part of the organization's culture), it was associated with increased diversity in management. According to the study, it appears that employees don't react well when "sensitivity" training is forced on them!
Johari Window
a visual representation of the parts of yourself that are known to you and known to others. Window panes 1- known to self and other 2- known to others, not self 3- known to self, not others 4 - unknown / not yet occurred In the Johari Window, Luft (1984) argues for increasing the open area so that you and your coworkers are aware of your limitations. This is done by receiving more feedback from others and decreasing one's blind area (windowpane 2), and reducing the hidden area (windowpane 3) through disclosing more about oneself. The combination of feedback and disclosure may also help to produce more information in the unknown area (windowpane 4). The Johari Window can be used for opening channels of communication. Open communication is important for improving employee morale and increasing worker productivity.
process theories of motivation
cognitive theories, helps explain how an individual's behavior is energized, directed, sustained, and stopped
Organizational citizenship behavior (OCB) is: a. how employees show they go above and beyond at work b. how employees show they do just the bare minimum to get by at work c. how employees show they do less the required at work d. how much fun employees have at work
a. how employees show they go above and beyond at work
Which of the following should NOT be used with critical thinking? a. illogical deductions b. looking at reasons or evidence c. defending an idea d. drawing inferences
a. illogical deductions
In the statement, "Leader appreciation leads to higher work engagement in employees," the variable leader appreciation is the ______________ variable: a. independent b. mediating c. dependent d. moderating
a. independent
The scientific method is best used in organizational behavior because it allows for: a. leaders to form hypotheses, collect observations and collect data and test it with statistical techniques b. leaders to collect observations and data and test it with statistical techniques c. leaders to form hypotheses and collect data and collect observations d. leaders to collect data and observations and test it with statistical techniques
a. leaders to form hypotheses, collect observations and collect data and test it with statistical techniques
Critical thinking skills should be used in organizational behavior to: a. sort through information and then prioritize it b. take all the information found and apply it c. use all of the information you have heard about d. don't question anything that you find
a. sort through information and then prioritize it
Evidence-based management (EBM) can be defined as: a. the ability to translate research to practice b. the ability to translate practice to research c. the ability to translate theory to research d. the ability to translate research to theory
a. the ability to translate research to practice
Being able to illustrate sound practices is important but it should never replace _________ with regard to EBM. a. valid research b. old theories c. critical thinking d. scientific management
a. valid research
Turnover intentions are described as: a. why employees think about leaving an organization b. why employees leave an organization c. why employees come to an organization d. why employees take sick days with no good reasons
a. why employees think about leaving an organization
__________ involves cooperative and unassertive behavior, associated with attempting to play down the differences and emphasizing commonalities to satisfy the concern of the other party. A.avoidance B.competition C.compromise D.collaboration E.accommodation
accommodation
Which of the following is not one of the five core motivational job characteristics identified by Hackman and Oldham? Skill variety Task significance Autonomy Feedback Advancement
advancement
___________ conflict occurs when the feelings and emotions within an individual or between individuals are incompatible. a.goal b.cognitive c.affective d.procedural
affective
There are six areas of responsibility for healthcare organizations. Which is not one of those areas of responsibility? Providing economic benefits to the community Being in full compliance with legal requirements Meeting ethical and fiduciary obligations Offering unique benefits to the community All are examples of responsibility
all are examples
Characteristics of transformational leadership include: Charisma Inspiration Intellectual Individualized Consideration All of the above
all of the above
Despite the difficulties in linking traits to successful leaders, evidence does reveal that many successful leaders share which of the following basic traits: Intelligence Achievement drive Employee centeredness All of the above
all of the above
Individual barriers to accepting change initiatives may include: Feelings of uncertainty Real of perceived stress Loss of status Loss of personal power All of the above
all of the above
Porter (1985) provides guidelines for achieving effective linkages among business units. Which one is a linkage discussed? Diagonal communication that flow through task forces or committees Use cross-organizational management processes Use human resources policies and procedures All of the above
all of the above
Structure, as it relates to leadership, involves Planning Resource allocation Controlling Influencing All of the above
all of the above
Which of the following assists managers to develop a power base? Creating a sense of obligation Building a reputation as an expert in a certain area Identification None of the above All of the above
all of the above
type of decentralized communication network:
all-channel
6 methods of inequity resolution
altering inputs, altering outcomes, cognitively distorting inputs or outcomes, leaving the field, distort the inputs or outcomes of the comparison other, changing the comparison other
Brainstorming
amount of time given to think of ideas without discussion of feasibility or practicality, gives higher quality ideas because you can think without input
group and team level can be defined as: a. individuals who work to a common goal b. collections of people who interact and work together for a common goal c. collections of people who interact d. collections of people who work together for a common goal
b. collections of people who interact and work together for a common goal
cognitive dissonance
any incompatibility or inconsistency between attitudes or between behavior and attitudes. As an example, Harry likes two coworkers, John and Mary, but John does not like Mary (i.e., inconsistency). Harry needs to eliminate the inconsistency. Harry may: (1) try to change John's feelings toward Mary, (2) change his feelings about either John or Mary, or (3) sever his relationship with either John or Mary.
Personality Traits
are the regularities that we observe in someone's behavior, attitudes, and expressions. Prior research suggests that virtually all personality measures can be reduced or categorized under the Five-factor Model of Personality, also known as the "Big 5." The dimensionality of the Big 5 has been found to be applicable across all cultures. The Big 5 is based on the concept that personality can be described and measured on five broad dimensions and/or traits: openness, conscientiousness, extraversion, agreeableness, and neuroticism.
Project teams
are time limited; produce one time outputs; new electronic health record implementation team; draws members from different disciplines together
Defined by Allport (1935) as a "mental state of readiness, organized through experience, exerting a directing or dynamic influence on the individual's response to situations," this is known as a (n) _________ Cognition Attitude Perception Dissonance Behavior
attitude
a mind-set or a tendency to act in a particular way toward an object or entity due to both an individual's experience and temperament
attitude
Horn effect (They're bad at one thing, they must be bad at other things too.)
attributing a variety of negative qualities to those you dislike. Opposite to the halo effect is the horn effect, whereby a person evaluates another as low on many traits because of a belief that the individual is low on one trait that is assumed to be critical.
_____________ is a causal explanation for an event or behavior.
attribution
Projection
attribution of one's own attitudes and beliefs onto others. All of us are guilty of unconsciously projecting our own beliefs onto others.
______________ is defined as a tendency to consistently contribute positive and negative outcomes to a specific type of cause.
attribution style
3 types of leadership studied in Lewin's behavioral study
authoritarian democratic laissez-faire
_____________leads to the psychological state of experienced responsibility for outcome
autonomy
self-actualization
autonomy, fulfillment from job, ability to demonstrate creativity and innovation for challenging tasks
5 conflict-handling modes
avoidance, competition, compromise, collaboration, accommodation
_________ involves unassertive and uncooperative behaviors, associated with withdrawal, reflects a decision to work itself out. A.avoidance B.competition C.compromise D.collaboration E.accommodation
avoiding
What are the three different forms of feedback?
descriptive, evaluative, and prescriptive
Group and team level analysis are important for organizational behavior because: a. an individual can encourage a group or team to perform highly in the workplace b. a group or team can encourage a group or team member to perform at their best c. a group or team can discourage a group or team member to perform at their best d. an individual can discourage a group or team to perform highly in the workplace
b. a group or team can encourage a group or team member to perform at their best
Theories and predictions are important in organizational behavior because they: a. ignore prior research and help develop new areas b. build upon prior research and help develop new areas c. ignore old and new research d. develops new research areas
b. build upon prior research and help develop new areas
Chris tends to place a higher value on written text than on spoken remarks; this indicates he is not displaying which of the following skills needed of a leader? a. communication b. critical thinking c. charisma d. decision-making
b. critical thinking
Which of the following is the best way to sort through the information provided by evidence-based management (EBM)? a. delegating to subordinates b. critical thinking c. scientific method d. illustrative stories
b. critical thinking
Goals of science are: a. description, analysis, explanation, control b. description, prediction, explanation, control c. analysis, prediction, explanation, control d. explanation, control, evidence, description
b. description, prediction, explanation, control
Samantha is working with a mentor and he has recommended that she develop a virtual management toolkit. Her mentor said that the management toolkit will help her become a better manager. Samantha is feeling a little anxious about it all. What recommendation would you give her? a. take it all in as fast as you can b. develop a personal leadership plan c. never mind, a toolkit is not important d. you can learn it on the fly
b. develop a personal leadership plan
Work-related attitudes can be defined as: a. how others view an employee at work b. how an employee views his or her own feelings about work c. how management views an employee at work d. how an employee gets along with others at work
b. how an employee views his or her own feelings about work
Nancy has just taken a course in Organizational Behavior for her MBA and wants to apply what she has learned about motivating employees at work. Nancy wants to develop the best type of motivation for her employees, which is: a. extrinsic b. intrinsic c. prosocial d. power
b. intrinsic
Sally wants to make sure that she is working her way to her goals. What is the best way for her to assess them? a. outcomes b. measurable outcomes c. expectations d. measurable expectations
b. measurable outcomes
Employee withdrawal does NOT include: a. turnover intentions b. motivation c. turnover d. absenteeism
b. motivation
Tim's manager told him that while his job performance was strong, he needed to go above and beyond what is listed in the job description. Tim's manager is talking about which of the following outcome variables? a. work-related attitudes b. organizational citizenship behaviors c. motivation d. employee withdrawal
b. organizational citizenship behaviors
Prediction is an important component of theory because it allows: a. people to see what the process looks like b. people to think about what will happen in the future c. people to think about what is currently happening d. people to think of what can or cannot be changed
b. people to think about what will happen in the future
John is trying to decide which factor to focus on when it comes to the variables of organizational behavior. He wants to be sure to focus on the most important one. Out of the four types of outcome variables listed, which one is the most important one? a. work-related attitudes b. performance c. motivation d. employee withdrawal
b. performance
Commonly-studied organizational behavior outcome variables are: a. performance, work-related attitudes, employee engagement, and employee withdrawal b. performance, work-related attitudes, motivation, and employee withdrawal c. work-related attitudes, motivation, employee withdrawal and job satisfaction d. performance, motivation, employee withdrawal and employee engagement
b. performance, work-related attitudes, motivation, and employee withdrawal
One of the most important outcomes of organizational behavior is: a. environment b. productivity c. relations d. workload
b. productivity
Critical thinking has been around: a. since the 1950s b. since the ancient Greeks c. since the 1900s d. since World War I
b. since the ancient Greeks
The Hawthorne researchers discovered that for workers _______ was more important that previously known in understanding performance. a. an incentive system b. the human element c. standards of production d. dimmed lights
b. the human element
Job performance can be regarded as: a. the least important outcome of OB b. the most important outcome of OB c. neither important nor unimportant d. varies depending on the organization
b. the most important outcome of OB
Prosocial motivation is: a. the first concept of motivation that assesses the degree of how employees behave that benefits everyone b. the newest concept of motivation that assesses the degree of how employees behave that benefits everyone c. the first concept of motivation that assesses the degree of how employees behave that benefits themselves d. the newest concept of motivation that assesses the degree of how employees behave that benefits themselves
b. the newest concept of motivation that assesses the degree of how employees behave that benefits everyone
How should someone view ideologies and theories when it comes to EBM? a. with great care b. with indifference c. with concern d. with reluctance
b. with indifference
human relations" aspect became part of organizational behavior: a. before the Hawthorne studies b. with the Hawthorne studies c. before Frederick Taylor d. after Frederick Taylor
b. with the Hawthorne studies
Why does McGregor's Theory X and Y have an impact on OB?
bc he proposed 2 theories by which managers view their employees which in turn affects the employees behavior. So how someone views and think about a certain person can in turn affect that person's behavior.
Nominal group technique
brainstorming technique that is implemented on an individual and nonverbal basis; silence, write down idea, share idea, idea discussion, vote on idea; limits emotional arguments
How can communication barriers be overcome?
by conscious efforts to devote time and attention to communication, reduce hierarchical levels, tailor words and symbols, reinforce words wit action, use multiple channels of communication, and understand one another's frame of reference and beliefs
Critical thinking is not: a. self-directed b. self-disciplined c. group monitored d. self-corrective
c. group monitored
Absenteeism is best defined as: a. being absent from work with reason b. being at work at all times c. being absent from work with no reason d. being at work with an negative attitude
c. being absent from work with no reason
How does EBM improve a leader's decisions? a. by taking everything into consideration b. by taking nothing into consideration c. by being disciplined with application and by using current and relevant scientific evidence d. by taking advice from peers and subordinates
c. by being disciplined with application and by using current and relevant scientific evidence
Frank has been tasked to work on a project dealing with work-related attitudes with his company. He wants to be sure he is using the most current information. He should focus on: a. job performance b. job satisfaction c. employee engagement d. job attitudes
c. employee engagement
Where do leaders obtain the available knowledge on workplace issues? a. intuition b. senior managers c. evidence-based management d. employee surveys
c. evidence-based management
Jennifer has recently taken over as manager of the customer service department of ABC Manufacturing. She has been reviewing turnover reports trying to identify the reason for turnover within the department. She can rule the following out as a reason: a. low job satisfaction b. better job market c. high management engagement d. low employee morale
c. high management
It is important to take a neutral stance toward ideologies and theories because: a. ideas developed in North America may not apply in the global world b. it is important to look for ways to have theories developed overseas c. ideas developed in North America can apply to the global world d. most management experts are from North America, and should not be ignored Answer Location: Evidence-Based Management
c. ideas developed in North America can apply to the global world
Evidence-based management is originally from the field of: a. management b. psychology c. medicine d. science
c. medicine
Which of the following is not a form of motivation? a. extrinsic b. intrinsic c. monetary d. prosocial
c. monetary
ABC Company is looking at hiring a new leadership team. They want to make sure that they are hiring the best possible people they can find. They want to make sure that the new leadership team is well versed in organizational behavior. ABC Company should focus on the following skills except for: a. knowing what external focuses are b. effective communication skills c. not managing poor performance d. understand the impact of global competition
c. not managing poor performance
Which of the following is not part of the sources of information for EBM? a. the best available scientific evidence b. the best available experiential evidence c. organizational values and employees concerns dhe best available organizational evidence
c. organizational values and employees concerns
Frank has learned about EBM and decided to start using it within his department. The first thing he should do is to: a. implement ideas from "breakthrough" studies without hesitation b. work on the development of collective brilliance c. realize that old ideas are old ideas and should be treated that way d. show favoritism to new ideas and theories
c. realize that old ideas are old ideas and should be treated that way
4. Leadership and organizational behavior falls under the category of _______ psychology: a. cognitive b. developmental c. social d. personality
c. social
The dyad level is best described as: a. the most basic level b. examples similarities between people's behaviors c. the relationship between two individuals d. the most complicated level
c. the relationship between two individuals
With regard to EBM, drawbacks can be viewed as: a. failures b. hindrances c. virtues d. deal breakers
c. virtues
attribution theory
causal explanation for an event or behavior, provide managers with a better understanding of the highly cognitive and psychological mechanisms that influence motivation levels
is the degree to which decision making is concentrated with the senior management team at the top of the organization's hierarchy a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism
centralization
Groups generally develop two types of communication networks:
centralized and decentralized
_________________ restricts the number of individuals in the communication chain; group members do not interact except through the leader; causes communication underload.
centralized network
At my workplace, I never have an opportunity to speak with the Vice President of my division, since I always have to speak with my direct supervisor, who than speaks with the division manager, who then relays my message to the Vice President. This is an example of which communication network: Wheel Circle Chain All-channel
chain
______________ occurs upward and downward and follows line authority relationships. a. y-pattern b.wheel c.chain d. circle
chain
Types of centralized communication networks:
chain, Y-pattern, wheel, circle
____________ allows communicators in the network to communicate directly with only two others, there is no central leader. a. y-pattern b.wheel c.chain d. circle
circle
the typical grapevine pattern whereby a few people actively transmit rumors to many others
cluster
type of informal communication pattern that one individual randomly selects others to communicate the message a. cluster b.gossip c.probability d.single strand
cluster
______________ power is defined as ability to punish either by administering a punishment or by withholding something that an individual wants. a.reward b.coercive c.legitimate d.referent e.expert
coercive
___________ conflict occurs when the ideas and thoughts within an individual or between individuals are incompatible. a.goal b.cognitive c.affective d.procedural
cognitive
providing new information to change one's attitude toward something is what type of approach?
cognitive
Festinger (1957) suggested _________ to refer to when we perceive an inconsistency between two or more of our internal attitudes or between our behavior and attitudes. Cognitive Dissonance Attitude Shift Perceptual Illusion Disequilibrium Psychoneurotic
cognitive dissonance
Festinger (1957) suggested _________ to refer to when we perceive an inconsistency between two or more of our internal attitudes or between our behavior and attitudes. Psychoneurotic Attitude Shift Cognitive Dissonance Perceptual Illusion Disequilibrium
cognitive dissonance
any inconsistency that a person perceives between two or more of one's attitudes or between one's behavior and attitudes
cognitive dissonance
interactions between our attitudes and social world may cause a conflict between a person's attitude and behavior which is known as
cognitive dissonance
____________ involves highly assertive and cooperative behaviors; emphasizes the use of skills and information possessed by different employees to arrive at creative alternatives and solutions. A.avoidance B.competition C.compromise D.collaboration E.accommodation
collaboration
a means of transmitting information and making oneself understood by others
communication
is the creation or exchange of thoughts, ideas, emotions, and understanding between sender (s) and receiver (s).
communication
is the creation or exchange of thoughts, ideas, emotions, and understanding between sender(s) and receiver(s)
communication
Verbal
communication is communcation that takes place because of verbal signals
_________________ creates structure for the group because it controls who can and should talk to whom.
communication network
flows of communication can be combined into patterns called_______.
communication networks
Nonverbal
communiction is communication that take place because of visual signals
___________ is highly assertive and uncooperative; reflects a win-lose approach to conflict. Appropriate in times when the issues involved in a conflict are trivial or when emergencies require quick action. A.avoidance B.competition C.compromise D.collaboration E.accommodation
competition
____________ is the "middle ground", both assertive and cooperative, involves give-and-take and only achieves partial satisfaction for each person. A.avoidance B.competition C.compromise D.collaboration E.accommodation
compromise
an attribution that managers make that relates to whether an employee's performance is the same as or different from that of other employee's
consensus
Based on Attribution Theory, what three components can managers use to justify employees behavior?
consensus, consistency, distinctiveness
an attribution that managers make that refers to whether the employee's behavior is that same in most situations
consistency
The rationality tactic
consists of using reason, logic, and compromise in attempting to influence others.
________ theories of motivation answer the question "what drives behavior?"
content
Tannenbaum and Schmidt's Continuum of Leadership Behavior
continuum ranging from managers making all the decisions and announcing those decisions to the subordinates to managers permitting subordinates to function within defined limits.
relate to an individual's evaluation of another person's characteristics based on comparisons with other people who rank higher or lower on the same characteristics A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect
contrast effect
The speaker
conveys a message to audience
Formal Group
created by the organization; part of the formal structure
a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals and that enables effective work in cross-cultural situations
cultural and linguistic competence
___________ flow of communication occurs between different levels of different departments.
diagonal
What is the first step in the scientific method? a. Review scientific evidence. b. Develop a hypothesis. c. Evaluate and draw conclusions. d. State the problem
d. State the problem
low task, low relationship, very high level of maturity= a. delegating b.participating c.selling d.telling
delegating
Diane is trying to find the best way to motivate her employees. She has done some research on the latest and greatest means of motivation. She has found some information on prosocial motivation. Prosocial motivation is best defined as: a. a new concept b. an old concept that assesses employees c. a new concept that takes how employees behave d. a new concept that takes how employees behave in a way that benefits society as a whole
d. a new concept that takes how employees behave in a way that benefits society as a whole
Organizational behavior is most associated with: a. social psychology b. applied psychology c. psychology d. applied social psychology
d. applied social psychology
It is important to stop treating old ideas like new ones, except for: a. believing you can make progress by treating old ideas like new ones b. believing that things that have "stood the test of time" are practical c. believing that old best practices are new ideas d. believing that the saying "if it isn't broken, don't fix it" should apply
d. believing that the saying "if it isn't broken, don't fix it" should apply
Putting theory in to practice can be difficult it if is not executed properly. The best way to put theory into practice is to: a. control to what can happen, and explain them b. describe the problem and predict whether it will happen again or not c. describe the problem, predict the future, control the change and explain it d. describe the problem, predict the future, explain it, and decide whether we can control the change
d. describe the problem, predict the future, explain it, and decide whether we can control the change
Performance or job productivity can be defined as: a. determining how well someone gets along with their co-workers b. determining how much someone knows about the organization they work for c. determining how much work someone gets done during a regular work day d. determining how well someone does at his or her required work tasks
d. determining how well someone does at his or her required work tasks
Dan has been known to make a few bad decisions. What might he be doing wrong with his critical thinking skills? a. great precision, asking the right questions b. bad precision, asking the right questions c. bad precision, asking the wrong questions d. great precision, asking the wrong questions
d. great precision, asking the wrong questions
Job satisfaction does NOT include: a. how happy someone is with his or her job b. how happy someone is with the various aspects of his or her job c. how happy someone is with his or her supervisor d. how happy someone is with his or her home life
d. how happy someone is with his or her home life
Applied social psychology is the science of: a. how people address significant challenges b. how people interact in groups c. how people address insignificant challenges and interact in groups d. how people interact in groups and address significant challenges
d. how people interact in groups and address significant challenges
most basic level of analysis in organizational behavior research is: a. dyad level b. organizational level c. industry level d. individual level
d. individual level
Organizational behavior is the study of: a. strategic management processes b. information technology c. individuals at home d. individuals and their behaviors at work
d. individuals and their behaviors at work
leadership development plan does NOT need to include the following: a. goals b. timeframe c. strategies d. materials
d. materials
Don wants to know how his employees are enjoying the new processes and procedures he has implemented since taking over the department. The best way for him to measure work-related attitudes is to: a. measure employee motivation and employee withdrawal b. measure job performance and employee motivation c. measure job satisfaction and job performance d. measure job satisfaction and employee engagement
d. measure job satisfaction and employee engagement
All but the following are types of variables that organizational behavior researchers have studied. a. performance b. work-related attitudes c. employee withdrawal d. non-motivation
d. non-motivation
Which of the following is not a critical thinking skill: a. knowledge b. comprehension c. application d. persistence
d. persistence
What are the steps in the scientific method used for organizational behavior? a. problem statement, review scientific evidence, observations, hypothesis, evaluate and draw conclusions b. problem statement, hypothesis, review scientific evidence, observations, evaluate and draw conclusions c. review scientific evidence, hypothesis, observations, evaluate and draw conclusions, problem statement d. problem statement, review scientific evidence, hypothesis, observations, evaluate and draw conclusions
d. problem statement, review scientific evidence, hypothesis, observations, evaluate and draw conclusions
Frank has just recently been promoted to a new leadership role with his company. He wants to make sure that he takes the right steps when making decisions. What should he NOT take into consideration? a. evidence-based management b. critical thinking c. developing a collective brilliance d. solely relying on sound practice
d. solely relying on sound practice
Organizational behavior comprises all of the following areas EXCEPT: a. behavior in groups and teams b. understanding individuals in organizations c. the role of leaders as motivators d. the role of technology in organizations
d. the role of technology in organizations
According to a recent Gallup study, the primary reason listed by most employees for being disengaged at work was: a. low pay b. relationships with co-workers c. workplace safety d. their boss
d. their boss
There are various levels of analysis when studying organizational behavior. Which of the following is not one of the levels? a. individual level b. dyad level c. group level d. triad level
d. triad level
Skills for critical thinking should NOT include: a. honesty b. self-awareness c. judgment d. undisciplined thinking
d. undisciplined thinking
__________________ allow each group member to talk to every other group member without restrictions; best used for group discussions; causes communication overload
decentralized network
____________ negotiation model often referred to as "hard-bargaining" which result in a one-sided agreement where resolved issues favor one side more than the other. a.distributive b.integrative c.interactive
distributive
3 conflict negotiation models
distributive, integrative, interactive
a strategically driven process whose emphasis is on building skills and creating policies that will address the changing demographics of the workforce and patient population
diversity management
What are the three most important principles of Fayol's principles of management?
division of work, unity of command, and scalar chain
What structural configuration is in place when the key part of an organization is the middle line?
divisional form
standardization of outputs=______________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy
divisional form
___________ flow of communication primarily involves passing info from supervisors to subordinates.
downward
According to the IOM, research demonstrates that are no variations in the rates of medical procedures by race and that all patients receive equal treatment. False True
false
Leadership theories
earlier studies in leadership, referred to as the trait and behavioral theories in ch 9, laid the foundation for the leadership theories described in Chapter 10 (contingency theories) and Chapter 11 (contemporary or transformational theories).
Employee surveys
employee surveys have been widely used in organizations to obtain information about workers' attitudes toward their environments. This information is helpful for healthcare managers to determine whether management is "doing the right things" for retaining and motivating employees. organizations need to be cautious regarding the design of employee surveys to ensure that problem areas are not overlooked. Employee-attitude surveys are usually designed using 5-point Likert-type ("strongly agree-strongly disagree") or frequency ("never-very often") response formats. Content •Ask questions about observable behavior rather than thoughts or motives. •Include some items that can be independently verified. •Measure only behaviors that have a recognized link to your company's performance. Format •Keep sections of the survey unlabeled and uninterrupted by page breaks. •Design sections to contain a similar number of items, and questions with a similar number of words. •Place questions about respondent demographics last in employee surveys but first in performance appraisals. Measurement •Create a response scale with numbers at regularly spaced intervals and words only at each end. •If possible, use a response scale that asks respondents to estimate a frequency. •Use only one response scale that offers an odd number of options. •Avoid questions that require rankings. Administration •Make workplace surveys individually anonymous and demonstrate that they remain so. •In large organizations, make the department the primary unit of analysis for company surveys. •Make sure that employees can complete the survey in about 20 minutes. SOURCE: Getting the truth into workplace surveys, by P. Morrel-Samuels, 2002, Harvard Business Review, 80(2), pp. 111-118.
reinforcement theory
employee's behavior will be repeated if it is associated with positive rewards and will not be repeated if it is associated with negative consequences
goal-setting theory
employees who are given specific challenging goals outperform those who are give vague goals such as "do your best"
Which motivational state tends to favor internal and stable attributions for successes and external and unstable attributions for failures? Learned helplessness Resilience Aggression Empowerment
empowerment
two types of barriers to communication:
environmental and personal
a form of feedback that provides an assessment of the person who communicates
evaluative
3 identified categories of Alderfers ERG theory
existence, relatedness, and growth
Alderfer's ERG Theory
existence, relatedness, growth - there are 3 categories of needs - more flexible than Maslow, no specific order, accounts for differences and preferences
Expert power
exists when P awards power to O on the basis of P's perception of O's knowledge within a given area
__________________ power exists when an individual awards power to a person on the basis of the individual's perception of the person's knowledge within a given area. a.reward b.coercive c.legitimate d.referent e.expert
expert
What two types of organizational environment is the primary force creating the need for change?
external and industry
If we claim an outside force motivated an event this is known as ________ compared with when we assign causal factors to ourselves or a person, known as __________. External Attribution; Internal Attribution Public Perception Management; Internal Perception Management Internal Attribution; External Attribution Internal Locus of Control; External Locus of Control Extraverted; Self-serving bias
external attribution;internal attribution
Organizations function within three identifiable environments:
external/social, industry/task, and internal
____________ is defined as the removal of an established reinforcement that was previously used to reinforce an employee's behavior. Positive Negative Punishment Extinction
extinction
Most effective form of verbal communication
face-to-face
a type of verbal communication with the highest information-carrying capability because the sender can use verbal and non verbal communication channels and the receiver can provide instant feedback
face-to-face meetings
A leader is a person who directs the work of employees and is responsible for results.
false
According to Alderfer, individuals must satisfy their lower level needs, at least to an acceptable state, before the person can be motivated to achieve higher level needs.
false
According to Alderfer, individuals must satisfy their lower level needs, at least to an acceptable state, before the person can be motivated to achieve higher level needs. True False
false
According to Bennis and Nanus (1985), leaders are people who do things right and managers are people who do the right things.
false
According to French and Raven, an individual can only hold one source of power at a time. True False
false
Scientific management was significant to the development of organizational behavior because it demonstrated the important influence of human factors on worker productivity. True False
false
The Porter-Lawler Satisfaction-Performance Model can be used to predict which employee will experience job satisfaction. True False
false
The classical approach to management focused on the human relations aspect in the workplace. False True
false
The healthcare industry has been a leader for embracing diversity management
false
Theory Y states that employees are unintelligent and lazy. False True
false
Transactional leadership is all about change, innovation, improvement, and entrepreneurship through vision and inspiration.
false
Visionary leaders seek out similar perspectives and values to reinforce their vision to better align the viewpoints of those affected by impending change.
false
What is the information that individuals receive about their behavior?
feedback
_______________ leads to the psychological state of knowledge of the actual results of work activities
feedback
a component of communication that is a response from the receiver indicating whether a message has been recieved in its intended form
feedback
is a key component of the communication process because it allows the sender to evaluate whether the message was decoded as intended or if a corrective action is needed to clarify the intended message
feedback
An attitude includes three components, which are?
feelings (affect), belief (cognition), and behavior (action)
Three components of attitude
feelings, beliefs, and actions
Sources of Power
five bases or sources of social power: reward power, coercive power, legitimate power, referent power, and expert power. Reward power is defined as the ability to give rewards, something that holds value to another individual. Coercive power is defined as the ability to punish either by administering a punishment or by withholding something that an individual needs or wants. Legitimate power is authority given to an individual on the basis of a given role or position. Expert power exists when A person awards power to another on the basis of their perception of the other's knowledge within a given area. Referent power stems from one person's affective regard (i.e., attraction) for, or identification with, the person of potential power.
is the degree to which the organization communicates how the work will be performed, who will do the work, and under what circumstances or constraints the work will be done a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism
formalization
David Mechanic (1962)
found that employees without formally defined power positions exercise significant personal power within an organization by creating a sense of dependency
4 ways managers have been successful in developing a power base
four ways managers have been successful in developing a power base. •Creating a Sense of Obligation: Managers will go out of their way to do favors for people whom they expect will feel an obligation to return those favors. •Building a Reputation as an Expert in a Certain Area: Managers will establish themselves as experts so that others will defer to them on those matters. This can be accomplished through visible achievement (i.e., professional reputation and track record). •Identification: Managers will try to foster others' unconscious identification with them or ideas they stand for. Managers try to look and behave in ways that others respect. They go out of their way to be visible to their employees and give speeches about their organization's goals, values, and so on. •Perceived Dependence: Managers will attempt to have others believe that they are dependent on the manager, either for help or not being hurt. The manager can accomplish this by securing resources that another person requires to perform his or her job. At the same time, the manager makes it known that he or she can also have the same resources removed. Managers may also resort to influencing others' perception of the manager's available resources, which may be more than, in reality, he or she possesses. In trying to influence people's judgments, managers pay attention to the trappings of power and to their own reputations and images. They associate with people and organizations that are known to be powerful. managers who build their power based on perceived expertise or on identification can often use it to influence attitudes as well as someone's immediate behavior, which would result in a lasting impact.
explains that when a barrier prevents an individual from obtaining a higher-level need a person may "regress" to a lower-level need (or vice versa) to achieve satisfaction
frustration-regression principle of ERG theory
_______________ structure enhances the function of each subunit by categorizing employees based on their roles and responsibilities into a certain department. A.simple B.functional C.divisional D.matrix
functional
_________ conflict occurs when two or more desired or expected outcomes are incompatible, may involve inconsistencies between individual or group values and norms. a.goal b.cognitive c.affective d.procedural
goal
type of informal communication pattern that one individual transmits the message to others a. cluster b.gossip c.probability d.single strand
gossip
this level of feedback focuses on how well the group is performing
group feedback
When a person evaluates another person as generally low on many traits after observing poor performance on just one trait... this negative carryover effect is known as _______. Halo Effect Angel Syndrome Stereotype Horn Effect Placebo Effect
horn effect
negative outcomes-------> external and unstable factors What attribution style? a.optimistic b.pessimistic c.hostile
hostile
John French and Bertram Raven (1959)
identified five bases or sources of social power: reward power, coercive power, legitimate power, referent power, and expert power.
Transformational leaders.....
identify themselves as change agents, exhibit courage, trust people, are value driven, value lifelong learning, possess the capability to face complexity, ambiguity, and uncertainty, and are imaginative, creative, innovative, and visionary.
Impression Management (Relates to why people hide their mistakes.)
impression management, where people try to shape another's impression of themselves. Impression management incorporates what we do, how we do it, what we say, and how we say it as we try to influence the perceptions others have of us. Individuals will try to present themselves in ways that will lead to positive evaluations by others by highlighting their achievements and avoiding the disclosure of failures
Ingratiation
includes behaviors such as praising, politely asking, acting humble, making the other person feel important, and acting friendly.
Assertiveness
includes such influence tactics as demanding compliance, ordering, and setting deadlines, as well as nagging and expressing anger.
Which one is not a guideline provided by Longest, Rakich, and Darr for overcoming barriers? Using multiple channels to reinforce complex messages Increasing the number of links reduces opportunities for distortion Tailor words and symbols so that messages are understandable A management philosophy that encourages the free flow of communication None of the above
increase the number of links
______________ roles of group members may in the long run be harmful to the groups overall success
individual
this level of feedback focuses on a particular individual in a group
individual feedback
existence (Alderfer's)
individual's concern with basic material and physiological existence requirements
growth (Alderfer's)
individual's intrinsic need to be creative and to make useful and productive contributions (personal development)
affiliation (McClelland)
individual's need to be liked and approved by others
power (McClelland's)
individual's need to influence others
_________ groups meet the needs of individuals and, therefore, have a strong influence on the members' behaviors.
informal
___________ group is organized on the basis of the members' common interests or goals.
informal
Explain communication process
information originates from the sender which is encoded into a message that is forwarded through a selected channel to the designated receiver
Characteristics of transactional leadership include all the following, except: Contingent reward Management by exception (active) Laissez-faire Management by exception (passive) Inspirational
inspirational
Culture
integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, or institutions of racial, ethnic, religious, or social groups
______________ negotiation model is a cooperative, process by which parties attempt to explore options to achieve mutual gains versus unilateral gains. a.distributive b.integrative c.interactive
integrative
_____________ negotiation model is a form of third party consultation or informal mediation and designed to facilitate a deeper analysis of the problems and issues forcing the conflict, less focused on directly helping helping parties reach binding agreements but more on improving the process of communication. a.distributive b.integrative c.interactive
interactive
_________ conflict involves opposition and clashes between groups. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational
intergroup
_________ conflict occurs between organizations as a result of interdependence on membership and divisional or system-wide success. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational
interorganizational
___________ conflict involves two or more individuals who believe that their attitudes, behaviors, or preferred goals are in opposition. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational
interpersonal
a stage of perception which analyze and understand on the basis of prior experiences, beliefs, etc.
interpretation
__________ conflict involves clashes among some or all of a group's members which often affect the groups processes and effectiveness. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational
intragoup
______________ conflict occurs when people differ over the process to use for resolving a particular matter. a.goal b.cognitive c.affective d.procedural
procedural
_______ conflict occurs within the individual and may involve some form of goal, or cognitive or affective conflict. a.intrapersonal b.interpersonal c.intragroup d.intergroup e.interorganizational
intrapersonal
5 levels of conflict
intrapersonal interpersonal intragroup intergroup interorganizational
Legitimate power
is authority given to an individual on the basis of a given role or position.
Reward power
is defined as the ability to give rewards, something that holds value to another individual. Reward power has two components.First, the individual (P) must perceive that the other person (O) has the ability to reward. Second, the reward must have some value to P. If O offers a reward to P and then fails to deliver, future attempts by O to change P's behavior by using reward power have been diminished.
Coercive power
is defined as the ability to punish either by administering a punishment or by withholding something that an individual needs or wants
Upward appeal
is indicated by behavioral attempts to gain support from superiors in an organization.
Feedback
is the audience's response to the speaker's message.
Content
is the idea that you want to express
Situation
is where,when,why,and with whom your communication take place
Your audience
is whomever you are communication with
From reading about the "contrast effect" in person perception, we know that if compared to a highly attractive person, a target person will be judged as ____________ than s/he would have been if rated on his or her own. More attractive Less attractive Neutral - contrasts have no effects on judgment of attractiveness Less attractive if male, more attractive if female
less attractive
What structural configuration is in place when the key part of an organization is technostructure?
machine bureaucracy
standardization of work processes=__________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy
machine bureaucracy
Which is not a way to improve cross-cultural communication? Repeat a message when there is doubt Maintain eye contact with the individual Watch for nonverbal signs of a lack of understanding Listen carefully to the entire message
maintain eye contact with individuals
______________ roles of group members focus on relationships
maintenance
_________ teams coordinate and provide direction to the subunits under their responsibility, laterally integrating interdependent subunits across key business processes.
management
negative reinforcement
manager does not require staff to work overtime to count inventory
positive reinforcement
manager praises staff for "job well done"
Managers, Communication, & External Stakeholders
managers must be competent communicators, because they spend most of their time and energy communicating with large numbers of external stakeholders, individuals, groups, and organizations that are interested in the healthcare organization's actions and decisions. A competent communicator is an individual who has the ability to identify appropriate communication patterns in a given situation and to achieve goals by applying that knowledge. Competent communicators quickly learn the meaning that listeners take from certain words and symbols, and they know which communication channel is preferred in a particular situation. Moreover, competent communicators use this knowledge to communicate in ways to achieve personal, team, and organizational objectives. To competently communicate with external stakeholders, organizations and their managers are responsible for assessing the environment to gain information in order to make strategic decisions. Managers must utilize their roles as liaisons and monitors to scan the environment for opportunities and minimize threats. Furthermore, managers must utilize their strategist role to formulate and implement policies that are consistent with their organization's strategic goals and plans (Guo, 2003). Exhibit 4-3 shows steps for analyzing stakeholders to increase the acquisition of useful information. First, scanning the macro- and microenvironments results in information about stakeholders. In the case of one state's department of health, shown in Figure 4-7, the diversity of stakeholders is illustrated (Ginter et al., 1998). Relationships between the organization and its external stakeholders are complex and affect communication since the organization is a dynamic, open system operating in a turbulent external environment. The size and variety of external stakeholders make communication complex, especially since stakeholders attempt to influence the decision making of organizations. Fottler et al. (1989) examined communication between a large hospital and its stakeholders and found different relationships. While some relationships are positive, others are neutral or negative. Positive relationships with external stakeholders are easier to manage, and communication tends to be more effective than negative relationships. In the stakeholder analysis, important issues and stakeholders are identified through the environmental scan. Next, monitoring the activities of stakeholders is crucial. Managers must be able to take the views of stakeholders and use that information to incorporate trends into their decision-making process. Finally, managers must evaluate the value of the information, and take the information gathered and transmit it to those who need the information. Stakeholder Analysis 1.Scan the environment of the organization (macroenvironment: economic, regulatory, social/cultural, political, demographics, competitive, technology) (microenvironment: healthcare industry) 2.Identify strategically important issues (i.e., identify important stakeholders) 3.Monitor these issues (track stakeholders' views and positions) 4.Forecast trends (project trends in stakeholders' views and positions) 5.Assess their importance (assess the implications of stakeholders' views and positions) 6.Diffuse information (diffuse stakeholder information to those who need it)
____________ combines the functional and divisional structure
matrix structure
One of Mintzbergs basic parts of an organization that is the chain linking the strategic apex to the operating core, it runs in single line from top to bottom
middle line
satisfaction-performance theory
model to reflect the relationship of an employee's performance to job satisfaction (expectancy and equity theory applied)
Which is not one of the key elements to effective communication for physicians and hospital administrators? Must have a desire to communicate Must have an understanding of how others learn Must be able to write clearly The receiver of the message should be cued to the purpose of the message None of the above
must be able to write clearly
relatedness (Alderfer's)
need for developing and sustaining interpersonal relationships
achievement (McClelland)
need to excel or succeed
content theories of motivations
needs theories, explain the specific factors that motivate people and answers the question "what drives behavior?"
Which is not one of the fundamental principles described by Edley and Robinson for dialogue to be successful? None of the above Engage motivated people Use a facilitator and recorder to manage Let the process move at its own Have the group develop
none of the above
What type of communication is sharing info without using words to encode messages?
nonverbal communication
Halo Effect (They're good at one thing, they must be good at other things too!)
occurs when an individual draws a general impression about another person based on a single characteristic, such as intelligence, sociability, or appearance. applicable to individuals' perceptions of others and of organizations. For example, a hospital that is well known for its open-heart and cardiac programs may be perceived in the community as excellent in other clinical areas such as obstetrics or orthopedics whether proven that is to be true or not.
The channels
of your message are sight and sound-in other words,your speech and action.
According to ________________ an organization must be efficient and effective to survive by effectively interacting with its environment.
open-system theory
One of Mintzbergs basic parts of an organization is the heart of every organization, it produces the essential outputs that keep it alive.
operating core
negative outcomes----> external factors positive outcomes-----> internal factors What attribution style? a.optimistic b.pessimistic c.hostile
optimistic
__________________ may be described as the intentional acts of influence to enhance or protect the self interest of individuals or groups. Organization politics Power Base Coalition Formation Upward Influence Ingratiation
organization politics
Resistance to change may arise from what 2 sources
organizational barriers and individual barriers
_________________ is designed to enhance an employee's health and performance at work by eliminating the stressors that lead to distress.
organizational prevention
attribution-emotion-behavior process
outcome leads to an attribution then an emotional response then a behavioral motivation
What are the 5 components of strategic communication?
outcome, context, messages, tactical reinforcement, feedback
Essay Question: Explain what is meant by a manager's power base, the ways a manager develops it, and how a manager can effectively use it to achieve organizational and personal goals.
pages 166-169
Essay Question: Explain what is meant by the term leadership.
pages 173-174
Essay Question: Explain what Fiedler meant by the statement "different levels of leadership effectiveness occur under difference combinations of situations.
pages 188-193
Essay Question: Explain what is meant by the term culture competency in comparison to the terms versus cultural awareness or cultural sensitivity.
pages 20-27
consists of voice quality volume, speech rate, and pitch a. kinesics b.proxemics c.facial and eye behavior d.paralanguage
paralanguage
__________ teams draw members from different work units or jobs to perform functions that the regular organization is not equipped to perform well. a. parallel b.work c.management d.project
parallel
low task, high relationship, employee participates in decision-making but leader still has final say= a. delegating b.participating c.selling d.telling
participating
A barrier during change that causes employee to question historical feelings of trust and honest relationships
perceived breach of psychological contract
The process by which we interpret and organize sensory information to produce a meaningful experience of the world, is known as _______.
perception
a process in which a person whom is confronted with a stimulus, interprets it into something meaningful based on prior experiences which could be different from actual reality
perception
3 sources job satisfaction results from (satisfaction-performance theory)
performance itself, rewards for performance, perceived equitability of those rewards
At my workplace, I never get to talk to my supervisor. I always have to hear the news from one of the staff who happens to be the supervisor's favorite employee. Which barrier to communication does this address? Personal barrier Environmental barrier to communication Personal barrier and environmental barrier to communication
personal barrier
negative outcomes------> internal and stable factors positive outcomes------> external and unstable factors What attribution style? a.optimistic b.pessimistic c.hostile
pessimistic
Maslow's Hierarchy of Needs (bottom to top)
physiological, safety, affiliation, self-esteem, self-actualization - human behavior is controlled by both internal and external factors and some may have precedence over others, human shave 5 levels of needs they are driven to satisfy, extrinsic needs are at the bottom then intrinsic at the top
What are the elements of Fayol's set of rules?
planning, organizing, commanding, coordinating, and controlling
_______________ examines the relationships of organizations to their environment from the selection perspective
population ecology
affiliation needs
positive interactions with coworkers and managers
4 types of reinforcement
positive, negative, punishment, extinction
a form of feedback that provides advice about how one should behave or communicate
prescriptive
type of informal communication pattern that one individual randomly selects others to communicate the message and these secondary people randomly pick others a. cluster b.gossip c.probability d.single strand
probability
standardization of skills, everyone has the same knowledge and qualifications=___________________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy
professional bureaucracy
refers to the level or average number of years of formal education and training of employees a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism
professionalism
_________ teams are time limited and produce one-time outputs. a. parallel b.work c.management d.project
project
A defensive mechanism where we attribute our own attitudes onto someone else, such as "My friend tempted me with a desert and made me go off my diet." Procrastination Halo Effect Prosocialization Stereotyping Projection
projection
allows an individual to perceive others in ways that reflect oneself, because in general, people are in favor of those who are most like themselves. A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect
projection
the attribution of one's own attitudes and beliefs onto others A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect
projection
Pros and cons to group decision making
pros-diversity of ideas and can piggyback on others ideas, greater commitment to ideas, interaction can be fun and serves as team building task. Cons- takes longer, group dynamics such as groupthink can occur, and social loafing-harder to identify responsibility for decisions
the study of an individual's perception and use of space a. kinesics b.proxemics c.facial and eye behavior d.paralanguage
proxemics
Four basic forms of nonverbal communication are:
proxemics, kinesics, facial and eye behavior, and paralanguage
motivation
psychological process through which unsatisfied needs or wants lead to drives that are aimed at goals or incentives
Sperry and Whiteman identify five components of a strategic communication plan. Which of the following is not one of them? Context Messages Tactical Reinforcement Feedback Purpose
purpose
Another name for the "self fulfilling prophesy" where individuals tend to live up to other's stated expectations about us. Halo Effect Stereotype Sublimation Projection Pygmalion Effect
pygmalion effect
describes a person's behavior that is consistent with another individual's perception whether or not it is accurate, aka self fulfilling prophecy A. halo effect B. contrast effect C. Projection D. galatea effect E. Pygmalion effect
pygmalion effect
self-esteem needs
recognition, promotions, participation in decision making
The greater the attraction, the greater the identification, and the greater the ___________________ power. a.reward b.coercive c.legitimate d.referent e.expert
referent
Coalition formation
refers to attempts to build alliances with others.
exchange category
refers to such behavior as offering to help others in exchange for reciprocal favors.
a stage of perception that is referred to as selected stimuli
registration
Hawthorne Studies
researchers discovered that workers were not isolated, unrelated individuals; they were social beings and their attitudes toward change in the workplace were based upon (1) the personal social conditioning (values, hopes, fears, expectations, etc.) they brought to the workplace, formed from their previous family or group associations, and (2) the human satisfaction the employee derived from his or her social participation with coworkers and supervisors. As such, the researchers learned that an employee's expression of dissatisfaction may be a symptom of an underlying problem on the job, at home, or in the person's past.
_______________ states that all organizations exchange resources with the environment that are essential for their survival and that organizations will attempt to acquire these resources without creating dependencies
resource dependency theory
___________ power is defined as the ability to give rewards, something that holds value to another individual. a.reward b.coercive c.legitimate d.referent e.expert
reward
What are the 5 sources of Power according to French and Raven?
reward coercive legitimate referent expert
In Herzbergs two-factor theory, ______________ assist employees with increasing their motivation to do their work.
satisfiers or motivators
5 techniques used by managers to promote motivational attributions
screening for resilience, attributional training, immunization, increasing psychological closeness, multiple raters of performance
What are some change outcomes that would cause individuals to react positively to change?
security, money, authority, status/prestige, better working conditions, self-satisfaction
When a person limits their processing of information by only paying attention to certain select information based on prior experience, beliefs or attitudes, this is called _
selective attention?
Behavior competencies for healthcare leaders
self-awareness, self-motivation, social awareness, social skills
____________ structures have the following characteristics: 1) centralized decision making, 2) low specialization, and 3) high degree of informality A.simple B.functional C.divisional D.matrix
simple
direct supervision=______________ a. adhocracy b.professional bureaucracy c.divisional form d.simple e.machine bureaucracy
simple
What are the four basic organizational structures?
simple, functional, divisional, and matrix
type of informal communication pattern that information travels from one person to the next person a. cluster b.gossip c.probability d.single strand
single strand
_____________ ________________ and __________ lead to the psychological state of experienced meaningfulness, where the worker perceives that the job is significant.
skill variety + task identity + task significance
5 core motivational job characteristics:
skill variety, task identity, task significance, autonomy, and feedback
TEAMS
small group of people who are committed to a common purpose; highly defined task; odd number 5 or 7
how an individual "sees" others and how others perceive an individual
social perception
Distractions,sometiomes called noise,remove attention from you and your message
sometiomes called noise,remove attention from you and your message
refers to the degree to which organizational tasks are subdivided into separate jobs a. formalization b. specialization c. hierarchy of authority d. centralization e. professionalism
specialization
Which of the following is NOT one of the "Big 5" personality traits measured with personality tests? Neurotics Spirituality Openness Agreeableness Extroversion
spirituality
Reasons managers fail
stem from difficulty in handling change, not being able to work well in teams, and poor interpersonal relations.
Referent power
stems from P's affective regard (i.e., attraction) for, or identification with, O. Interestingly, O has the ability to influence P even though O may be unaware of this referent power
how we fit attributes of ability, character, or behavior to groups and/or populations in order to make generalizations A. halo effect B. contrast effect C. Projection D. stereotype E. Pygmalion effect
stereotype
a stage of perception that is based off of the five senses
stimulation
4 stages of perception
stimulation, registration, organization, and interpretation
Four stages of the perception process
stimulation, registration, organization, and interpretation
One of Mintzbergs basic parts of an organization which we would refer to as senior management and is responsible for ensuring that the organization effectively serves its mission, needs of the organization's stakeholders, and manages the organization's relationships with its environment
strategic apex
What is the key part of an organization with a simple structural configuration?
strategic apex
One of Mintzbergs basic parts of an organization that comprises those employees who perform support services to the organization outside of its operating work flow, such as public relations and legal counsel
support staff
What is a way that one can measure employee attitudes?
surveys
What are the three roles of group members?
task, maintenance, and individual
this level of feedback involves issues of effectiveness and appropriateness, such as quantity or quality of a groups output
task/procedural feedback
What are the four levels of feedback?
task/procedural, relational, individual, group
3 criticisms of Maslow's Hierarchy of Needs
there may not be a single dominant needed, needs do not diminish in strength when gratified, some may neglect lower levels in pursuit of higher levels (starving artist)
____________ leadership constitutes behavior that operates through consideration and covenants between the leader and the follower.
transactional
_____________ leadership is directed toward task accomplishments and the maintenance of good relations between the leader and subordinates through consideration of performance and reward.
transactional
_____________ leadership elevates the level of insight about the importance and value of outcomes through the growth of subordinates by encouraging followers the question their own way of doing things
transformational
A recent study of successful business leaders found that they shared the following traits: drive, honesty and integrity, leadership motivation, self-confidence, cognitive ability, knowledge of the business, creativity and flexibility.
true
A servant leader values others' strengths and talents and encourages the use of these strengths and talents for the betterment of the organization.
true
According to Vertical Linkage Dyad (VLD), the in-group is more often led (with less emphasis on formal authority to control and influence), while the out-group is more often supervised (with a much stronger emphasis on formal authority to control and influence).
true
An attribution is a causal explanation for an event or behavior.
true
Barriers to effective teamwork fall within four categories: (1) lack of management support, (2) lack of resources, (3) lack of leadership, and (4) lack of training.
true
By using virtual teams, organizations can assign the right person to the job, regardless of where they live.
true
Competence may be referred to as "having the capacity to function effectively as an individual and an organization within the context of the cultural beliefs, behaviors and needs presented by consumers and their communities."
true
Conflict is inevitable and unavoidable.
true
Culture may be referred to as "integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, and institutions of racial, ethnic, religious or social groups." True False
true
Different types of groups prefer specific styles of leadership. Members' preference would be based on the leadership style they perceived as right or natural due to their personal socialization process.
true
Due to stress being a complex and highly personalized process, some individuals see a specific situation as a threat, whereas other individuals see the same situation as a challenge or opportunity.
true
Employee motivation has a direct impact on a health services organization's performance
true
Employee motivation has a direct impact on a health services organization's performance.
true
Employees will be motivated to do work that they perceive to be significant. True False
true
If an employee fails at a task because the employee is simply not "cut out" for the type of work being performed, it is generally better for the employee to realize that then to believe that the repeated failures are due to external factors.
true
If an employee fails at a task because the employee is simply not "cut out" for the type of work being performed, it is generally better for the employee to realize that then to believe that the repeated failures are due to external factors. True False
true
If the leader is generally accepted and trusted by subordinates (good leader-member relations), if the tasks for which individuals are responsible are clear and fully understood through formalization and direction (high task structure), and the leader's power is recognized by senior management (strong position of power), then the situation is very favorable.
true
Locus of causality describes the internality or externality of an attribution True False
true
Managers are under the constraints of limited time and resources, personal bias and other factors, which make rational decision-making unrealistic.
true
Managers need to be conscious of the fact that all employees are not driven by the same needs, nor is any employee driven by the same need, at the same time.
true
Motivation is described as the conscious or unconscious stimulus, incentive, or motives for action towards a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior.
true
Organizational behavior is an applied behavioral science that emerged from the disciplines of psychology, sociology, anthropology, political science and economics. False True
true
Organizational behavior's beginnings can be found within the human relations/behavioral management movement. True False
true
Power may be defined as the influence over the beliefs, emotions, and behaviors of people.
true
Preconceived thoughts or beliefs can affect whether or not we hear opinions or information that does not agree with our preconceived thoughts.
true
Process theories of motivation focus on the cognitive processes underlying an individual's level of motivation. True False
true
Reinforcement Theory suggests that an employee's behavior will be repeated if it is associated with positive rewards. True False
true
The Hawthorne Effect is the bias that occurs when people know that they are being studied. False True
true
The Porter-Lawler Satisfaction-Performance Model can be viewed as an extension of both Expectancy Theory and Equity Theory because it takes into consideration employee satisfaction and job performance. True False
true
The content theories of motivation focus on the assumption that individuals are motivated by the desire to satisfy their inner needs. True False
true
The frustration-regression principle of the ERG theory explains that when a barrier prevents an individual from obtaining a higher level need, a person may "regress" to a lower-level need (or visa versa) to achieve satisfaction. True False
true
The healthcare industry needs to change and adopt new ways to meet the diverse needs of our current and future patients and employees. False True
true
The leader who is able to respond to ever-increasing levels of environmental uncertainty through the utilization of more than one style of leadership will be most likely to increase motivation, satisfaction, and productivity of employees.
true
The two primary forces influencing an individual's perception, attitude, and response toward change are cumulative life experiences and social (informal group) forces.
true
There are two conditions for power to exist: (1) there is an unequal relationship between two people, and (2) where one of the two is dependent upon the other.
true
Transactional behaviors are largely oriented toward accomplishing the task at hand and maintaining good relations with those working with the leader by exchanging promises of rewards for performance.
true
Under Theory Y, managers create opportunities, remove obstacles, and encourage growth and learning for their employees.
true
Under Theory Y, managers create opportunities, remove obstacles, and encourage growth and learning for their employees. False True
true
Under the great person theory, many believed that individuals are born with leadership traits.
true
World-class healthcare organizations, created through transformational leadership and change, will support the implementation of nurse case-management programs; the infusion of new technology will be embraced as beneficial to the quality of services provided; client education and alternate therapies will be evaluated and incorporated for appropriate delivery and use
true
true or false: Employee motivation has a direct impact on a health service organization's performance.
true
What are the three steps Lewin provided for the process of implementing planned change?
unfreeze, change, freeze
____________ flow of communication occurs between supervisors and subordinates.
upward
What are the different flows of intraorganizational communication?
upward, downward, horizontally, and diagonally
Delphi technique
used when you are not a subject matter expert, polls experts and then you receive the feedback from the experts on ideas
__________ all communications are channeled through the manager, is rare is HCO's but works well when there is pressure for time, secrecy, and accuracy. a. y-pattern b.wheel c.chain d. circle
wheel
frustration-regression principle
when a barrier prevents an individual from obtaining a higher level need, a person may regress to a lower level need to achieve satisfactions
Common characteristics of successful teams.
• Clear goals • Defined roles • Open and clear communication • Effective decision making • Balanced participation • Valued diversity ETC.
Four organizational barriers to effective team building.
• Lack of management support • Lak of resources • Lack of leadership • Lack of training
Optimal size of group
• Optimal size level is 5 • Below 5, you will find lack of creativity and inability to make decisions • Above 5, subgroups may form, distracting from the main groups purpose • Above and below 5 can cause frustration among the members and stifle the group's ability to reach its goal
Seven stages of group decision making.
• Problem definition- • Identify alternatives • Gather information- • Evaluate alternatives- • Make the decision- • Implementation
Influence Tactics for upward influence
•Assertiveness includes such influence tactics as demanding compliance, ordering, and setting deadlines, as well as nagging and expressing anger. •Ingratiation includes behaviors such as praising, politely asking, acting humble, making the other person feel important, and acting friendly. •The rationality tactic consists of using reason, logic, and compromise in attempting to influence others. This also includes attempts to convince others that certain actions are in their own best interests. •The exchange category refers to such behavior as offering to help others in exchange for reciprocal favors. •Upward appeal is indicated by behavioral attempts to gain support from superiors in an organization. •Coalition formation refers to attempts to build alliances with others.
