Management 3200 Final LSU
Benevolent? What does perceive as fair?
(opposite of entitled): they do more than their fair share/undervalue their work THE PROBLEM: THEY GIVE CAN GIVE/OVERWORKED ®They are more focused on what they can give at work rather than what they can take at work. ®They underestimate their level of contribution and the value of their contribution. ®When they're treated fairly in reality, they will perceive favorable inequity. ®Feel guilty and increase their contributions.
Which of the power bases does a supervisor use?
- Legitimate power (position power--BEST EXAMPLE OF SUPERVISION - Coercive power (punishment/threats) - Reward power (positive reinforcement Supervision is positional whereas leadership is personal; one is given and the other is earned.
What are the problems with Herzberg's 2 factor theory?
- Not representative of the entire work force. (SAME STROKE FOR ALL PEOPLE) - Way he conducted the interview led to biased responses. - It's a one best way theory. - Some people's hygienes are others motivations.
Three Ways To Increase Goal Acceptance
- Rewards for goal attainment (WIFM). - Participation in goal setting by the employee. - Autocratic tell and sell method of goal setting.
What needs are typically unsatisfied in most organizations? Why is this the case? What would help satisfy these needs?
- Typically unsatisfied = esteem and self actualization. - Bc most jobs are specialized. - Enriched jobs help satisfy (or craft job)
Skinner's Reinforcement Theory MANAGERS
- managers must manage consequences for employee behavior ®They act as transactional managers. --when an employee performs well, the manager should provide a positive consequence for this behavior. --when the employee performs poorly, the manager should provide a negative or no consequence for this behavior
What is the highest level of motivation? How do people reach it? Is it ever fully satisfied?
- self actualization--Not many people reach it-- Never fully satisfied. (once you satisfy this need it is temporary, then you want more) ®Once a need is satisfied according to Maslow, it's no longer motivational.
According to Maslow's hierarchy of needs theory
- the lowest unsatisfied need in the hierarchy motivates your behavior - the highest level of motivation is self-actualization.
How do you apply Maslow's theory of motivation as a manager?
--Different stokes for different folks (PLATINUM RULE) What motivated one may not motivate another. What motivates people's today may not motivate tomorrow. Have to be flexible and motivate to the individual.
Two Components of Equity Theory
--Exchange Relationship Component ®Individuals think about what they contribute (inputs) to the organization and what they receive in return (outcomes) from the organization: *Equity Ratio: Outcomes/Inputs --Social Comparison Component ®These individuals then compare their input-outcome ratio to the input-outcome ratio of relevant others to determine if they've been treated fairly or not.
This Behavioral Theory of Leadership identified two key dimensions of leadership that affected subordinate satisfaction and performance
--Initiating structure- task oriented leadership behavior. --Consideration- people oriented leadership behavior.
What scale did Fielder develop to measure you leadership style?
--The Least Preferred Co-Worker scale (LPC) ®It asks the leader to describe his/her least preferred co-worker using a series of bipolar adjectives (positive/negative). ®how the leader describes his/her LPC is indicative of his/her leadership style
What is the leave alone zap trap? What does the manager do when you perform well/poorly?
--When everything is going well this manager leaves you alone--no acknowledging good performance (extinction), but zaps (punishes) when you do something wrong--manager bc assisted w negative consequences
What is the rewarding on assumed needs trap?
-Assuming people are motivated by the same things as you -The problem with providing a reward you like as a manager doesn't mean the employee will also like it or find it rewarding
What is the relationship between the five power bases and productivity?
-Coercive power--negative impact on productivity (punishment causes mistakes and doubt--or person retaliates) - Expert power & Referent power--positive impact on productivity -- better to lead than supervise -Reward power & Legitimate power--no significant effect on productivity (doing the bare minimum, just complying and doing no more)
McCregor's Theory X and Y
-Managers view of people can affect how they behave--if your manager treats you like your lazy you will become lazy -THEORY NEGATIVE (X) VS THEORY POSITIVE (Y)
What can a manager use to determine in-group/out-group membership?
-THEY SHOULD USE PERFORMANCE ®likeability ®biases (racial, gender, age, religious, etc.) ®nepotism ®competition (perceived threat to manager's position) ®performance ®The result can be, for example, a good performer who is disliked is placed in the out-group and a poor performer who is liked is placed in the in-group. ®This can be blatantly unfair and affect productivity negatively.
Reciprocal theory of leadership--Who determines whether the employee is in-group/out-group?
-The manager -This theory suggests that any factor the manager deems relevant can determine in-group/out group membership, even if the factor is not, in fact, relevant to the effective management of the group
Herzberg's 2-Factor Theory
-a theory of job satisfaction more than it is a theory of motivation -TRADITIONALLY job satisfaction and job dissatisfaction have been viewed as opposites but Herzberg broke away from this view.
What has research revealed when the manager is taught to lead the out group as well as the in group?
-the performance differences between the 2 groups disappear -suggests placed in the out-group not because of a performance issue rather the placement has more do to with the manager's likes/dislikes and/or personal biases. their bc of managers personal biases -when managers place individuals in the out-group that doesn't deserve to be there, these managers are also hurting themselves. -managers need to start off with treating everyone like an in-group member and the only time an individual is placed in the out-group is because of a performance issue.
Reciprocal theory of leadership
-there is a two-way influence process. The leader influences the follower but the follower also influences the leader -a manager can either lead or supervise the subordinate
Fiedler's Leadership Training Program teaches leaders
1) how to identify and select situations that are best for their style 2) how to change the situation to fit their style **The problem is that its recommendations may often be impractical or illogical
What does research say about Maslow's hierarchy of needs?
1. 2-3 needs motivates behavior rather than 5 2. Everyone doesn't climb the hierarchy in the same progression. (not same value system or motivation) 3. Satisfied needs can still motivate an employee's behavior
How does participation in goal setting increase performance?
1. Acceptance is increased.
What are the 2 major implications of Fielders Contingency Theory for managers?
1. Anyone can be a leader if they find the right situation (match). --Leaders must select themselves into the right situations. 2. If the work group isn't performing well, then the situation (not the leader) is at fault. --There are no effective/ineffective leaders just effective/ineffective situations. --If a work group isn't performing well, then the situation rather than the leader needs to change
What is an extinction spike?
1. Bad behavior might increase before decreases.
When faced with favorable inequity, how do people normally restore equity?
1. Cognitively 2. Change their perception.
What is the difference between equity and equality?
1. Equity- inputs determine outputs; --®the more you do, the more you should get; the less you do, the less you should get. 2. Equality- everyone gets the same no matter what. ®everyone gets the same outcomes regardless of what they do.
How do formal and informal groups differ?
1. Formal- deliberately created by organization, emphasizes goals and duties. 2. Informal- spontaneous, emphasizes social and personal relationships.
What are the five stages of group development and what happens at each stage?
1. Forming- coming together, getting to know one another, deciding wether you want to be apart of the group, what's the goal/your role? 2. Storming- A LOT OF conflict as who's in charge, what task 3. Norming- conflict has been resolved, start getting along, developing rules ab how to conduct themselves in the group (what you should/shouldn't do) 4. Performing- work the best as a team 5. Adjourning- call it quits
What is the jelly bean motivation trap? How does it affect motivation and performance? How do you overcome it? How are rewards meaningful?
1. Give out rewards without regard to performance. 2. High performers quit working hard and stay, or stay working and leave. 3. Low performers continue to do nothing.
How do norms and cohesiveness interact to determine a groups performance?
1. High cohesiveness/high productivity- high performance. 2. High cohesiveness/low productivity- low performance. -high cohesiveness can either be a dream or nightmare, the manager/leader doesn't have much power over the group 3. Low cohesiveness/ high performance- average productivity. 4. Low cohesiveness/low performance- average productivity. -low cohesiveness doesn't' matter ab productivity bc people are going to do what they normally do which is avg
How does self efficacy affect an individual's response to challenge and negative feedback?
1. High self efficacy respond with increased effort and motivation. 2. Low self efficacy are likely to reduce their effort.
When is a high LPC leader the best? Low? Middle? Why is the case according to fielder?
1. High- moderately favorable. 2. Low- very favorable or very unfavorable. 3. Middle- best in all situations. 4. Didn't prove. Best match.
What is the frustration regression principle in ERG theory? What does it say about need frustration?
1. If needs are satisfied, then you move on to relatedness needs, but you can always regress back to existence needs. 2. If a need gets frustrated you can still be motivated.
What is extinction? What does it do to the frequency of the behavior?
1. Ignore it long enough and it will go away. 2. The behavior will become extinct and die out.
What is self efficacy?
1. Individuals beliefs that he or she is capable of performing a task. 2. Confidence.
Two Types of Inequity (Unfairness)
1. Inequity Favorable- ®This occurs when the unfairness benefits the individual. ®Overpayment/over-reward 2. Inequity Unfavorable- ®hurts the individual. ®Underpayment/under-reward
What are factors that decrease cohesiveness?
1. Large group size--loss unity 2. Losing--relationships bc strained/blame 3. Poor public image--they don't desire membership 4. Unattractive group goals. 5. Disagreeable tasks/demands-not as positive EXACT OPPOSITE OF INCREASE
According to Fielder, situational favorableness was determined by three factors:
1. Leader-Member Relations 2. Task Structure 3. Position Power Each of these three factors had two values and thus eight situations were possible
What is the great man trait theory? Learned traits theory?
1. Leaders are born. 2. Learned traits- environment has an impact.
What is the difference between management and leadership?
1. More to management than just leadership. 2. Great leaders aren't always great managers. ®Leadership is just one of the five functions of management. ® ®Just because you're a great leader, that doesn't necessarily mean that you're going to be a great manager.
Which of the three types of workers is most/least prevalent?
1. Most- equity sensitive. 2. Least- benevolent.
What kind of work climate is created by the leave along zap manager?
1. One based upon fear and avoidance. 2. And people don't take responsibility for their problems--deny their mistakes performance will suffer
What are the problems with punishment?
1. Only tells you what you've done wrong--®Doesn't replace the bad behavior with a good behavior 2. Can cause the person being punished to feel either sad or mad--It can lower productivity through lower self-confidence or through retaliation 3. Will decrease the frequency of the behavior when the punisher is around.
What are the four basic or tenants of equity theory?
1. People strive to maintain state of equity at work. 2. When people perceive inequity it creates tention. 3. The greater the inequity the greater your tension. 4. People more readily receive an unfavorable inequity.
What is meant by the phrase "these theories(x and y) can become self fulfilling l prophecies"?
1. Pygmalion effect- can bring your beliefs to life. 2. Ex) if I think you're lazy I'll treat you like you're lazy and you likely are to become lazy.
What are the factors that increase cohesiveness?
1. Small group size. 2. Wining. 3. High status group. 4. Attractive group goals. 5. External threats. 6. Severe initiation. 7. Lots of time spent together.
Which of the following is NOT a criticism of 2-factor theory?
1. Some people hygienes are other people's motivators. 2. It was based on a sample that was not representative of the entire workforce. 3. The way the interviews were conducted led to biased responding.
How do high need for achievement individuals behave?
1. Strive for personal achievement. 2. Desire to do better. 3. Prefer jobs that offer personal responsibility, feedback, and set moderately challenging goals. 4. Avoid very easy or very difficult tasks.
What combination of behaviors does a theory X manager exhibit? Theory y?
1. Theory X- high initiating structure and low consideration--don't trust you/think you are lazy 2. Theory Y- low initiating structure and high consideration
What is a norm?
1. Unwritten rule about how you should act in the group. 2. Can be prescriptive(what you should do) or proscriptive(what you shouldn't do.) define what's acceptable and unacceptable--develop overtime
What are the beliefs that underline theory x/ theory y?
1. X- negative view(out group, supervision, autocrat, specialized jobs, low trust, leave alone zap) 2. Y- positive view(in group, leadership, democrat, enriched jobs, high trusts)
What is positive reinforcement? What does it do to the frequency of the behavior?
1. followed by positive consequence. 2. Increases frequency.
What is punishment? What does it do to the frequency of the behavior?
1. negative consequence is given. 2. Should decrease the frequency.
What is negative reinforcement? What does it do to the frequency of the behavior?
1. negative consequence is taken away. 2. Frequency of behavior goes up.
To treat entitled fairly in their minds, you must give the entitleds which of the following?
1.Actual Favorable Inequity
Vroom and Yetton'sFive Decision-Making Methods
1.Autocratic I: the leader makes the decision alone using whatever information is available at the time--lowest level of subordinate participation/lone decision 2.Autocratic II: the leader obtains necessary information from subordinates and then makes decision alone--manager goes to individuals to get info/still makes lone decision 3.Consultative I: the leader shares problems with subordinates individually, getting their ideas and suggestions and then makes decision alone--want people to think, ask individual opinions, makes decision alone, more participation than Autocratic II 4.Consultative II: the leader shares problems with a group of subordinates, getting their ideas and suggestions and then makes decision alone--ask as a group, make decision alone, same process as Con. 1 but ask as a group 5.Group: the leader and the subordinates jointly solve the problem together--equal decision making power/highest level of subordinate participation.
In Vroom and Yetton's normative theory of leadership, which of the following factors determines the feasible set
1.Decision Quality 2.Subordinate Acceptance
Jelly-bean motivators encourage the development of what type of individual?
1.Entitled
Three different types of individuals
1.Entitleds: "takers" 2.Equity Sensitives: "give and take equally" 3.Benevolents: "givers" each have a different definition on what is fair so a different reaction to actually fairness
If you treat equity sensitives fairly in reality and give them the rewards they deserve based on their performance, equity sensitives will perceive?
1.Equity
Given that most jobs are specialized, what needs are typically frustrated for most employees?
1.Esteem 2.Self-Actualization
When employees are faced with favorable inequity, which of the following will likely occur?
1.Increased confidence in the worker that they deserve the rewards given.
Which of the following factors will decrease a group's cohesiveness?
1.Large group size 2.Losing 3.Disagreeable tasks/demands made by the group. The group has a poor public image
Which of the following power bases are associated with supervision?
1.Legitimate power 2.Reward power 3.Coercive power
Which of the following could determine in-group/out-group membership?
1.Likeability 2.Stereotypes/Biases 3.Performance 4.Nepotism
Leadership involves
1.goal-setting 2.communicating 3.motivating
How many positive consequences to every negative consequence does it take for your subordinate not to perceive you as a punisher, in general?
4 to 1--the 3 positives balance out the negative
How do the best managers score on mcclellands needs?
A high need to achieve doesn't necessarily lead to being a good manager.
When employees are faced with unfavorable inequity, which of the following may occur?
ALL OF THE ABOVE 1.Reduced quantity/quality performance. 2.Extended work breaks. 3.Stealing from the employer. Increased absenteeism and turnover
Which of the following is true concerning reinforcement theory?
ALL OF THE ABOVE: The consequence for the behavior determines its frequency. The person receiving the consequence determines whether its positive or negative. When using extinction, the behavior may actually increase before it decreases
Which of the following conditions is appropriate for the use of participation in goal-setting?
ANSWER: None of the above 1.The manager's style is autocratic. 2.There is low trust between management and labor. 3.The employee doesn't desire added responsibility.
What combination of behaviors is actually the best in behavioral theory?
All the best, depending on situation.
Given what is known about middle LPC leaders, which of the following combinations of leadership behaviors will they engage in
Any of the above depending on the situation since middle LPC leaders are behaviorally flexible.
What is leadership?
Art of influencing individuals and groups to willingly pursue organized goals.
What is the relationship between group size and effectiveness?
As group size increases: ®the friendliness of the group decreases. ®member satisfaction decreases. ®there is less participation/less effort by group members (social loafing). ®there is more domination by one or a few group members. ®decision-making and teamwork become more difficult. *sub-groups/cliques form TEAMWORK OPTIMAL GROUP SIZE IS 12--smaller teams better team work
Why was behavioral flexibility not discovered until recently?
Bc we were looking for consistency in behaviors across situations
What is the focus of Behavioral Theory of Leadership (Ohio state studies)?
Behavior of leaders.
What ONE trait does reliability tell you if someone will be a leader or not?
Behavioral flexibility--CONSISTENCY AT BEING INCONSISTENT--adapting to the situation
What is another name for middle LPC leadership?
Behavioral flexibility.
When faced with unfavorable inequity, how do people normally restore equity?
Behaviorally
What are the benefits of highly cohesive groups?
Benefits- 1. High job satisfaction 2. Higher member self esteem. 3. Great sense of security. 4. Low turnover. 5. Better teamwork/coordination.
Fielders contingency theory of leadership
Best leadership style depends upon the situation--there is no one best way to lead Work group performance depends on the match between a leader's style and the favorableness of the situation ®Good match = High performance team. ®Bad match = Low performance team
A leader shares a problem with individual subordinates one at a time, gets their suggestions about how best to solve it, and then makes the decision alone. This leader is using which of the following decision-making methods?
CI
What is referents power?
COMPLIES BC THEY TRUST THE MANAGER--EARNED NOT GIVEN (LIKE EXPERT POWER) - is when the manager relies upon the power of example to gain employee compliance with the manager's request. - the employee identifies with the manager (admires the goals the manager is achieving and the personal qualities that she possesses). - the employee complies with the manager's request because they look up to the manager and desires the manager's approval. - there is a high level of trust between the manager and the employee.
What is the basic idea behind trait theory of leadership?
Characteristics that separate leaders from followers--PSYCHOLOGY 1890 ®In the beginning, it started off as a "great man" theory. ®In the end, it became a "learned traits" theory.
A manager believes that "it's better to be feared than to be loved" is relying heavily on which of the following power bases?
Coercive power
What is a feasible set?
Decision making methods that work for a situation.
What is Vroom and yettons normative theory of leadership really a theory of?
Decision making.
What is the basic premise behind Locke goal setting theory?
Direct connection between what we intend to do and what we actually do specify those goal setting conditions that will maximize effort and performance
What are the drawbacks of highly cohesive groups?
Drawbacks- 1. limits creativity due to conformity--either with or without
What are the 3 needs to ERG theory that can motivate behavior? How do the three needs in ERG theory match up with the five needs of Maslow's heirarchy of needs?
E-xistance (physiological, safety) R-elatedness (social, esteem--TO GIVE YOU ESTEEM ONE MUST KNOW YOU) G-rowth (self actualization)
What is flextime?
Employees are required to work a specific number of hours per week but are free to vary those hours.
Which of the following beliefs is inconsistent with a Theory Y viewpoint?
Employees need to be supervised closely.
What is telecommuting?
Employees work at home but are linked by technology to the workplace.
What is charismatic leadership and what are its characteristics?
Enthusiastic, self confidant leader whose personality and actions influence people.
®Salesperson A sells 10 units of product X and makes $1000 commission (pay). ®Salesperson B sells 5 units of product X and makes $1000 commission (pay).
Equality-- BECAUSE THE OUTCOMES ARE THE SAME Inequity-- BECAUSE THE RATIOS ARE DIFFERENT
In the leave-alone zap trap, good performance receives _____ whereas poor performance receives ______.
Extinction; punishment
2 factor theory
Factors that cause an employee to be satisfied were different from ones that caused them to be disatisfied.
Hygiene Factors (Herzberg)
Factors that prevent bad things from happening (pay, benifits, coworkers, supervisors, work condition, company policy).
What is the concern of equity theory?
Fairness in the workplace; what people perceive to be fair, & how they react to being treated unfairly.
If you treat benevolents fairly in reality and give them the rewards they deserve based on their performance, benevolents will perceive?
Favorable Inequity
What's the difference between a formal group and an informal group?
Formal Groups: -Deliberately created by the organization. -Emphasizes authority and position. -Focused on specialized roles and duties. Informal Groups: - Develop naturally. - May not support the organization's goals. - Emphasizes personal and social relationships
What does cohesiveness have to do with groups influence it has over its members?
Greater the cohesiveness of the group, the more influence it has over its members.
Appropriate leadership style when the employee is unable to do the task but is willing to learn how to do the task?
High Initiating Structure & High Consideration
Appropriate leadership style when the employee is unable to do the task and is lazy/unwilling to learn the task?
High Initiating Structure & Low Consideration
Which of the following is not true, concerning Fiedler's contingency theory?
High LPC leaders perform best in very favorable conditions
Under the jelly-bean motivation trap which individual is the most dissatisfied?
High Performer
Which of the following combinations of cohesiveness and norms will lead to the lowest level of productivity?
High cohesiveness group with a low productivity norm
What is the basic idea behind implicit theory of leadership?
Image is everything ®This theory believes that people have stereotypes about how leaders should look and act. ®Managers need to tap into these stereotypes so employees will more readily accept their influence. --In this theory's view, it may be more important to look like a leader than to actually be one. --Crafting the right leadership image is important. --Makes a case for image consultants.
Which theory states that leadership is in the eye of the follower?
Implicit theory
Which of the following determines whether a subordinate is lead or supervised in reciprocal theory
In-group, out-group membership
Reciprocal theory of leadership--What determines whether the employee is lead or supervised?
In-group/out-group membership determines whether the employee is lead or supervised IN GROUP MEMBERS ARE LEAD OUT GROUP MEMBERS ARE SUPERVISED ® the in-group over time will out perform the outgroup. ®Leadership is associated with high performance outcomes whereas supervision, at best, is associated with the average performance outcomes.
High performance under the leave-alone zap manager
Increases then decreases
®Salesperson A sells 10 units of product X and makes $1000 commission (pay). ®Salesperson B sells 5 units of product X and makes $2000 commission (pay).
Inequality-- BECAUSE THE OUTCOMES ARE THE DIFFERENT Inequity-- BECAUSE THE RATIOS ARE DIFFERENT
Which of the following is a criticism of 2-factor theory?
It assumes everyone has an instrumental motivation toward work.
Which of the following is a characteristic of an informal group?
It may not support the organization's goals.
Which of the following is not true concerning punishment
It replaces the bad behavior with a good behavior
What is peak experience?
Its momentary peak self actualization
What does Herzberg say is the opposite of job satisfaction? The opposite of job dissatisfaction?
JOB SATISFACTION--No job satisfaction. JOB DISSATISFACTION--No job dissatisfaction.
What does Herzberg advocate as the ONLY way to motivate employees AT WORK OR ON THE JOB
Job enrichment.
According to Herzberg, an employee who holds an enriched job that pays well and has good benefits would experience:
Job satisfaction & no job dissatisfaction (IDEAL SITUATION)
If a person held a enriched job that had good pay and benefits, this person would experience which of the following states according to 2-factor theory?
Job satisfaction and no job dissatisfaction
What makes the theory reciprocal?
Leader influences the follow, but the follower always influences the leader.
Research revealed about traits separating leaders from followers
Leaders were SLIGHTLY: --taller --More intelligent-doesn't make you a leader --More socially adept-nobody rlly respects bc their are clown --More visible- do they stand out for the right reason?
What is the difference between leadership and supervision?
Leadership- voluntary compliance employee wants to comply Supervision- employee has to comply--forced compliance
Hygienes are like what factors in Maslow's hierarchy?
Like Maslows needs of safety, social, and physiological.
Theory Y Managers will exhibit which of the following leadership styles?
Lo Initiating Structure and Hi Consideration
Appropriate leadership style when the employee is able to do the task but lacks the self-confidence to do the task?
Low Initiating Structure & High Consideration
Appropriate leadership style when the employee is able and willing to do the task?
Low Initiating Structure & Low Consideration
According to Maslow, what motivates your behavior?
Lowest unsatisfied need. ®Maslow believed that humans are motivated to fulfill the lowest unsatisfied need in the hierarchy.
What is cohesiveness?
Members desire to remain part of the group.
How do men and women differ in terms of leadership style?
Men- 1. task centered leadership style. 2. Directing activities of others relying on their personal power. Women- 1. democratic style. 2. Encourage participation, willing to share position power. 3. Charmingly influential.
What is the motivator factor and what is it related to in 2 factor theory?
Motivator Factors that affect job satisfaction (interesting, challenging. Achievement, recognition, advancement, sense of fulfillment). Like moslows needs of esteem and self actualization.
Which of the following traits reliably separates a leader from a follower?
NONE (ONLY THE BEHAVIORAL ONE)
What is expert power?
NOT GIVEN IT IS EARN W KNOWLEDGE SKILLS AND EXPERIENCE ®when the manager utilizes their knowledge, skill and experience (expertise) to gain employee compliance with the manager's request. ®knowledge/expertise is power
When rewarding on assumed needs a manager's reward to an employee for good performance could be considered by the employee as all of the following except __________.
Negative Reinforcement
Which of the following is also known as avoidance learning?
Negative reinforcement
According to Herzberg, an employee who holds a specialized job that pays poorly and has few benefits would experience:
No job satisfaction & Job dissatisfaction
According to Herzberg, an employee who holds a specialized job that pays well and has good benefits would experience
No job satisfaction & no job dissatisfaction
According to 2-factor theory, which of the following is the best a person could hope for on a specialized job?
No job satisfaction and no job dissatisfaction
In the end, which style combination is the best according to the behavioral theory of leadership?
None of the above; the best style combination depends upon the situation.
At what stage is group cohesiveness the greatest?
Norming
During which stage of group development, does the group experience the highest level of cohesiveness?
Norming
How do you avoid assumed needs trap?
Overcome by asking what motivates your employees ®The manager, when in doubt, should ask employees what they find rewarding. ®give employees the option to choose among rewards, if possible.
What is more important in equity theory: perception or reality?
Perception
At what stage is the group likely to make the best decisions?
Performing
Which stage is most difficult to achieve?
Performing.
What are the 5 needs in Maslow's heirarchy of needs?
Physiological (Ex: procreation sex, food, water, shelter, etc.) Safety = security and stability (o Ex: good life insurance and retirement benefits) Social = belongingness, acceptance, friendship, love (o Ex: Christmas party, considerate employees) Esteem = recognitions and respect from other people for a job well done (o Ex: award banquet) Self-actualization = maximizing your potential; being all you can be; knowledge for the sake of knowledge (o Ex: you win the award at the banquet or a big bonus at work o $ can satisfy all of them)
When a manager falls victim to the leave-alone zap trap, he fails to use which consequence for managing behavior?
Positive consequences
How do you overcome the leave alone zap trap as a manager?
Praising employees when they deserve it catch people doings thing right, and when they do things right, provide positive reinforcement
When a worker performs poorly and is terminated, this is known as
Punishment
Which of the following needs fulfilled by a group is associated with using other group members to see if one's perceptions of work situations are accurate or not?
Reality needs
Which of the power bases best exemplifies leadership?
Referent power (leadership).
According to the research on power bases and productivity, which of the following power bases was shown to have no significant relationship to productivity but if used properly will actually increase productivity?
Reward power
What do you turn a reward into when you fall into assumed needs trap?
Rewards can be turned into - positive reinforcement (+ consequence) if the employee has similar likes/dislikes in terms of rewards. - punishment (- consequence) if the employee has dissimilar likes/dislikes in terms of rewards. - extinction (no consequence) if the employee has dissimilar likes/dislikes in terms of rewards.
What does SCARF mean in goal setting theory?
S- SPECIFIC C- CHALLENGING yet achievable. A- ACCEPTED R- REWARDED. (R increases A) F- feedback
Manager application of ERG Theory
SAME AS Maslow's theory
Unfavorable or Favorable Inequity? ®Salesperson A sells 10 units of product X and makes $1000 commission (pay). ®Salesperson B sells 5 units of product X and makes $1000 commission (pay).
Salesperson A: Unfavorable (ratio less than others) Salesperson B: Favorable Inequity (ratio greater than others)
Unfavorable or Favorable Inequity? ®Salesperson A sells 10 units of product X and makes $1000 commission (pay). ®Salesperson B sells 5 units of product X and makes $2000 commission (pay).
Salesperson A: Unfavorable (ratio less than others) Salesperson B: Favorable Inequity (ratio greater than others)
What does Alderfer's ERG theory say about a satisfied need?
Satisfied needs can still motivate
A peak experience is momentary satisfaction of which of the following needs in Maslow's hierarchy?
Self-Actualization
What is the basic idea behind substitutes for leadership?
Some Factors can neutralize a leaders influence over subordinates satisfaction and performance--the leader becomes irrelevant to subordinate satisfaction and performance
What does subordinates for leadership say about leaders receiving credit and blame?
Sometimes leader receives credit/blame when they don't deserve it.
At what stage is intragroup and interpersonal conflict most likely to occur?
Storming
During which stage of the group process, does the group experience a lot of conflict over who's going to do what tasks and who's going to be in charge?
Storming
Not an aspect of an effective goal setting program in all situations?
Subordinate participation in goal-setting
Which leadership theory suggests that there are times when leaders may have little influence over the actual outcomes of a work situation?
Substitutes for leadership
Fiedler's research on the theory found that
TRT: -Low LPC (task-oriented) leaders were best in the very favorable and very unfavorable situations. -High LPC (relationship-oriented)leaders were best in the moderately favorable conditions -Task orient leaders are best at the extremes--very favorable and very unfavorable -Relationship orient leaders are the best at the moderately favorable
Can an employee be motivated if his/her needs are frustrated?
They cant be motivated if their needs are frustrated
What does Maslow believe about satisfied needs?
They don't motivate you
Which of the following is NOT true concerning highly cohesive groups?
They will always lead to higher productivity for the organization
If a need is frustrated, what will the emoloyee experience, according to Maslow?
They'll be stuck (demotivated), can't go up or down the hierarchy
What are the three needs identified by McClelland that can motivate an individual's behavior?
Three needs theory- 1. Achievement 2. Power 3. Affiliation
What's the upper limit for group size as it pertains to effective teamwork?
Twelve members
What is job sharing?
Two or more people split a full time job.
What is a transformational leadership and what are its characteristics?
Type of leader who stimulates and inspires followers to achieve extraordinary outcomes.
What is a reality need?
Use the other group members to see if your perception of reality is accurate or not.
What does Fielder believe about leadership training that teaches you how to be flexible and change your style to match the situation?
Won't work
What is a compressed workweek?
Workers work longer hours per day but fewer days per week.
Vroom and Yetton decision tree
a series of seven questions concerning decision quality and subordinate acceptance) to help the leader decide how to make the decision. ®The first three questions in the decision tree addressed decision quality and the last four questions addressed subordinate acceptance.
Which of the following is not a hygiene factor?
autonomy (ARE HYGIENE FACTORS-- Pay, Supervision, Working Conditions, Co-workers)
In Skinner's reinforcement theory is based on
based on Thorndike's law of effect--the consequences of the behavior determine the frequency of the behavior.
Autocratic Tell and Sell /participation and goal setting
both are equally effective depending on the situation
Equity sensitive? What does perceive as fair?
give and take equally "fair days work for a fair days wage", "if i work more i get payed more" likewise "if you work more than me you get payed more"--GIVE AND TAKE EQUALLY ®They have a realistic view of their contribution and the value associated with it. ®When treated fairly in reality, they will perceive fairness.
Which one will give you the highest productivity?
highly cohesive group w high productivity norm
Which one will you give the lowest productivity?
highly cohesive group w low productivity norm
How to manage the Equity Sensitive?
hold everyone accountable ®They want management to make sure that everyone is doing their jobs and to hold everyone accountable. ®They are a "barometer" of how well a unit is managed--they can shift depending on the quality of management received. --Poor management moves them toward entitlement. --Good management moves them toward benevolence
Customer service employee A works 60 hours/week and is paid $1200 whereas customer service employee B works 30 hours/week and is paid $1800. This situation creates
inequity and inequality.
According to Fiedler, leadership training
is for the most part a waste of time & should teach leaders how to change the situation to fit their style
Situational favorableness
is really a measure of how much control the leader has over the work situation
According to Herzberg, an employee who holds an enriched job that pays poorly and has few benefits would experience
job satisfaction & job dissatisfaction
Using the least preferred co-worker (LPC) scale, if you describe your LPC in very negative terms, you have a ______ LPC score and are a ______ leader
low; task-oriented
If your LPC score is high, what does it mean? What type of leader are you?
mainly positive terms, you have a high LPC score and are considered a relationship-oriented leader--more Y YOUR ONE OR THE OTHER NOT BOTH
How to MANAGE the Benevolent?
managers can overburden them SO their workload needs to be managed/SAY NO ®No" is not part of their vocabulary. ®They can become the "path of least resistance" for their manager. ®Other co-workers can take advantage of them. ®Their workload needs to be managed.
How do you overcome jelly bean motivation trap
managers cannot shy away from conflict—they must hold individuals accountable ®managers must tie rewards to performance—their motto should be "the more you do, the more you get." ®High performers should get more rewards than average performers, who in turn should get more rewards than poor performers.
A slacker realizes that the poorer he performs, the more tasks his manager takes away from him. This is an example of _______.
negative reinforcement
When managers use coercive power, they are using _____ to gain compliance
positive reinforcement & punishment
4 Types of Consequences
positive reinforcement, negative reinforcement, positive punishment, negative punishment
Which power base best exemplifies leadership?
referent power
The autocratic tell and sell method works to improve employee performance by increasing
the acceptance of goals
Leader-Member Relations
the degree of confidence, trust, and respect they have in their leader--®the MOST IMPORTANT determinant of situational favorableness It can take on two values: good or poor
Which of the following does not occur as group size increases?
there is less domination by one or a few group members
What is a work group?
two or more people who interact regularly to achieve some common goal
In the jelly-bean motivation trap, high performers receive ______ inequity and low performers receive ______ inequity.
unfavorable; favorable
What is reward power?
uses rewards to gain employee compliance with the manager's request--positive reinforcement
What is an entitled? What does perceive as fair?
want more/same pay for less work ®They are more focused on what they can take at work rather than what they can give at work. ®They overestimate their level of contribution and the value of their contribution. ®When they're treated fairly in reality, they perceive unfavorable inequity. ®Feel angry and reduce their contributions.
According to equity theory
when people perceive inequity it creates tension that they're motivated to reduce or eliminated
MANAGER application of 2-Factor Theory
®2-factor theory advocates job redesign (specifically, job enrichment) as the primary way to motivate employees. ®Works well with expressively motivated employees. ®A lot of the current employee engagement research/practice has 2-factor theory as its theoretical underpinnings.
What is the major drawback of the behavioral theory (Ohio state studies) as originally proposed?
®Each of the 4 leadership combinations could be the best way to lead depending on the situation. ®So it started off as a one best way theory, ended up as contingency ("it depends") theory.
What factors substitute for leadership, making it irrelevant to subordinate satisfaction and performance?
®Experienced and knowledgeable employees --substitutes for initiating structure ®Technology --substitutes for initiating structure ®Cohesive work groups --substitutes for initiating structure & consideration ®Self-motivated employees --substitutes for consideration KERRY'S VIEW: EVERY GREAT LEADER LOOKS FOR SUBS TO BE NEEDED LESS AND LESS
What power bases does a leader use?
®Expert power (knowledge/expertise) ®Referent power (example)--BEST EXAMPLE OF LEADERSHIP
ERG Theory's Major Contribution
®Frustration-Regression Principle If a higher level need is frustrated, the employee can regress to lower levels needs, attain additional gratification of these needs and still be motivated ®Positive view of need frustration (unless we're talking about existence needs; in that case, you're probably not going to be around for very long).
Factors Impacting Group Effectiveness
®Group size ®Cohesiveness ®Norms
Which combination of leadership behaviors suggests that the leader has been substituted for the LEAST
®High Initiating Structure, High Consideration
Autocratic Tell and Sell Method of Goal Setting
®In this method of goal-setting, there are three steps: 1.manager sets the goal for the employee 2.manager tells the employee what the goal is 3.manager sells the employee on the goal ®selling involves explaining the reasons for the goal, the importance of the goal, and the value of achieving the goal
Equity sensitivity theory
®It proposes that even when individuals are treated fairly in reality, not all individuals will perceive fairness. ®three different types of individuals, each with a different definition of fairness
Position Power
®LEAST IMPORTANT determinant of situational favorableness (LIKE LEGITIMATE POWER) --extent to which the leader can hire, fire, promote, and demote and get support from upper management for these decisions -It can take on 2 values: strong or weak.
Examples of Consideration
®Listening to the employee's concerns. ®Providing emotional support and encouragement to the employee. ®Engaging in give and take discussions with the employee. ®Facilitating interactions with others.
Which combination of leadership behaviors suggests that the leader has been substituted for the MOST
®Low Initiating Structure, Low Consideration the ideal state for a leadership position
Kennedy's research on the theory found that
®Middle LPC (behaviorally flexible) leaders were best in all 8 situations. ®This is a HUGE blow to the main premise of the theory.
Stages of Group Development
®Not all groups get thru all the stages. ®Interpersonal and intragroup conflict is the greatest at the storming stage. ®Cohesiveness is the greatest at the norming stage. ®Teamwork is the best at the performing stage (highest stage of group development).
What personal needs are satisfied by groups?
®Safety -The group provides a sense of security. ®Social -The group provides friendship and belongingness. ®Esteem -The group recognizes one's unique contributions to the group. *®Reality - use the other group members to see if your participation is reality is accurate or not --------(EX OF ®Reality: you make a mistake and the boss screams at you, so you go back to your teammates and explain what happened the teams agree that the boss is out of line, so you know that your perceptions are accurate--another day the same thing happens but this time the group members say that you should've been fired, you realize the seriousness of your actions)
Examples of Initiating Structure
®Scheduling the employee's work. ®Determining the employee's work methods and procedures. ®Checking the quality of the employee's work. ®Providing task oriented feedback to the employee.
Three Components of Reinforcement Theory
®Stimulus---->Behavior---->Consequence ®Stimulus is a signal from the environment for the behavior to occur. ®Behavior is the action taken by the individual. Consequence is the outcome that follows the behavior
A Major Problem with Equity Theory
®The problem is that fairness--It's based on the individual's perception of the situation. ®managers can treat individuals fairly in realitybut these individuals wind up believing that they've been treated unfairly.
How to manage the entitled?
®Their perceptions of their contributions need to be recalibrated. ®Need a lot of performance feedback to create an accurate view of the entitled'sperformance. Management and Human Resources must be onboard before starting this process ®They make it difficult for their manager to get work done through them. ®Don't reallocate their work to others. ®Don't allow others to do their work. ®Message to the entitled must be: Move your performance up or we'll have to move you out.
What are theory x and theory y?
®Theory X is a negative view (low trust) of what people are like at work--results in the manager supervising employees ®Theory Y is a positive view (high trust) of what people are like at work--results in the manager leading employees Assumptions affect managerial behavior and managerial behavior affects employee behavior
Alderfer's ERG Theory
®This theory is a reformulation and extension of Maslow's Hierarchy of Needs. ®It reworks Maslow's Hierarchy of Needs to be more consistent with the research on motivation--proposing three needs instead of five needs AND stating that a satisfied need can still motivate behavior
negative reinforcement
®When the behavior occurs, a negative consequence is withdrawn (not given). ®With negative reinforcement, the behavior's frequency will increase. ®Not receiving a negative consequence is a positive. ®Negative reinforcement is also known as avoidance learning
extinction
®When the behavior occurs, it's followed by no consequence. ®"ignore it long enough and it will go away" ®With extinction, the behavior's frequency should decrease over time. ®The problem with use of extinction is that the behavior's frequency may actually increase before it decreases. (child crying and mom is ignoring--it gets louder) ®This is known as an extinction spike
According to Fielder, what is your leadership style based on?
®based on one's personality and was therefore relatively fixed ®Fiedler believed that most leadership training programs were useless--need to accept your style bc you can't change it ®Most leadership programs teach managers how to change their behavior to fit the situation.
Which combination of behaviors did behavioral theorists originally think would be the best in all situations?
®each of the leadership behaviors can take on 2 values (low and high) and the behaviors were independent of one another. ®In this theory there are four possible combinations of leadership behavior: 1.High Initiating Structure High Consideration 2.High Initiating Structure Low Consideration 3.Low Initiating Structure High Consideration 4.Low Initiating Structure Low Consideration
Leadership and Supervision: French & Raven's Five Bases of Power
®five different bases of power to gain compliance from their employees- supervisor and leaders use different ones ®Reward power ®Coercive power ®Legitimate power ®Expert power Referent power
Can hygiene factors motivate people according to Herzberg?
®hygiene factors such as pay and benefits merely prevent demotivation in employees and cannot motivate employees.
positive reinforcement
®it's followed by a positive consequence for the individual. With positive reinforcement, the behavior's frequency will increase
When does participation in goal setting now work?
®low trust between management and labor ®the employee doesn't want to participate ®the manager is a control freak/autocrat
If your LPC score is low, what does that mean? What type of leader are you?
®mainly negative terms, you have a low LPC score and are considered a task-oriented leader--more X YOUR ONE OR THE OTHER NOT BOTH
What is coercive power?
®manager uses punishment or the threat of punishment to gain employee compliance with the manager's request--the power of punishment and negative reinforcement ®example: the employee complies with the manager's request because he doesn't want to be fired from his job
Research shows that individuals who experience unfavorable inequity will
®reduce the quantity/quality of their work ®take longer work breaks ®have greater absenteeism and turnover rates ®be more likely to steal from their employer ®ask their boss for a raise
Equity Sensitivity Theory: ®So if a manager treats employees fairly in reality
®the entitled will perceive unfavorable inequity ®the benevolent will perceive favorable inequity ®the equity sensitive will perceive equity.
Task Structure
®the extent to which the followers' tasks are performed according to step by step, well-defined procedures. --It can take on two values: high or low --If it's high, the followers have specialized jobs-It it's low, the followers have enriched jobs
Vroom and Yetton's Normative Theory of Leadership
®the leader has to determine how much subordinates should participate in making decisions. ®this theory is more a theory of decision-making than leadership
jelly bean motivation trap
®the manager passes out positive consequences without regard to employee performance. ®High performers, average performers, and poor performers all receive the same positive consequences for their performance. ®Jelly-bean motivators are afraid of conflict. ®But in trying to avoid conflict, they create more conflict and lower motivation/productivity in their units.
Vroom and Yetton's Situational Analysis
®to determine which decision-making method is best (the feasible set) depends on two factors: 1.Decision Quality 2.Subordinate Acceptance
Equity Theory *favorable inequity
®when individuals experience favorable inequity, they will feel guilty and will 1) increase their inputs or 2) decrease their outcomes or 3) do both to restore equity. ---DOES NOT MATCH RESEARCH
Equity Theory *unfavorable inequity
®when individuals experience unfavorable inequity, they will become angry and will 1) reduce their inputs or 2) increase their outcomes or 3) do both to restore equity.--MATCHES RESEARCH
What is legitimate power?
®when the manager relies upon the authority associated with the manager's formal position to gain employee compliance with the manager's request-- reward and coercive power backing it up ®"do it because I'm the boss"
Research shows that individuals who experience favorable inequity:
®will not feel guilty ®will rationalize the overpayment/over-reward as being fair ®will not change their behavior in a positive way (e.g., increase their productivity and take shorter/fewer breaks) ®will not volunteer to give the over-reward back
