management final

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level 5: executive

level 5--builds excellence through dedication and humility

reinforcement theory

looks at the relationship between behavior and its consequences

making progress principle

making progress toward meaningful goals and is a key to high motivation

job rotation

moves employees systematically from one job to another to provide variety and stimulation

strengths

natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide everyone with his or her best tools for accomplishment and satisfaction

the acquired needs theory developed by David McClelland proposes that certain types of needs are acquired during the individual's lifetime including the following:

need for achievement, need for affiliation, need for power

a simple model of motivation:

need, behavior, rewards, feedback

intrinsic, pain/fear

negative approach: tap into self doubts

extrinsic, pain/fear

negative approach: threats and punishments

passive followership

neither critical, independent thinking nor active participation

self-actualization needs

opportunities for advancement, autonomy, growth, creativity

conformist followership

participates actively but doesn't use critical thinking skills

alienated followership

passive, yet independent, critical thinker

global team

a cross-border team made up of members of different nationalities whose activities span multiple countries

virtual team

a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies

functional team

a manager and his or her subordinates in the formal chain of command

low directness-high intensity

a person using this approach expresses a conflict ambiguously but uses aggressive tactics like ignoring or bullying

employee engagement

people enjoy their jobs, contribute enthusiastically, and feel a sense of belonging and commitment

high directness-high intensity

a person using this approach expresses a conflict unambiguously by using aggressive or antagonistic verbal and nonverbal communication

consideration

people oriented and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust

productive output

performance and the quality and quantity of task outputs

intrinsic, pleasure/growth

positive approach: help people enjoy their work, get a sense of accomplishment

extrinsic, pleasure/growth

positive approach: rewards such as pay raises, bonuses, praise

legitimate power

power coming from a formal management position in an organization and the authority granted to it

empowerment

power sharing, the delegation of power and authority to subordinates in an organization

goal-setting theory

proposes that managers can increase motivation and enhance performance by setting specific, challenging goals, and then helping people track their progress toward goal achievement by providing timely feedback

maslow's hierarchy of needs theory proposes that people are motivated by the following (lower to higher needs):

psychological needs, safety needs, belongingness needs, esteem needs, self-actualization needs

E -> P expectancy

putting effort into a given task leads to higher performance

esteem needs

recognition, approval, high status, increased responsibilities

work redesign

refers to altering jobs to increase both the quality of employees' work experience and their productivity

conflict

refers to an antagonistic interaction in which one party attempts to block the intentions or goals of another

job enrichment

refers to incorporating high-level motivators into the work

authentic leadership

refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

motivation

refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action

behavior modification

refers to the set of techniques by which reinforcement theory is used to modify human behavior

social facilitation

refers to the tendency for the presence of others to enhance one's performance

employee growth-need strength

relates to the idea that people have different needs for growth and development

avoidance learning

removal of an unpleasant consequence once a behavior is improved

Leadership Grid

a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles

styles of followership

alienated, conformist, pragmatic survivor, passive, effective

expert power

results from a person's special knowledge or skill regarding the tasks being performed

safety needs

safe work, fringe benefits, job security

an executive who prioritizes the organization's mission and the needs of subordinates, rather than ego gratification and personal success, can be described as a ___________.

servant leader

core job dimensions include...

skill variety, task identity, task significance, autonomy, and feedback.

law of effect

states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends to not be repeated

the impact of charismatic leaders comes from the following:

stating a lofty vision, displaying an ability to understand and empathize with followers, empowering and trusting subordinates to accomplish results

reward power

stems from the authority to bestow rewards on other people

expectancy theory

suggests that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards

the capacity to adapt and learn

the ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond

leadership

the ability to influence people toward the attainment of goals

positive reinforcement

the administration of a pleasant consequence following a desired behavior

job design

the application of motivational theories to the structure of work

traits

the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

influence

the effect a person's actions have on the attitudes, values, beliefs, or behavior of others

stages of team development: adjourning

the emphasis is on wrapping up and gearing down

interactive leadership

the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority

the starting point for Fiedler's theory is the extent to which...

the leader's style of task-oriented or relationship (people)-oriented.

stages of team development: performing

the major emphasis is on problem solving and accomplishing the assigned task

power

the potential ability to influence the behavior of others

intrinsic rewards

the satisfactions that a person receives in the process of performing a particular action

personal satisfaction

the team's ability to meet the personal needs of its members

extinction

the withholding of a positive reward

servant leader

transcends self-interest to serve others, the organization, and society

team norms

an informal standard of conduct that is shared by team members and guides their behavior

reinforcement

anything that causes a certain behavior to be repeated or inhibited

avoiding style (no way)

appropriate when an issue is trivial, when a delay to gather more information is needed, or when a disruption would be costly

comprising style (halfway)

appropriate when the goals are equally important, when opponents have equal power, or when under time pressure

disruptive negotiation

assumes that the size of the "pie" is fixed, and each party attempts to get as much of it as possible

true or false: conflict that is too strong, that is focused on personal rather than work issues, or that is not managed appropriately can be damaging to the team's morale and productivity.

true

true or false: management and leadership reflect two different sets of qualities and skills that frequently overlap within a single individual.

true

true or false: mild conflict can be beneficial to teams and helps prevent groupthink.

true

true or false: the traditional manager's power comes from the organization.

true

self-managed teams

typically consist of 5 to 20 multiskilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service

accommodating style (your way)

used when issue is more important, when building social credit, or when harmony is especially important

dominating style (my way)

useful when quick, decisive action is vital

level 2: team member

contributing--contributes individually; works well in group

psychological safety

conversational turn-taking + active listening

job characteristics model consists of three major parts:

core job dimensions, critical psychological states, and employee growth-need strengths

neutralizer

counteracts the leadership style and prevents the leader from displaying certain behaviors

job enlargement

creates broader jobs so that people perform a variety of activities

effective teams can provide many advantages:

creativity and innovation, improved quality, speed of response, higher productivity and lower costs, enhanced motivation and satisfaction

Robert E. Kelley conducted extensive interviews and came up with five follower styles, which are categorized according to two dimensions:

first dimension is the quality of independent, critical thinking versus dependent, uncritical thinking. the second dimension of follower style is active versus passive behavior.

Fiedler considered a person's leadership style to be relatively _______ or _______ to change; therefore, the basic idea is to match the leader's style with the situation most favorable for his or her effectiveness.

fixed; difficult

motivators

focus on high-level needs and include achievement, recognition, responsibility, and opportunity for growth

situational model of leadership

focuses attention on the characteristics of followers in determining appropriate leadership behavior

equity theory

focuses on individuals' perceptions of how fairly they are treated relative to others

in organizations, servant leaders operate on two levels:

for the fulfillment of their subordinates' goals and needs and for their realization of the larger purpose or mission of their organization

stages of team development

forming, storming, norming, performing, adjourning

herzberg's two-factor theory

found work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction

alderfer's ERG theory proposed that movement up the hierarchy reflects a ____________.

frustration-regression principle

extrinsic rewards

given by another person, typically a manager, and include promotions, praise, and pay increases

psychological needs

heat, air, base salary

what do you think is the most constructive way to express conflict?

high directness-low intensity

early research looked at leaders who had achieved a level of greatness. it found a _______ relationship between personal traits and leader success. the appropriateness of a trait or set of traits depends on the __________.

weak; leadership situation

low directness-low intensity

with this approach, a person expresses conflict in an ambiguous, low-key way, like withholding information or missing deadlines

high directness-low intensity

with this approach, communication is also unambiguous, but the person uses a low voltage style

although both men and women can practice interactive leadership, research indicates that _______ style of leadership is typically different from that of most _____ and is particularly suited to interactive leadership.

women's; men

belongingness needs

work groups, clients, coworkers, supervisors

important norms relate to the following:

- psychological safety - emotional expression - social sensitivity - equal participation

reaching a win-win solution

- separate the people from the problem - focus on underlying interests, not current demands - listen and ask questions - insist that results be based on objective standards

determinants of cohesiveness

- team interaction - shared goals - personal attraction to the team - presence of competition - team success

consequences of cohesiveness

higher moral and typically greater productivity

people who adopt a socioemotional role support team members' emotional needs and help strengthen the social entity:

- encourage - harmonize - reduce tension - follow - compromise

people who play a task specialist role spend time and energy helping the team reach its goals:

- initiate ideas - give opinions - seek information - summarize - energize

there are three primary reasons that teams present a dilemma for many people:

1. we must give up our independence. 2. we must put up with free riders (team members who attain benefits but do not actively contribute). 3. teams are sometimes dysfunctional.

team size is usually between ____ and ____ people.

3; 6

two types of behavior that have been identified as applicable to effective leadership are...

task-oriented behavior and people-oriented behavior.

initiating structure

the extent to which the leader is task-oriented and directs subordinate work and activities toward goal attainment

Robert R. Blake and Jane S. Mouton of the University of Texas proposed a two-dimensional theory called the Managerial Grid, which was later restated by Robert R. Blake and Anne Adams McCanse as the _________.

Leadership Grid

team

a unit of two or more people who interact and coordinate their work to accomplish a common goal to which they are committed and hold themselves mutually accountable

coercive power

authority to punish or recommend punishment

collaborating style (our way)

enables both parties to win

top five qualities for follower:

honest, competent, dependable, cooperative, loyal

top five qualities for leaders:

honest, competent, forward-looking, inspiring, intelligent

a key characteristic of level 5 leaders is an almost complete lack of ego (_______) coupled with a fierce resolve to do what is best for the organization (______).

humility; will

punishment

imposition of unpleasant outcomes

hygiene factors

involve the presence or absence of job dissatisfiers

substitute for leadership

makes the leadership style unnecessary or redundant

task conflict

refers to disagreements among people about the goals to be achieved or content of the tasks to be performed

relationship conflict

refers to interpersonal incompatibility that creates tension and personal animosity among people

work team effectiveness is based on three outcomes:

productive output, personal satisfaction, the capacity to adapt and learn

stages of team development: forming

orientation and getting acquainted; uncertainty is high and members usually accept whatever power or authority is offered by either formal or informal leaders.

contingency approaches

explore how the organizational situation influences leader effectiveness

frustration-regression principle

failure to meet a high-order need may cause a regression to an already fulfulled lower-order need

stages of team development: norming

conflict is resolved, and team harmony and unity emerge

interpersonal influence tactics

1. Use rational persuasion 2. Make people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Ask for what you want 6. Appeal to higher authority

advantages of virtual teams

1. ability to assemble the most talented group of people 2. diversity 3. eliminates travel

integrative negotiation

based on a win-win assumption in that all parties want to come up with a creative solution that can benefit both sides

pragmatic survivor followership

behavior depends on which style fits with the prevalent situation

humility

being unpretentious and modest rather than arrogant and prideful

effective followership

both a critical, independent thinker and active in the organization

challenges of virtual teams

building rapport and trust

charismatic leader

can inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

level 1: individual

capable--contributes talent, skills, knowledge

the most common methods for reducing a perceived inequity are...

changing work effort, changing outcomes, changing perceptions, and changing jobs.

transformational leaders are like _________ leaders. they are distinguished by their special ability to bring about innovation and change.

charismatic

transactional leaders

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates

referent power

comes from an individual's personal characteristics that command others' identification, respect, and admiration so they wish to emulate that individual

level 3: manager

competent--manages team members and assets to reach set objectives

causes of conflict

competition over resources, communication breakdowns, trust issues

level 4: leader

effective--stimulates high standards; champions dedication to vision

expectancy theory is based on the relationship among the individual's ________, the individual's _________, and the desirability of outcomes associated with high performance.

effort; performance

content theories

emphasize the needs that motivate people

cross-functional team

employees from about the same hierarchical level but different areas of expertise

the concept of leadership evolves as the needs of organizations change and may be affected by the following:

ethical and economic difficulties, corporate governance concerns, globalization, changes in technology, new ways of working, shifting employee expectations, significant social transitions

alderger's ERG theory proposes three levels of needs:

existence, relatedness, and growth

critical psychological states include...

experienced meaningfulness of the work, experienced responsibility, and knowledge of actual results.

process theories

explain how people select behavioral actions to meet their needs and determine whether their choices were successful

stages of team development: storming

individual personalities emerge

personal power most often comes from (internal/external) sources, such as an individual's special knowledge or personal characteristics.

internal

five common dysfunctions of teams

lack of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results


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