Management test 4

Conscientiousness

"big 5" personality traits refers to employees complete all the assigned work based on the assigned work plans. In addition, they are consistent in their performance which translates to higher productivity.

Agreeableness

"big 5" personality traits. employees having a high level of trust and honest when relating with their fellow workers it provides harmony at the workplace

Machiavellianism

"big 5" personality traits. refers to employees who focus on their own personal interests and work towards achieving them. This leads to disharmony and unproductive competition at the workplace.

Emotional Intelligence

"big 5" personality traits. refers to self confidence and ability to handle conflicts calmly it is important in resolving conflicts at the workplace

Openness

"big 5" personality traits. refers to the ability to enjoy new experiences and readiness to work independently with little or no supervision. This leads to the employees using their ingenuity to perform task which stimulates performance and sales

Intuitive-Feeling

-avoids specifics -is charismatic, participative, people oriented, and helpful -focuses on general views, broad themes, and feelings -decentralizes decision making, develops few rules and regulations

sensation thinking

-emphasizes details, facts, certainty -is a decisive, applied thinker -focuses on short-term, realistic goals -develops rules and regulations for judging performance

intuitive thinking

-prefers dealing with theoretical or technical problems -is a creative, progressive, perceptive thinker -focuses on possibilities using impersonal analysis -is able to consider a number of options and problems simultaneously

PsyCap (HERO)

Dr. Fred Luthans. what is the hero within? Hope, efficacy, resiliency, optimisim

Reasonableness Standard.

In a workplace "Hostile Environment" sexual harassment claim, the determination as to whether the conduct involved is offensive is assessed from what/whose perspective?

Goal Setting Theory

Locke and Latham, part of process theory. 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

Thinking and Judging

MBTI Effective managers have these two preferences

hierarchy of channel richness

capacity of an information channel is influenced by three characteristics: (1) the ability to handle multiple cues simultaneously; (2) the ability to facilitate rapid, two-way feedback; and (3) the ability to establish a personal focus for the communication

keys to a balanced scorecard

financial performance, customer service, internal nusiness proccesses, potential for learning and growth

formal communication channels

follow the chain of command and are recognized as official. three types, downward, upward, and horizontal communication

Stages of Team Development

forming, storming, norming, performing, adjourning

social learning theory

individual's motivation can result not just from direct experience of rewards and punishments, but also from the person's observations of other people's behavior

Authentic Leadership

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

relationship conflict

interpersonal incompatibility that creates tension and personal animosity among people.

motivation

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

Making Process Principle

the idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals

interactive leadership

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

cross-functional team

type of team. composed of employees from about the same hierarchical level, but from different areas of expertise.

special-purpose team

type of team. created outside the formal organization structure to undertake a project of special importance or creativity

Expectancy Theory

vroom, part of process theory. motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.

Low directness-high intensity

way of expressing conflict. A person using this approach expresses a conflict ambiguously but uses aggressive tactics. This may include behaviors such as ignoring another's viewpoint, mean-spirited teasing or bullying, back-stabbing, or undermining the opponent to third parties.

Low directness-low intensity

way of expressing conflict. With this approach, a person expresses conflict in an ambiguous, low-key way. Behaviors might include withholding information an opponent needs or deliberately missing a deadline.

High directness-low intensity.

way of expressing conflict. With this approach, communication is also unambiguous, but the person uses a low-voltage style, such as asking questions, listening, debating, and deliberating.

High directness-high intensity.

way of expressing conflict. person using this approach expresses a conflict unambiguously by using aggressive or antagonistic verbal and nonverbal communication, such as shouting, scowling, or eye rolling.

Transformational Leadership

people-oriented. special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

task specialist role

person who helps team reach goal

socioemotional role

person who supports team's emotional needs

Transactional Leadership

task-oriented. clarifies employees' roles and task requirements and provides rewards and punishments contingent on performance.

Leadership Grid

team management, country club management, authority compliance management, middle of the road management, impoverished management

components of situational model of leadership

telling style, selling style, participating style, delegating style

emotional contagion

tendency of people to absorb and express the emotions, moods, and attitudes of those around them.

channel richness

the amount of information that can be transmitted during a communication episode

Authoritarianism

the belief that power and status differences should exist within an organization. Individuals high in this tend to be concerned with power and toughness, obey recognized authority above them, stick to conventional values, critically judge others, and oppose the use of subjective feelings

Type A behavior

extreme competitiveness, impatience, aggressiveness, and devotion to work

Hard Position Power

type of power, legitimate power, reward power, coercive power

functional team

type of team. composed of a manager and his or her subordinates in the formal chain of command.

workplace communication

- Using social media to improve internal and external communication - Using informal, personal communication channels - Establishing formal communication channels - Developing strategies for crisis communication

sensation feeling

-Shows concern for current, real-life human problems -Is pragmatic, analytical, methodical, and conscientious -Emphasizes detailed facts about people rather than tasks -Focuses on structuring organizations for the benefit of people

steps to managing time

1. empty your head 2.decide the next action 3.get organized 4. preform a weekly review 5. do it

Charismatic leader

1. stating a lofty vision of an imagined future that employees identify with, (2) displaying an ability to understand and empathize with followers, and (3) empowering and trusting subordinates to accomplish results.

emotion

A mental state that arises spontaneously rather than through conscious effort and is often accompanied by physiological changes.

equity theory

Adams, part of process theory. individuals' perceptions of how fairly they are treated compared with others

ERG Theory

Clayton Alderfer's theory of motivation identifying three levels of needs: existence, relatedness, and growth.

Acquired Needs Theory

David I. McClelland, needs acquired during individual's lifetime 1. Need for achievement 2. Need for affiliation 3. Need for power

Model of Communication

Encoding, Source, Message, Channel, Noise, Receiver, Feedback

Steps of Feedback Control model

Establish Standards of Performance Measure Actual Performance Compare Performance to Standards Take Corrective Action

depends on the factor

Frederick Herzberg's Two-Factor Theory of Motivation asserts that the addition of more and more hygiene factors will affect worker motivation in what manner?

Two-factory approach theory

Fredrick Herzberg's theory of motivation. hygiene factors like working conditions, pay, company policies, and interpersonal relationships. job satisfaction like achievement, recognition, responsibility, and opportunity for growth.

Hybrid

General Motors Corporation structures its company based upon the Model (type) of vehicle that is produced. For example, one unit produces pickup trucks and a separate, distinct unit produces Corvettes. What type of organizational structure does this most closely resemble?

Job Characteristics Model

Hackman and Oldham model. three major parts, core job dimensions, critical psychological states and employee growth-need strength. five dimensions- skill variety, task identity, task significance, autonomy, and feedback.

Level 5 Leadership

Jim Collins, Good to Great LEVEL 1: Capable Individual LEVEL 2: Good Team Member LEVEL 3: Competent Manager LEVEL 4: Effective Leader LEVEL 5: Effective Executives

servant leadership

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

Task Structure, Leader-Member Relations, Leader Position Power

The Hersey-Blanchard Situational Theory of Leadership prescribes leadership behavior based upon analysis of three primary factors associated with the Follower. What are the three factors, or "contingencies?"

Practical Approach to Methodology

The MBO approach to planning has been criticized for placing too much emphasis on achieving goals, and not enough on the methods used to achieve those goals. Which organizational tool might provide a leader or manager the best guidance in selecting the most appropriate methods to achieve desired goals. (Think: Wells Fargo scandal.)

Process Theories

explain how people select behavioral actions to meet their needs and determine whether their choices were successful. goal setting, equity theory and expectancy theory

Unwelcome conduct / Sexual in nature

The two primary elements required to establish a prima facie case in a "quid pro quo" sexual harassment claim are?

gives all employees the responsibility for achieving quality goals.

Total Quality Management (TQM):

Conscientiousness

Which of the "Big 5" personality traits most closely correlates to worker productivity?

Perception

a cognitive process that enables us to interpret and understand our surroundings

attribution

a judgement about the cause of a person's behavior

Job Design for Motivation

application of motivational theories to the structure of work

Maslow's five levels of needs

base Level: psychological needs Second: Safety needs Third: belongingness need Fourth: Esteem needs Top: Self-actualization need

Contingency Approach

explores how the organizational situation influences leader effectiveness

basic principles of self management

clarity of mind, clarity of objectives, and an organized system

personal communication channels

coexist with formal channels within an organization but may skip hierarchical levels, cutting across vertical chains of command to connect virtually anyone in the organization

telling style (S1)

component of situational model of leadership. highly directive style and involves giving explicit instructions about how tasks should be accomplished

selling style (S2)

component of situational model of leadership. leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks

participating style (S3)

component of situational model of leadership. leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making

Delegating Style (S4)

component of situational model of leadership. provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates.

balanced scorecard

comprehensive management control system that balances traditional financial measures with operational measures relating to a company's critical success factors.

Big Five Personality Factors

conscientiousness, agreeableness, emotional stability, openness, extroversion

initiating structure

degree of task behavior; that is, the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment.

task conflict

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

Type B Behavior

experience less conflict with other people and a more balanced, relaxed lifestyle

Situational Model of Leadership

hershey and Blanchard. focuses attention on the characteristics of followers in determining appropriate leadership behavior- says subordinates vary in readiness, which is determined by the degree of willingness and ability a subordinate demonstrates while performing a specific task

locus of control

how people perceive the cause of life events

Fiedler's Contingency Theory

in order to maximize work group performance, leaders must be matched to the right leadership situation. leader is capable of applying different styles to fit the prevailing situation

Five Common Dysfunctions of Teams

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

Myers-Briggs Type Indicator

measures a person's preferences for introversion vs. extroversion, sensation vs. intuition, thinking vs. feeling, and judging vs. perceiving

Maslow's Hiearchy of Needs Theory

people are motivated by multiple needs and these needs exist in a hierarchical order

Consideration

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

the perception process

observe, screen, organize

E - to - P expectancy (Effort to performance)

part of expectancy theory. determining whether putting effort into a task will lead to high performance.

P -> O expectancy (Performance -> Outcome)

part of expectancy theory. determining whether successful performance will lead to the desired outcome or reward

TQM Techniques

quality circle, benchmarking, six sigma principles, quality partnering, continuous improvement

strategic conversation

refers to dialogue across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes, and the values that help achieve important goals

Reinforcement Theory

relationship between a behavior and its consequences

Content Theories of Motivation

revolve around the notion that an employee's needs influence motivation

Four basic components of emotional intelligence

self-awareness, self-management, social awareness, relationship management

problem solving styles

sensation-thinking, intuitive-thinking, sensation-feeling, and intuitive-feeling.

Team Characteristics

size, diversity, member roles

keys to self-awareness

soliciting feedback and using self assessment

organizational control

systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets, and standards of performance

Personality

the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment

fundamental attribution error

the tendency for observers, when analyzing another's behavior, to underestimate the impact of the situation and to overestimate the impact of personal disposition

self-serving bias

the tendency for people to take personal credit for success but blame failure on external factors

Hierarchical control

type of control. monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms

decentralized control

type of control. relies on cultural values, traditions, shared beliefs, and trust to foster compliance with organizational goals.

Personal soft power

type of power, expert power, referent power,