MGMT 309 Exam 4
Impoverished Management
"doing nothing and getting very little out of it
emotional intelligence (EQ)
"people skills"
instrumental compliance
"they do something based off of the award that will be given"
Country Club Management
"we really care about our people but we aren't pushing them to do anything" very laid back atmosphere
psychological contract
(easier to understand terms)individuals look at what they contribute vis-a-vis what the organization provides in return
Ethical Leadership
- managers must demonstrate sound ethical principles and serve as ethical role models - businesses must hire ethical leaders and hold them accountable for their actions
Big 5
-agreeableness -conscientiousness -negative emotionality -extraversion -openness
Initiating-structure leadership
-clearly defines the leader-subordinate role, clarifying expectations -establishes formal lines of communication -determines how tasks will be performed
Stimulating Conflict
-increase competition among individuals and teams -hire outsiders to shake things up -change established procedures
Impoverished Management
1,1 on the leadership grid (bottom left corner)
two factors of path-goal
1. personal characteristics of subordinates 2. environmental characteristics of the workplace
middle of the road management
5,5 on the leadership grid (right in the very middle)
authority compliance
9,1 on the leadership grid (bottom right corner)
Team Management
9,9 on the leadership grid (top right corner)
impression management
A direct and intentional effort by someone to enhance his or her image in the eyes of others
Conflict
A disagreement between two or more individuals or groups
team
A group of workers that functions as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities
functional group
A permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon
Openness
A person's rigidity of beliefs and range of interests
informal leader
A personal who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group.
motivational factors
Achievement Recognition Responsibility Advancement Personal Growth
valance
An index of how much an individual values a particular outcome. It is also the attractiveness of the outcome to the individual.
content perspectives
Are approaches to motivation that address the question: What factor or factors in the workplace motive people?
gainsharing programs
Are designed to share the cost savings from employee productivity improvements. Aligns employee and corporate interests.
Charismatic Leadership
Assumes that charisma is an individual characteristic of the leader
resolving and eliminating conflict
Avoidance Compromise Confront and negotiate
high distinctiveness
Being ahead of schedule is inconsistent with your general behavior of being late for deadlines, such as not registering for the class on time or not buying the book until the class was already underway. this reflects what?
telecommute
Companies can address a lack of office space by allowing employees to ___________
political behavior
Consists of activities carried out for specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes
informal/interest group
Created by its members for purposes that may or may not be relevant to those of the organization
ESOPs
Employee stock ownership plans: distribute company stock to employees as a form of profit sharing
Feel engaged
Employees who feel like they are part of the growth of a company are more likely to:
controlling conflict
Expand resource base Enhance coordination and interdependence Set superordinate goals Match personalities and work habits.
process perspectives
Focus on why people choose certain behavioral options to fulfill their needs and how they evaluate their satisfaction after they have attained these goals.
substitutes for leadership
Formal and inflexible policies are organizational characteristics that substitute for leadership
Hygiene factor
Harry decides to buy devices that allow waiters and waitresses to take orders electronically, rather than writing them down and giving them to the cook staff. This is an example of a ...
substitutes for leadership
Highly experienced employees know what to do
substitutes for leadership
Identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization
Type B
Individuals are less competitive, are less devoted to work, and have a weaker sense of time urgency
Scanlon Plan
Is similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees.
behavior modification (OB Mod)
Method for applying the basic elements of reinforcement theory in an organizational setting
role overload
Occurs when expectations for the role exceed the individual's capabilities to perform
Imperfect person-job fit
Organizational selection procedures are imperfect (bad job of interviewing and sorting potential employees) could be a reason for ___________
leaders
People who can influence the behaviors of others without having to rely on force; those accepted by others as leaders
Leadership Grid
Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior
variable-ratio schedule
Provides reinforcement after varying numbers of behaviors are performed, such as the use of complements by a supervisor on an irregular basis
substitutes for leadership
Simple tasks require little leadership
substitutes for leadership
Situations when leader behaviors really aren't needed because of the characteristics of the company
Equity Theory
Suggests that people are motivated to seek social equity in the rewards they receive for performance
ERG theory of motivation
Suggests that people's needs are grouped into three possibly overlapping categories - existence, relatedness, and growth
Strategic Leadership
The capability to understand the complexities of both the organization and its environment
ability
The capacity to do the job
organizational engagement
The extent to which an employee sees themself as part of the organization, actively looks for ways to contribute to the organization, and is involved with the organization in multiple ways
emotional intelligence (EQ)
The extent to which people are self-aware, manage their emotions, motivate themselves, express empathy for others, and possess social skills
self-management
The highest level of employee empowerment is ____________
effort-to-performance expectancy
The individual's perception of the probability that effort will lead to high performance
performance-to-outcome expectancy
The individual's perception that performance will lead to a specific outcome
Conscientiousness
The number of things a person can effectively work on at one time
false
True or false: When people are rewarded for behavior, the satisfaction they get from doing the work increases.
hygiene factors
When absent, ______________ lead to decreased employee satisfaction, but employees will have neutral satisfaction when they are present.
Motivators
When present, ____________will increase employee motivation, but employees will have neutral satisfaction when they are absent.
Turnover
Which negative work behavior is likely to result when there is a poor person-job fit?
Absenteeism
Which negative work behavior is one that can be minimized through organizational policies and managerial coaching?
compressed work schedule
Working a full 40-hour week in fewer than the traditional five days
Norms
______ defines the boundaries between acceptable and unacceptable behavior
authority
_______ does not make someone a leader
Country Club Management
a 1,9 on the leadership grid (top left corner of grid)
Burnout
a feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time
charisma
a form of interpersonal attraction that inspires acceptance and support
General Adaptation Syndrome (GAS)
a general cycle of the stress process 1. alarm 2. resistance 3. exhaustion
base salary
a guaranteed amount of compensation
coercion
a manager uses ______ when they imply punishment for noncompliance
inspirational appeals
a manager who induces a subordinate to do something consistent with a set of higher ideals or values is using _________
Attribution
a mechanism through which we observe behavior and attribute a cause to it
workplace behavior
a pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness
Agreeableness
a person's ability to get along with others
Extraversion
a person's comfort level with relationships
lacks cohesiveness
a team that _____________ is not very coordinated, members do not support one another, and they have difficulty achieving their goals
negative affectivity
a tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood (glass half empty)
positive affectivity
a tendency to be upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood (glass half full)
3 needs of content perspectives
achievement affiliation power
political behavior
actions that we do to gain power
middle of the road management
adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level
+ cohesiveness
agreement on goals
Flexible work schedules (flextime)
allowing employees to select, within broad parameters, the hours they will work
Telecommuting
allows part of work time offsite, usually at home
Reinforcment theory
an approach to motivation that argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated
selective perception
an example of this is political beliefs, and the choice of media you intake and you only watch one news outlet
self-efficacy
an individual's belief about her or his capabilities to perform a task
Authoritarianism
an individual's belief that power and status differences are appropriate in an organization
Stress
an individual's response to a strong stimulus, called a stressor
Type B
are less likely to experience stress
appearance and association
are mechanisms to manage perception
individual differences
are personal attributes that vary from one person to another
Transformational Leadership
are vital to the success of business due to rapid change and turbulent environments
role ambiguity
arises when the sent role is unclear and the individual does not know what is expected of them
Flexible work schedules (flextime)
as a college professor he is able to spend time with his family in the mornings and then come to work in the afternoons and nights because that schedule works best for him
Transformational Leadership
associated with innovation getting people to thing outside of the box
Goal Setting Theory
assumes that behavior is a result of conscious goals and intentions
Job Satisfaction or Dissatisfaction
attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work
vertical axis
axis in the leadership grid that represents *concern for people* and deals with the human aspects of leader behavior
horizontal axis
axis in the leadership grid that represents *concern for production* and deals with the job and task aspects of leader behavior
Machiavellianism
behavior directed at gaining power and controlling the behavior of others
external locus of control
belief that success/failure results from fate, chance, luck, or the behavior of others
incentive pay
bonuses based on organizational performance
Imperfect person-job fit
both people and organizations change could be a reason for ______
Maslow's Hierarchy of Needs
bottom to top: physiological, safety, love/belonging, esteem, self-actualization
legitimate power
by virtue that you are a manager or ceo or president or whatever, that gives you power
interpersonal conflict
can be caused by differences in personality, beliefs, perceptions, or excessive competitiveness
information distortion
can lead to loss of confidence and trust
Reinforcement Theory
carrot and stick approach
Executive Compensation
club memberships, use of company vehicles, low-interest loans
Empowerment
commitment to maintaining participation is a condition for
Attitudes
complexes of beliefs and feelings that people have about specific ideas, situations, or other people
virtual team
comprised of people from remote work sites who work together online
task specialist role
concentrates on getting the group's task accomplished (the pushers)
outcomes
consequences of behaviors in an organizational setting, usually rewards
role
consists of the part individuals play in groups in helping the group reach its goals
group
consists of two or more people who interact regularly to accomplish a common purpose or goal
task group
created by the organization to accomplish a relatively narrow range of purposes within a stated or implied time horizon
profit sharing
creates a pool of corporate profits distributed to all employees
cognitive component
derives from perceived knowledge and individual has about a situation
process perspectives
describes how motivation occurs
need for achievement
desire to accomplish a goal or task more effectively
motivation as a factor of performance
desire to do the job
behavioral consequences of stress
detrimental or harmful actions
LPC theory
developed by Fred Fiedler, this was the first true situational leadership theory
- cohesiveness
disagreement on goals
- cohesiveness
domination
expert power
dr. wesner being a PhD is an example of
Imperfect person-job fit
each individual is unique could be a reason for ___________
authority compliance
efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
charismatic leaders
envision the future and have high expectations
Leaders
establish direction, align people, motivate, and inspire. these actions are attributed to who?
fixed-interval schedule
every week we have casual friday or every week the boss buys pizza for the office
inducement
example is a job assignment that you really want in exchange for your support on some other issue
dysfunctional behavior
examples of this are absenteeism and turnover, theft, sabotage, harassment, political behavior, and violence
team
examples of this are air flight crews, SWAT teams
Performance Behaviors
examples of this are professionalism, collegiality, diligent work ethic
Impoverished Management
exertion of minimum effort to get required work done is appropriate to sustain organization membership
negative emotionality
extent to which a person is poised, calm, resilient, and secure
+ cohesiveness
favorable evaluations
affective component
feelings and emotions toward a situation (how we feel)
reward system
formal and informal mechanism by which employee performance is defined, evaluated and rewarded
merit pay plans
formally base some meaningful portion of compensation on merit
Stages of Group Development
forming, storming, norming, performing FSNP
self-actualization needs (maslow)
general example: achievement management example: challenging and self-rewarding job
Physiological needs (maslow)
general example: food Management example: base salary
Belongingness Needs (Maslow)
general example: friendship management example: friends at work
Security Needs (Maslow)
general example: stability management example: pension plan, long term investment plans
Esteem Needs (Maslow)
general example: status management example: job title
Politics
give subordinates autonomy, responsibility, challenges and feedback to reduce _________
Transformational Leadership
goes beyond ordinary expectations by: -transmitting a sense of mission -stimulating learning -inspiring new ways of thinking
legitimate power
granted through the organizational hierarchy
- cohesiveness
group size
medical consequences of stress
heart disease, stroke, shiz like that
Team Management
highest concern for people, highest concern for production
Country Club Management
highest concern for people, lowest concern for production
Distinctiveness
his daughter is always very positive and that is how she is expected to react in situations this is her ___________
ENTJ
his myers-briggs
intentional component
how an individual expects to behave toward or in the situation
merit pay
if you work really hard then you get a raise
highly cohesive
in a _______________ team, members work well together, support one another, and effectively reach their goals
contributions
in a psychological contract, ___________ are things like effort, skill, ability, time, or loyalty
inducements
in psychological contract, __________ are both tangible (pay) and intangible (status)
contributions
in psychological contract, the individual provides __________
inducements
in psychological contract, the organization provides __________
Empowerment
increased commitment to training is a condition for
Type A
individuals are competitive, devoted to work, and have a strong sense of time urgency
+ cohesiveness
interaction
+ cohesiveness
intergroup competition
- cohesiveness
intragroup competition
internal locus of control
is a belief that success/failure results from one's own behavior
workplace violence
is a dysfunctional behavior that managers must be prepared to address. It is a less common occurrence than the other negative behaviors mentioned.
Legitimate Request
is based on legitimate power
stock option plan
is established to give senior managers the option to buy company stock in the future at a fixed price
Management
is necessary to achieve orderly results
leadership
is necessary to create change
psychological contract
is not written on paper and the terms are not negotiated
merit pay
is pay awarded to employees on the basis of the relative value of their contributions to the organization.
expert power
is personal accrued power based on information or expertise possessed
locus of control
is the degree an individual believes their behavior directly impacts the consequences of that behavior
referent power
kvothe has this kind of power
participative leader behavior
leaders who are working hand in hand with their employees to achieve things
supportive leader behavior
leaders who offer resources so that tasks can be carried out more efficiently
achievement- oriented leader behavior
leaders who reward based on achievement
LPC theory
least-preferred coworker theory
authority compliance
lowest concern for people, highest concern for production
Impoverished Management
lowest concern for people, lowest concern for production
employee-centered leader behavior
managers are interested in developing a cohesive work group and ensuring that employees are satisfied with their job
Transformational Leaders
many technology companies have this type of leader and is why they are so successful
intergroup conflict
may occur due to interdependence, differences in goals, and resource competition
task group
mays school had a 50th year anniversary and there was a group formed about 2 years ago that was form to plan and execute that event, once the event was over the group was disbanded
Storming
members develop group structure and patterns of interaction (its usually involves some conflict that naturally develops)
performing
members enact roles and direct effort toward goal attainment and performance
forming
members get acquainted and test interpersonal behaviors (test boundaries)
Norming
members share acceptance of roles and sense of unity
middle of the road management
middle concern for people, middle concern for production
relatedness
need to belong and earn esteem
rational persuasion
occurs when a manager convinces a subordinate that compliance is in their best interests
creation of an obligation
occurs when a manager does a favor in hopes of receiving one in return.
personal identification
occurs when a manager realizes, then exploits, their referent power
intrarole conflict
occurs when a person gets conflicting demands from different sources within the context of the same role
interrole conflict
occurs when a person has two roles that conflict with one another
intrasender conflict
occurs when a single source sends clear but contradictory messages
instrumental compliance
occurs when a subordinate receives a reward for compliance
cognitive dissonance
occurs when an individual has conflicting attitudes
role conflict
occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive
piece-rate incentive plan
occurs when the organization pays a certain amount of money for every unit an employee produces
person-role conflict
occurs when the requirements of the role conflict with the enactor's values, attitudes and needs
job sharing
occurs when two or more employees do the work of one full-time employee
Power
one can have _____ without using it
Extinction
one of his coworkers was known for making dirty jokes at work and one thing that management did was they would just stop laughing so he eventually stopped making the jokes
selective perception
only listening to the information that you want to hear (only helpful if our basic perception is accurate)
job-centered leader behavior
pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance
vertical
people axis
expert power
people who are both leaders and managers tend to possess ________
two-factor theory of motivation
people's satisfaction and dissatisfaction are influenced by two independent set of factors - motivation factors and hygiene factors
referent power
personal accrued power based on identification, imitation, loyalty, or charisma
+ cohesiveness
personal attraction
existence
physiological and security needs
managers
plan, budget, organize, staff, and problem-solve these actions are attributed to who?
stock action plan
popular because costs are low and they align interests of manager and stockholders
task group
problem solving group or a special task group are examples of this
horizontal
production axis
fixed-interval schedule
provides reinforcement at fixed intervals of time, such as regular weekly paychecks
variable-interval schedule
provides reinforcement at varying intervals of time, such as occasional visits by the supervisor
fixed-ratio schedule
provides reinforcement only after a certain (fixed) number of correct responses (pavlov)
socioemotional role
provides social and emotional support to others on the team
creation of an obligation
quid pro quo argument
turnover
quitting work
fixed-ratio schedule
rats and cocaine is an example of this...literally wtf
organizational commitment
reflects an individual's identification with an attachment to the organization
Persuasion
relies on manipulation of logic and emotions
high EQ
research suggests that persons with ____________ may perform better than others
Expectancy Theory
says motivated workers will have high performance
Porter-Lawler Model
says that high performing workers will become motivated
5 dimensions of EQ
self-awareness, managing emotions, motivating oneself, empathy, social skills
growth
self-esteem and self-actualization
consideration behavior
shows concern for subordinates and attempt to establish a warm, friendly and supportive climate
Empowerment
sincere effort to spread power is a condition for
absenteeism
skipping work
psychological consequences of stress
sleep disturbances, depression, and family problems (relationship problems)
Norms
standards of behavior the group accepts and expects of its members
if executives are effective...
stock price should rise
positive reinforcement
strengthening behavior by presenting a desired stimulus after the behavior
Avoidance
strengthens behavior by avoiding unpleasant consequences
Interpersonal Demands
stressors associated with relationships that confront people
Physical Demands
stressors associated with the job setting
Role Demands
stressors associated with the role a person is expected to play
Task Demands
stressors associated with the specific job a person performs
LPC theory
suggests that appropriate styles of leadership vary with situational favorableness
Porter-Lawler Extension
suggests that high performance may lead to satisfaction that results from the rewards given for high performance
Expectancy Theory
suggests that motivation depends on two things- how much we want something and how likely we think we are to get it
hygiene factors
supervisors, working conditions, interpersonal relations, pay and security, company policies and administration
charismatic leaders
support and express confidence in others
Empowerment
systematic and patient efforts to empower is a condition for
4 categories of stressors
task, physical, role, interpersonal
power
the ability to affect the behavior of others
organizational citizenship
the behavior of individuals that make a positive overall contribution to the organization
risk propensity
the degree to which an individual is willing to take chances and make risky decisions
need for affiliation
the desire for human companionship and acceptance
need for power
the desire to be influential in a group and to control one's environment
consensus
the extent other people in the same situation behave the same way
Consistency
the extent the same person behaves in the same way at different times
Distinctiveness
the extent the same person behaves in the same way in other situations
self-esteem
the extent to which a person believes that he or she is a worthwhile and deserving individual
Cohesiveness
the extent to which team members are loyal and committed to the group, the degree of mutual attractiveness within the group
person-job fit
the extent to which the individuals contributions match the inducements offered by the organization
Socialization
the generalized norm conformity occurring as a person makes the transition from being an outsider to becoming an insider
Team Management
the ideal on the leadership grid
directive leader behavior
the ones giving directions, telling you how to do things
psychological contract
the overall set of expectations held by an individual with respect to their contributions to the organization and what the organization will provide in return
coercive power
the power to force compliance by means of psychological, emotional, or physical threat
reward power
the power to give or withhold rewards
Path-Goal Theory
the primary functions of a leader are to make desired rewards available and clarify the kinds of behavior that will lead to rewards
Stereotyping
the process of categorizing or labeling people on the basis of a single attribute
Empowerment
the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority
participation
the process of giving employees a voice in making decisions about their own work
selective perception
the process of screening out information that we are uncomfortable with or that contradicts our beliefs
leader-member relations
the relationship between the leader and the work group
Personality
the relatively permanent set of psychological and behavioral attributes that distinguish one person from another
work environment
the resources to do the job
Leadership as a Property
the set of characteristics attributed to someone who is perceived to use influence successfully
role structure
the set of defined roles and the interrelationships among those roles that group members define and accept
Motivation
the set of forces that cause people to behave in certain ways
Perception
the set of processes by which an individual becomes aware of and interprets information about the environment
Performance Behaviors
the total set of work-related behaviors that the organization expects employees to display
Leadership and Management
they are related but not the same
Content Perspectives on Motivation
they discuss *what* motivates people, but do not describe *How* people are motivated
Empowerment
this causes employees to take a personal stake in work, and they get more excited about what their doing
Herzberg
this dude recommended job enrichment
piece-rate incentive plan
this is typically used in manufacturing and is used to increase production
referent power
this power is abstract but more likely associated with leadership
dysfunctional behavior
those that detract from, rather than contribute to, organizational performance
Country Club Management
thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo
Equity
to determine this, a person compares their ration of outcomes to inputs to someone else's ratio
Strategic Leadership
to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment
true
true or false: Non-financial incentives are just as effective as financial incentives in changing behavior.
false
true or false: Offering people regular reinforcement for desired behaviors at work guarantees increased long-term productivity.
true
true or false: Taking away something negative can act as a positive reinforcer.
- cohesiveness
unpleasant experiences
Leadership as a Process
use of noncoercive influence to shape goals, motivate behavior towards achievement of goals, and help define group or organizational culture
charismatic leaders
used enthusiasm and prior success to energize others
punishment
weakens undesired behaviors but builds resentment and hostility
Extinction
weakens undesired behaviors by ignoring or not reinforcing them
interrole conflict
when he gets involved in group projects for his consulting firm, one hand he is a group member but on the other hand he is also the boss those things contradict themselves
inducement
when something is given in return for support
information distortion
withholding or distorting information to influence subordinate's behavior
Team Management
work accomplishment is from committed people; interdependence through a "common stake" in organization purpose leads to relationships of trust and respect
Empowerment
workers must believe they are working *with* managers is a condition for
Equity
you discouraged from discussing salary because it causes dissatisfaction with this theory