Organizational Leadership Test 2

Define employee engagement

"the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance."

What is an organizational faultine, how does it crack open, and what happens when it does?

- "hypothetical dividing lines that may split a group into subgroups based on one or more attributes." -Fault lines form when work-group members possess varying demographic characteristics and negative interpersonal processes occur when people align themselves based on salient fault lines or demographic characteristics.

Explain the difference between affirmative action and managing diversity.

-AA=an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past. -MD=entails enabling people to perform up to their maximum potential focuses on changing an organization's culture and infrastructure such that people provide the highest productivity possible

Describe McClelland's need theory.

-Achievement Desire to accomplish something difficult -Affiliation Spend more time maintaining social relationships, joining groups, and wanting t o be loved -Power Desire to influence, coach, teach, or encourage others to achieve.

Contrast the communication styles of assertiveness, aggressiveness, and nonassertiveness. Why is assertiveness often the most effective style?

-Assertive Being strong in what you say, but not pushing others down -Aggressive Saying what you want and going as far as pushing others down -Nonassertive Letting others walk all over you

What are the four stages involved in the evolution from domination to delegation.

-Authoritarian Power -Influence Sharing -Power Sharing -Power Distribution

Why is it sometimes difficult for leaders to delegate to others?

-Belief in the fallacy, "If you want it done right, do it yourself." -Lack of confidence and trust in lower-level employees. -Low self-confidence. -Fear of being called lazy. -Vague job definition. -Fear of competition from those below

What are some reasons organizational conflict is so prevalent today?

-Constant change -Greater employee -diversity -More teams (virtual and self-managed) -Less face-to-face -communication -Global economy with increased cross-cultural dealings

What is the difference between distributive and integrative negotiation.

-Distributive - one person gains at expense of another (fixed pie) -Integrative - win/win strategy possible

What should high self monitors attempt to change? Low self monitors?

-For high, moderate, and low self-monitors: Become more consciously aware of your self-image and how it affects others. For high self-monitors: Don't overdo it by evolving from a successful chameleon into someone who is widely perceived as insincere, dishonest, phony, and untrustworthy. -For low self-monitors: You can bend without breaking, so try to be a bit more accommodating while being true to your basic beliefs. Don't wear out your welcome when communicating.

Describe the five types of conflict handling styles.

-Integrating -Dominating -Obliging -Avoiding -Compromises

Explain when each may work well and when each may not work well.

-Integrating= used when misunderstanding Dominating= when getting something in return -Obliging= unpopular solution must be implemented Avoiding= trivial issues -Compromises= parties have opposite goals

Why is self-efficacy important in the workplace? What happens if someone has low self-efficacy?

-On-the-job research evidence encourages managers to nurture self-efficacy, both in themselves and in others -Significant positive correlation between self-efficacy and job performance

Explain how organizational culture is created and passed on to others.

-Passed on to new employees through the process of socialization -Influences our behavior at work -Operates at different levels

What are possible barriers to effective communication.

-Personal -Prejudice, or big ego -Semantic -Study of words/like speaking with people from a foreign country and not communicating efficiently -Physical -Time Zones

Describe the four P's to political success. In other words, what are four things you should do to be politically successful in your organization?

-Power Assessment: How can you leverage your position -Performance: How does your work make business better as a whole -Perception: How can you alter your reputation -Partnerships: How can you increase your network of allies and supporters

What are the five bases of power?

-Reward Promising or granting rewards -Referent Charisma -Expert Knowledge -Legitimate Formal Authority -Coercive Threat/punishment

What is the difference between role conflict and role ambiguity and how does each lead to job dissatisfaction and poor performance?

-Role Ambiguity: Occurs when members of the group fail to set communications to the focal person expectations they have or info needed to perform the role, either because they don't have it, or they are specifically withholding it. -Role Conflict: Experienced when "different members of the role set expect different things of the focal person

Explain the perceptual process model of communication

-Sender: person wanting to communicate information-the message -Receiver: person, group, or organization for whom the message is intended -Encoding: translates thoughts into code or language that can be understood by others -Decoding: occurs when receivers receive a message process of interpreting and making sense of a message -Feedback: the sender gets a retaction from the receiver

What are the possible negative effects of diversity (hint: use social categorization to argue your case)

-holds that similarities and differences are used as a basis for categorizing self and others into groups, with ensuing categorizations distinguishing between one's own in-group and one or more out-groups. -People tend to like and trust in-group members more than out-group members and generally favor in-groups over out-groups

What are the possible positive effects of diversity (hint: use information/ decision making theory to argue your case).

-proposes that diverse groups should outperform homogenous groups -Maximize the benefits and minimize the costs -Manage diversity because it is no longer optional

Diversity

-represents the multitude of individual differences and similarities that exist among people -pertains to the host of individual differences that make all of us unique and different from others

Define organizational culture and provide examples of its three layers.

-set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments -Observable artifacts Consist of the physical manifestation of an organization's culture Acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations -Values concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance -Basic assumptions Constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior

What are strategies to prevent groupthink?

1.Each member of the group should be assigned the role of critical evaluator (Devils advocate). 2.Other roles: Yes/but vs. Yes/and. 3.Round robin or brainstorming techniques 4.Nominal group technique (NGT) 1. Independently list suggestions to problem 2. Ideas presented one at a time 3. Anonymously rank best ideas

Describe the nine influence tactics. Under what conditions would each be effective?

1.Rational persuasion - reason, logics, facts 2.Inspirational appeals - emotions, values, ideals 3.Consultation - participate in planning, decision making, changes 4.Ingratiation - being friendly, helpful, use flattery 5.Personal appeals - friendship/loyalty 6.Exchange - promises, trade favors 7.Coalition tactics - others support you 8.Pressure - intimidation or threats 9.Legitimating tactics - authority, rules, policies

What is the ideal group size and why?

3-5 people

Name four types of work teams and what they do

Action Project Production Advice

Identify the three components of attitudes and give an example of each

Affective The feelings or emotions someone has about an object or situation Cognitive The evaluation or belief one has about an object or situation Behavioral How one intends to act or behave toward someone or something

What are three desired outcomes of conflict?

Agreement Stronger Relationships Learning

Define the term performance management

An organization-wide system whereby managers integrate the activities of goal setting monitoring and evaluating, providing feedback and coaching, and rewarding employees on a continuous bases.

What are active listening Do's and Don'ts?

Be able to repeat the last sentence that someone said Mentally process what others are saying to you

What do employees do when they feel they are not treated equally?

Change inputs Change Outcomes Alter perceptions of self Alter perceptions of other Chance comparisons Leave situation

What is the difference between a work group and a team?

Comitment

Which of the big five is correlated most strongly with job performance.

Conscientious

What does research tell us about when contact is effective versus ineffective in reducing intergroup conflict?

Depends on nature of intergroup reactions

Describe Alderfer's need theory.

ERG: Existence needs Desire for physiological and materialistic wellbeing Relatedness needs The desire to meaningful relationships with significant others Growth needs The desire to grow as a human being and to use one's abilities to their fullest potential

Identify and describe the Big Five personality dimensions

Extraversion Agreeableness Conscientious Emotional Stability Openness to Experience

What is the difference between extrinsic and intrinsic rewards

Extrinsic= financial, material, social from the environment Intrinish=self gratified, psychic rewards

Summarize how to give good feedback in a performance management program.

Focus on performance, not personalities Give specific feedback linked to learning goals and performance outcome goals. Channel feedback toward key result areas for the organization. Give feedback as soon as possible Give feedback to coach improvement, not just for final results.

What is functional versus dysfunctional conflict?

Functional: Serves organization's interests Dysfunction: Threatens organization interests

Explain how goal setting motivates an individual.

Goals direct attention, regulate effort, increase persistence, foster the development and application of task strategies and action plans.

What is the difference between Herzberg's motivators and hygiene factors? What does this difference mean for motivating employees?

Hygiene Job characteristics associated with job dissatisfaction Motivators Job characteristics associated with job satisfaction.

Identify the two basic functions of feedback

Instructional=clarifies roles or teaches new behaviors Motivational=serves as a reward or promise of a reward

Describe an internal and external locus of control.

Internal A person who believes they control their lives personally External A person who believes outside factors control their lives

Define job enlargement, job rotation, and job enrichment

Job enlargement= involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty. Job rotation= moving employees from one specialized job to another. Job Enrichment= Building achievement, recognition, stimulating, work, responsibility, and advancement into a job.

How can/does a work group become a team?

Leadership become shared activity Accountability shifts from individual to collective Group has purpose or mission Problem solving become way of life Effectiveness Is measured by group not individual

Define 360-degree feedback

Letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers.

What are three practical lessons from feedback research.

Managers can enhance their credibility as sources of feedback by developing their expertise and creating a climate of trust. Negative feedback is typically misperceived or rejected Recipients of feedback perceive it to be more accurate when they actively participate in the feedback session versus passively receiving feedback.

equity theory

Model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships

How can managers improve extrinsic reward and pay-for-performance plans.

Monetary incentives linking at least some portion of the paycheck directly to results or accomplishments Tie praise,recognition, non-cash awards to specific results Make pay for performance an integral part of the organization's basic strategy Base incentive determinations on objective performance data Have all employees actively participate in the development of the performance-pay formulas Reward teamwork and cooperation whenever possible

· Explain Vroom's expectancy theory. What is expectancy, instrumentality, and valence and what is the relationship between each?

Motivation boils down to devision of how much effort to exert in a specific task situation Expectancy Represents an individual's belief that a particular degree of effort will be followed by a particular level of performance Instrumentality A performance outcome perception Valence The positive or negative value people place on outcomes Example: Expectancy, study for exam, instrumentality, receive A, valence, you can apply to grad school

Describe Maslow's need theory.

Motivation is a function of five basic needs: (bottom to top) Physiological Safety love Esteem Self actualization

How can an organization change its culture?

Organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors 1.Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection and socialization 2.The design of physical space, work environments, and buildings 3.Slogans, language, acronyms, and sayings 4.Deliberate role modeling, training programs, teaching and coaching by managers and supervisors Explicit rewards, status symbols (e.g., titles), and promotion criteria

What is social loafing, and how can managers prevent it?

People stop working as the group begins working more and getting work done.

How can organizations increase organizational commitment and why should they do this?

Personal characteristics found or thought to influence employee engagement include positive or optimistic personalities, proactive personality, conscientiousness, PE fit, and being present or mindful. Contextual factors include organizational culture, job security and feelings of psychological safety, leader behavior Reflects the extent to which an individual identifies with an organization and is committed to its goals

Define cognitive dissonance.

Psychological discomfort a person experiences when his or her attitudes or beliefs are incompatible with his or her behavior

What are the three steps in the goal setting process?

Set Goals Promote goal commitment Provide Support and Feedback

What are SMART goals?

Specific Measurable Attainable Results Oriented

Review the five practical lessons from goal-setting research.

Specific goals lead to higher performance Goal specificity -quantifiability of a goal High goals -difficult yet attainable Feedback enhances the effect of specific difficult goals Participative goals, assigned goals, and self-set goals are equally effective Action planning facilitates goal accomplishment Action plan outlines the activities or tasks that need to be accomplished in order to obtain a goal. Goal commitment and monetary incentives affect goal-setting outcomes Goal commitment-extent to which an individual is personally committed to achieving a goal.

contact theory

The more group members interact, the less they will have conflict

Why do extrinsic rewards often fail to motivate employees?

Too much emphasis on money Rewards lack an appreciation effect Extensive benefits become entitlements Counterproductive behavior is rewarded Too long a delay between performance and rewards Too many one-size-fits all rewards

What are the practical lessons derived from equity theory.

What workers think of equity is what counts, not management Management should allow employee input when making decision Employees should be able to appeal decisions that affect their welfare

How and why does groupthink occur?

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action

Define self-efficacy, and explain its sources.

a person's belief about his chances of successfully accomplishing a specific task

Define ethnocentrism

belief that one's native country, culture, language, and behavior are superior to all others.

Name and describe at least 5 characteristics of successful teams.

create a clear purpose Informality Participation Civilized disagreement Active listening

What are some unique challenges virtual teams face that may limit their success?

create intro boards Determine compatibility Establish cohesiveness

What is the difference between task and maintenance roles in groups. Task

enable the work group to define, clarify, and pursue a common purpose Maintenance: foster supportive and constructive interpersonal relationships

What is team synergy?

group solution and effort is above individuals

What are at least 5 reasons work teams fail?

hostile environment No long term commitment Vague/conflicting team assignment Lack of trust Poor staffing of teams

How do teams achieve synergy?

integration Commitment Trust

Define organizational politics

intentional acts of influence to enhance or protect the self-interests of individuals or groups

Distinguish between these culture opposites:

o individualistic and collectivist cultures -Individualistic culture characterized as "I" and "me" cultures, give priority to individual freedom and choice -Collectivist culture oppositely called "we" and "us" cultures, rank shared goals higher than individual desires and goals o monochronic and polychronic cultures. -Monochronic time revealed in the ordered, precise, schedule-driven use of public time that typifies and even caricatures efficient Northern Europeans and North Americans -Polychronic time seen in the multiple and cyclical activities and concurrent involvement with different people in Mediterranean, Latin American, and especially Arab cultures.

What is empowerment?

recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation

Contrast high and low self-monitoring individuals

the extent to which a person observes his or her own self-expressive behavior and adapts it to the demands of the situation.