MNGT 470 Exam 2
norm of reciprocity
a felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you
coalition
a group that attempts to influence people outside the group by pooling the resources and power of its members
job characteristics
a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
need for affiliation
a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation
need for achievement
a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success
need for power
a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)
Maslow's need hierarchy theory
a motivation theory of needs arranged in a hierarchy whereby people are motivated to fulfill a higher need as a lower one becomes gratifying
anchoring and adjustment heuristic
a natural tendency for people to be influenced by an initial anchor point such that they do not sufficiently move away from that point as new information is provided
availability heuristic
a natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is also affected by non-profitability factors (emotional response or recent events)
representativeness heuristic
a natural tendency to evaluate probabilities of events or objects by the degree to which they resemble (are representative of) other events or objects rather than on objective probability information
prospect theory effect
a natural tendency to feel more dissatisfaction from losing a particular amount than satisfaction from gaining an equal amount
charisma
a personal characteristic or special "gift" that serves as a form of interpersonal attraction and referent power over others
intuition
the ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning
strengths-based coaching
a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct his or her weaknesses
implicit favorite
a preferred alternative that the decision maker uses repeatedly as a comparison with other choices
scenario planning
a systematic process of thinking about alternative futures and what the organization should do to anticipate and react to those environments
equity theory
a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
organizational behavioral modification
a theory that explains employee behavior in terms of antecedent conditions and consequences of that behavior
social cognitive theory
a theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior
superordinate conflict
a type of conflict in which people focus on characteristics of other individuals as a source of the conflict
relationship conflict
a type of conflict in which people focus on characteristics of other individuals, rather than on the issues, as the source of conflict
task conflict
a type of conflict in which people focus their discussion around the issue while showing respect for people who have other points of view
upward appeal
a type of influence in which someone with higher authority or expertise is called on in reality or symbolically to support the influencer's position
impression management
actively shaping through self-presentation and other means the perceptions and attitudes that others have of us
legitimate power
an agreement among organizational members that people in certain roles can request certain behaviors of others
structural hole
an area between two or more dense social network areas that lacks network ties
win-lose orientation
the belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive
win-win orientation
the belief that conflicting parties will find a mutually beneficial solution to their disagreement
Machiavellian value
the beliefs that deceit is a natural and acceptable way to influence others and that getting more than one deserves if acceptable
best alternative to a negotiated settlement
the best outcome you might achieve through some other course of action if you abandon the current negotiation
power
the capacity of a person, team, or organization to influence others
countervailing power
the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship
referent power
the capacity to influence others on the basis of an identification with and respect for the power holder
decision making
the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs
autonomy
the degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used in completing it
task significance
the degree to which a job has a substantial impact on the lives or work of other people
task identity
the degree to which a job requires completion of a whole and identifiable piece of work
employee involvement
the degree to which employees influence how their work is organized and carried out
creativity
the development of original ideas that make a socially recognized contribution
skill variety
the extent to which employees must use different skills and talents to perform tasks within their jobs
social capital
the knowledge and other resources available to people or social units (teams, organizations) from a durable network that connects them to others
emotional contagion
the nonconscious process of "catching" or sharing another person's emotions by mimicking that person's facial expressions and other nonverbal behavior
job enlargement
the practice of adding more tasks to an existing job
job enrichment
the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work
scientific management
the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
communication
the process by which information is transmitted and understood between two or more people
job design
the process of assigning tasks to a job, including the inter-dependency of those tasks with other jobs
goal setting
the process of motivating employees and clarifying their role perceptions by establishing performance objectives
negotiation
the process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence
job specialization
the result of division of labor in which work is subdivided into separate jobs assigned to different people
the problem relates to a nonprogrammed decision.
A higher level of employee involvement is preferable when:
media richness
A medium's data-carrying capacity, that is, the volume and variety of information that can be transmitted during a specific time.
inoculation effect
A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent's arguments.
task conflict and relationship conflict.
According to the emerging view on organizational conflict, there are two types of conflict with opposing consequences. They are:
Any behavior that attempts to alter someone's attitudes or behavior.
Influence is:
it is agreed that people in certain roles can request certain behaviors of others
Legitimate power exists when ___.
creativity
Divergent thinking increases the level of:
those who make the decision are different from those who implement and evaluate it
Escalation of commitment can be minimized by ensuring that:
motivator-hygiene theory
Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs
Women are usually more sensitive than men to nonverbal cues
How do men and women generally differ in their communication styles in organizational settings?
an emotionally charged email message, usually one that communicates the sender's anger.
In organizational communication, 'flaming' generally refers to:
Both you and your opponent's resistance points.
In the bargaining zone model, the area of potential agreement contains:
after the receiver receives the message
In the communication process model, 'decoding the message' occurs immediately:
flattering a boss
Ingratiation includes ___.
Impression management
Many job applicants falsify information on their resume. This is an example of which influence tactic?
increasing the person's referent power
Networking potentially increases a person's power by ____ within each network.
encouraging leaders to become role models of organizational citizens instead of symbols of successful organizational politicians
Organizational politics may be reduced by ___.
have a reasonable level of job security.
People tend to be more creative when they:
persuasion; silent authority
People with expertise tend to have more influence using ___, whereas those with a strong legitimate power base are usually more successful applying ___.
the tendency to choose an alternative that is good enough rather than the best.
Satisficing refers to:
responding
Showing interest and clarifying the message are two activities associated with which stage in the active listening process?
media richness
The capacity of a communication medium to transmit information is known as:
decision makers process limited and imperfect information when making decisions
The concept of bounded rationality holds that:
preparation
The first stage of the creative process is:
reciprocal interdependence
The potential for conflict between two employees would be highest under conditions of:
subjective expected utility
The probability (expectation) of satisfaction (utility) resulting from choosing a specific alternative in a decision.
it assumes that people are efficient and logical in their information processing.
The purely rational model of decision making is rarely practiced in reality because:
the issue is much less important to you than to the other party.
The yielding conflict management style should be used if:
availability heuristic
Three robberies have recently occurred in a certain part of the city. Because of this, we are likely to overestimate the probability of robberies. This is called the:
It distorts and obscures the sender's intended message.
What effect does 'noise' have in the communication model?
A personal face-to-face meeting with the receiver.
Which communication channel is most effective when the sender wants to persuade the receiver?
avoiding
Which conflict management style is associated with low cooperativeness and low assertiveness?
The conflict episodes are viewed as personal attacks rather than attempts to resolve the problem
Which of the following best describes relationship conflict?
Face-to-face meeting
Which of the following communication media tends to be best for transmitting emotions?
arbitration
Which of the following is a third-party conflict resolution strategy with low process control and high decision control?
Form message, encode message, and transmit message
Which of the following represents the first three steps in the communication model in the correct order?
Which of these communication channels has the highest media richness?
Which of these communication channels has the highest media richness?
Employee involvement
Which of these is also referred to as participative management?
BATNA
_________ involves calculating the cost of walking away from the negotiating relationship.
management by walking around
a communication practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue
substitutability
a contingency of power pertaining to the availability of alternatives
centrality
a contingency of power pertaining to the degree and nature of interdependence between the power holder and others
grapevine
an unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions
third-party conflict resolution
any attempt by a relatively neutral person to help conflicting parties resolve their differences
influence
any behavior that attempts to alter someone's attitudes or behavior
organizational politics
behaviors that others perceive as self-serving tactics at the expense of other people and possibly the organization
information overload
condition in which the volume of information exceeds the person's capacity to process it
motivation
forces within a person that affect the direction, intensity, and persistence of voluntary behavior
needs
goal-directed forces that people experience
superordinate goals
goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties
drives
hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals
employee engagement
individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals
distributive justice
perceived fairness in the individual's ratio of outcomes and contributions relative to the comparison others ratio of outcomes to contribution
procedural justice
perceived fairness of the procedures used to decide the distribution of resources
conflict
process in which one party perceives that its interests are being opposed or negatively affected by another party
job characteristics model
process of motivating employees and clarifying their role perceptions by establishing performance objectives
divergent thinking
reframing a problem in a unique way and generating different approaches to the issue
self-reinforcement
reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal
satisficing
selecting an alternative that is satisfactory or "good enough," rather than the alternative with the highest value (maximization)
social networks
social structures of individuals or social units that are connected to each other through one or more forms of interdependence
escalation of commitment
the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action
persuasion
the use of facts, logical arguments, and emotional appeals to change another person's beliefs and attitudes, usually for the purpose of changing the person's behavior
rational choice paradigm
the view in decision making that people should - and typically do - use logic and all available information to choose the alternative with the highest value
bounded rationality
the view that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency toward satisficing rather than maximizing when making choices
expectancy theory
theory based on the idea that work effort is directed towards behaviors that people believe will lead to desired outcomes
four-drive theory
theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality
