MAN 4701 Exam 3 - Study

Michigan Studies - Types of Behavior

- Job-Centered Behavior - Employee-Centered Behavior

Content Theories

- McClelland's Acquired Needs - Maslow's Hierarchy of Needs - Alderfer's ERG Theory

Ohio State Studies Two Types of Leaders

- Structure Behavior - Consideration Behavior

3 basic categories of needs (Alderfer)

- growth - relatedness - existence

Tannenbaum and Schmidt Leadership Behaviors

- manager makes the decision and announces it - manager "sells" decision - the manager presents the problem, gets suggestion, and then makes the decision - the manager defines the limits, and asks the group to make a decision

Basic characteristics of a group

- members are psychologically aware of one another - includes multiple people - members interact with one another - members perceive themselves to be in a group

Characteristics of an effective Coach

- non-competitiveness among team members - enthusiasm for people - lead by example - listen closely - emotional support - empathy

directive behavior, supportive behavior, participative behavior, achievement behavior

4 primary types of behavior according to the path-goal theory of leadership

Maslow's Hierarchy of Needs Theory

A motivation theory that suggests that human needs fall into a hierarchy and that as each need is met, people become motivated to meet the next-highest need in the pyramid

Theory X and Theory Y

A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values; theory for motivating organizational members

Self-managed team

A team that plans, organizes, influences, and controls its own work situation with only minimal intervention and direction from management

The Tannenbaum & Schmidt Leadership Continuum

Boss centered vs subordinate centered leadership

People who feel they are being treated unfairly on the job may decide to quit that job rather than endure the inequality best describes...

Equity Theory of Motivation

Reasoning of Trait Approach

If a complete profile of traits of a successful leader could be drawn(identified), it would be fairly easy to identify the individuals who should and should not be placed in leadership positions

Equity Theory of Motivation

Looks at an individual's perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior

Leadership

The process of directing the behavior of others toward the accomplishment of an objective

System 2 Style of Management (Likert)

a condescending master-to-servant style; confidence and trust in subordinates

PERT Chart

a geographical tool used in project management

Alderfer's ERG Theory

a human needs theory postulating that people have three basic sets of needs that can operate simultaneously

Groupthink

a mode of thinking that group members adopt when the desire for agreement dominates the group and overrides the needs to realistically appraise alternative problem solutions

Problem-solving team

a team set up to help eliminate a specified problem within an organization

Cross-functional team

a work team composed of individuals from various functional specialties

Maturity

ability of followers to perform their jobs independently , to assume additional responsibilities, and to desire to achieve success

Interest group

an informal group that gains and maintains membership primarily because of a common concern that members have about a specific issue

Structure Behavior

any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures followers should adhere to in performing their jobs

Level 5 Leadership

approach to leadership that blends personal humility with an intense will to build long-range organizational success

Servant leadership

approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests

Life Cycle Theory

based on the relationship among follower maturity, leader task behavior, and leadership relationship behavior; leadership style should reflect the maturity level of the followers

how can managers build trust within groups?

be predictable

Those displaying leadership behavior toward the left side of the model are more autocratic and are called _________-_________ ______________.

boss-centered leaders

Leader

cares about and focuses on the people who perform the job

Intrinsic Reward

comes directly from performing the task

The Maturity-Immaturity Continuum

concentrates on the personal and natural development of individuals to explain human needs

Task Structure

degree to which the goals - the work to be done - and other situational factors are outlined clearly

need for achievement

desire for accomplishment, mastery of people, ideas, things, desire for reaching a high standard

Sociogram

diagram that visually links individuals within the population queried according to the number of times they were chosen and whether the choice was reciprocated

Trait Approach

early leadership research that assumed a good leader is born, not made

Leading

emphasizes mainly behavioral issues; subset of management

Situational forces

external factors involved in motivation; time available or the effectiveness of a group

Extrinsic Reward

extraneous to the task

forming

first stage; members of the newly formed team become oriented to the team and acquainted with one another

Flextime

flexible working hours program that allows workers to complete their jobs within a workweek of normal hours that they schedule themselves

GII

group makes the decision

team

group whose members influence one another toward the accomplishment of organizational objectives

The Coaching Leader

identifies inappropriate behavior in followers and suggests how they might correct that behavior

Job Enlargement

increasing the number of operations an individual performs to enhance job satisfaction

Motivation

inner state that causes an individual to behave in a way that ensures the accomplishment of some goal; explains why people act the way they do

Porter-Lawler Theory of Motivation

intrinsic and extrinsic rewards

Boss Centered Leadership

leadership behavior toward the left side of the model; more autocratic

Transformational Leadership

leadership that inspires organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justic and integrity

Manager

makes sure the job gets done

CII

manager and subordinates meet as a group to discuss the situation, but the manager makes the decision

AI

manager makes the decision alone

union

organization of workers united for a common goal, such as higher pay

trust

probably the most fundamental ingredient of effective team

Directing

refers to causing individuals to act in a certain way or to follow a particular course of action

self-actualization

refers to the desire to maximize whatever potential an individual possesses; highest level of Maslow's Hierarchy

McClelland's Acquired Needs Theory

states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace

Moral Courage

strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside the organization, to do otherwise

Influencing force in a manager

the level of confidence in subordinates

Managerial Communication

the most basic motivation strategy for managers; managers communicate well with organization members

participative behavior

aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions

Sociometry

an analytical tool that managers use to get info on the internal workings of an informal group

Motivation Strength

an individual's degree of desire to perform a behavior

Employee-centered behavior

leader behavior that focuses primarily on subordinates as people

Vroom-Yetton-Jago (VYJ) Model:

method for determining when a leader should use which decision style

The Homans Model

most widely accepted framework for explaining the evolution of informal groups

Needs-goal Theory

motivation model that hypothesizes that felt needs cause human behavior

Expectancy Theory

says that motivation strength is determined by the perceived value of the result of performing a behavior and the perceived probability that the behavior performed will cause the result to materialize

stroming

second stage of the team development process

Leader Flexibility

the notion that effective leaders must change their leadership styles as they encounter different situations

norming stage

third stage of the team devleopment process

Managing

focuses on non behavioral, as well as behavioral issues

task group

formal group cof organizational members who interact with one another to accomplish most of the organization's non-routine tasks

Committee

group of individuals charged with performing a type of specific activity and is usually classified as a task group

Two factors that influence the degree of job satisfaction (Herzberg)

hygiene and motivating factors

Situational Approach

idea that each instance of leadership is different and requires a unique set of leaders, followers, and leadership situations

Job-centered behavior

leader behavior that focuses primarily on the work a subordinate is doing

Subordinate Centered Leadership

leadership behavior that is more democratic

AII

manager asks for info from subordinates but makes the decision alone; subordinates may or may not be informed about what the situation is

_____________ is much broader in scope than ____________.

managing; leading

Job Rotation

moving employees from one task to another rather than calling for them to do only one simple/specific job over the long-term

Pygmalion Effect

occurrence in which the more that leaders believe in their subordinates can achieve, the more the employees do achieve

group solidarity stage

occurs when members become more involved in group activities and cooperate, rather than compete, with one another

Group Solidarity Stage

occurs when members become more involved in group activities as a task group

According to the Tannenbaum and Schmidt leadership continuum, managers displaying leadership behaviors that are more democratic are known as _______________ _____________.

subordinate-centered

influencing force in a subordinate

the necessary knowledge and experience needed to deal with a problem

leader-member relations, task structure, position power

three primary factors that should be considered when moving leaders into situations appropriate for their leadership styles, according to Fred Fielder's Contingency Theory

Two important premises of the VYJ Model

- organizational decisions should be of high quality (have a beneficial impact on performance) - subordinates should accept and be committed to organizational decisions that are made

Perceived value of a reward

determined by both intrinsic and extrinsic rewards that result in need satisfaction when a task is accomplished

Acquired Needs Theory

emphasizes the needs people acquire through life experiences

Authentic Leadership

entails leaders who are deeply aware of their own and others' moral perspectives and whoa re confident, hopeful, optimistic, resilient, and of high moral character

Process Theory of Motivation

explanation of motivation that emphasizes how individuals are motivated; focused on the steps that occur when an individual is motivated

Content Theory of Motivation

explanation of motivation that emphasizes people's internal characteristics; focus on understanding what needs people have and how they can be satisfied

______________ has always been considered a pre-requisite for organizational success

leadership

Consideration Behavior

leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers

CI

manager shares the situation with individual subordinates and asks for information and evaluation, subordinates to not meet as a group, and the manager alone makes the decision