Management 3000 Quizzam 4
Complementary
John Kotter suggests that in management and leadership, one is not better than the other, in fact they are ________ systems of action.
Consideration
Leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust
Daniel Goleman
A psychologist who popularized the trait of emotional intelligence
Narcissism
A self-centered perspective, feelings of superiority, and a drive for personal power and glory
Laissez-faire leadership
A form of "leadership" characterized by a general failure to take responsibility for leading
Charisma
A form of interpersonal attraction that inspires acceptance and support
Passive Leadership
A form of leadership behavior characterized by a lack of leadership skills
Diversity Climate
A subcomponent of an organization's overall climate and is defined as the employees' aggregate perceptions about the organization's diversity-related formal structure characteristics and informal values
Transgender
A term for people whose sense of their gender differs from what is expected based on the sex characteristics with which they are born.
Emotional intelligence
Ability to monitor your and others' feelings and to use this information to guide your thinking and actions
Hierarchy of Needs
Abraham Maslow's ______, proposed that people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization
Values
Abstract ideals that guide one's thinking and behavior across all situations "What are your consistent beliefs and feelings about all things?"
Behavioral component of an attitude
Also known as intentional component, this refers to how one intends or expects to behave toward a situation
Extrinsic Rewards
An ____ is the payoff a person receives from others for performing a particular task
Intrinsic Reward
An ____ is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself
Charismatic Leadership
Assumed to be an individual inspirational and motivational characteristic of particular leaders
Implicit Bias
Attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner
Operating Conditioning
B.F. Skinner was the father of ________, the process of controlling behavior by manipulating its consequences.
Self-efficacy
Belief in one's personal ability to do a task "I can/can't do this task"
Manage, Lead
Bernard Bass, concluded that "leaders _____ and managers ____, but the two activities are not synonymous.
Psychopathy
Characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others
Affective component of an attitude
Consists of feelings or emotions one has about a situation
Cognitive component of an attitude
Consists of the beliefs and knowledge one has about a situation
Maslow's Hierarchy of Needs McClelland's Acquired Needs Theory Deci and Ryan's Self-Determination Theory Herzberg's Two-Factor Theory
Content Perspectives include Four Theories:
Acquired Needs Theory
David McClelland proposed the _____, which states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace
Organizational Behavior (OB)
Dedicated to better understanding and management of people at work
Leadership Behaviors
Employee characteristics and environmental factors - cause some _____ to be more effective than others.
Contingency Leadership Model
Determines if a leader's style is 1) task-oriented or 2) relationship-oriented and if that style is effective for the situation at hand
Machiavellianism
Displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles
Self-Determination Theory
Edward Deci and Richard Ryan developed ______, which assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness
Law of Effect
Edward L. Thorndike's, ______ says behaviors with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.
Psychological Empowerment
Employees' belief that they have control over their work
Stressors
Environmental characteristics that cause stress
Servant-Leadership
Focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.
Transactional Leadership
Focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance
Halo effect
Form an impression of an individual based on a single trait
Two-Factor Theory
Frederick Herzberg, _________ proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivating factors and work dissatisfaction from hygiene factors
Path-Goal Leadership Model
Holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support
Conscientiousness
How dependable, responsible, achievement-oriented, and persistent one is
Openness to Experience
How intellectual, imaginative, curious, and broad-minded one is
Extroversion
How outgoing, talkative, sociable, and assertive a person is
Emotional Stability
How relaxed, secure, and unworried one is
Agreeableness
How trusting, good-natured, cooperative, and soft-hearted one is
External dimensions of diversity
Include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives
Locus of Control
Indicates how much people believe they control their fate through their own efforts "I am/am not the captain of my fate"
Initiating-structure leadership
Leader behavior that organizes and defines—that is, "initiates the structure for"—what employees should be doing to maximize output
Attitudes
Learned predispositions toward a given object. "What are your consistent beliefs and feelings about specific things?"
Importance Control Rewards
Leon Festinger, a social psychologist, gave 3 suggestions on how to deal with discomfort:
Need for achievement, affiliation, and power
Managers are encouraged to recognize three needs in themselves and others. What are those 3 needs?
Individual Behavior Group Behavior
Organizational Behavior looks at two areas:
Fundamental Attribution Bias
People attributes another person's behavior to his or her personal characteristics
Self-Serving Bias
People tend to take more personal responsibility for success than for failure
Generalized self-efficacy
Represents "individuals' perception of their ability to perform across a variety of different situations."
Americans with Disabilities Act (ADA)
Prohibited discrimination against people with disabilities
Organizational Commitment
Reflects the extent to which an employee identifies with an organization and is committed to its goals
Psychological Safety
Reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences
Core self-evaluation
Represents a broad personality trait comprising four positive individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability
Diversity
Represents all the ways people are unlike and alike—the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background
Ethical Leadership
Represents normatively appropriate behavior that focuses on being a moral role model
Empowering Leadership
Represents the extent to which a leader creates perceptions of psychological empowerment in others
Full-Range Leadership
Suggests that leadership behavior varies along a full range of leadership styles, from passive leadership at one extreme, through transactional leadership, to transformational leadership at the other extreme
Assign jobs accordingly Develop employees' self-efficacy and generalized self-efficacy
The 2 implications for managers:
Selective Attention Interpretation & Evaluation Storing in Memory Retrieving from memory to make judgements & decisions
The 4 Steps in the Perpetual Process
Skill variety Task identity Task significance Autonomy, Feedback
The 5 job characteristics are
Extroversion Agreeableness Conscientiousness Emotional stability Openness to experience
The Big Five Personality Dimensions
Stereotyping Implicit Bias The Halo Effect The Recency Effect Casual Attributions
The Five Distortions in Perceptions
Learning Goal Orientation
The ____ sees goals as a way of developing competence through the acquisition of new skills
Task-Oriented
The ______ style works best in either high-control or low-control situations.
Relationship-Oriented
The ______ style works best in situations of moderate control.
Job Characteristics Model
The ______ was developed by J. Richard Hackman and Greg Oldham, which consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee's motivation, performance, and satisfaction
Leadership
The ability to influence employees to voluntarily pursue organizational goals
Casual Attribution
The activity of inferring causes for observed behavior
Learned helplessness
The debilitating lack of faith in one's ability to control one's environment
Emotional Stability
The extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure "I'm fairly secure/insecure when working under pressure"
Self-Esteem
The extent to which people like or dislike themselves, their overall self-evaluation "I like/dislike myself"
Job Satisfaction
The extent to which you feel positive or negative about various aspects of your work
Inputs, Outputs, and Comparisons
The key elements in equity theory are _____.
Glass ceiling
The metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs
Perception
The process of organizing and interpreting ones environment
Cognative dissonance
The psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior.
Stereotyping
The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs
Receny Effect
The tendency to remember recent information better than earlier information
Behavior Modification
The use of reinforcement theory to change human behavior is called ______.
Behavior
Their actions and judgement
Organizational Citizenship Behaviors
Those employee behaviors that are not directly part of employees' job descriptions - that exceed their work-role requirements
Internal Dimensions of Diversity
Those human differences that exert a powerful, sustained effect throughout every stage of our lives
Competence, Autonomy, Relatedness
To achieve psychological growth, people need to satisfy three innate needs of _________.
Task-Oriented Leadership Behaviors
To ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization
Transformational Leadership
Transforms employees to pursue organizational goals over self-interests
Counterproductive Work Behaviors
Types of behavior that harm employees and the organization as a whole
Expectancy Theory
Victor Vroom, _______ boils down to deciding how much effort to exert in a specific task situation
Content Process Job Design Reinforcement
What are the four perspectives on motivation?
Underemployed
Working at jobs that require less education than they have
Global-Mind-Set
Your belief in your ability to influence dissimilar others in a global context
Effort, Performance, Outcomes
Your motivation, involves the relationship between your ____, your ______, and the desirability of the _____ you receive for your performance.
Needs
____ are defined as physiological or psychological deficiencies that arouse behavior
Instrumentality
____ is the expectation that successful performance of the task will lead to the outcome desired
Positive Reinforcement
____ is the use of positive consequences to strengthen a particular behavior
Situational Approach (or contingency approach)
_____ approach to leadership, who believe that effective leadership behavior depends on the situation at hand.
Reinforcement Theory
_____ attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
Voice
_____ is defined as "employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers."
Expectancy
_____ is the belief that a particular level of effort will lead to a particular level of performance
Negative Reinforcement
_____ is the process of strengthening a behavior by withdrawing something negative.
Punishment
_____ is the process of weakening behavior by presenting something negative or withdrawing something positive
Motivation
_____ may be defined as the psychological processes that arouse and direct goal-directed behavior.
Managers
______ conduct planning, organizing, directing, and control
Job Enrichment
______ consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
Managers
______ implement a company's vision and strategic plan
Leadership Coaching
______ is "about enhancing a person's abilities and skills to lead and to help the organization meet its operational objectives
Job Design
______ is the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance
Valence
______ is value, the importance a worker assigns to the possible outcome or reward
Goal-Setting Theory
______ suggests that employees can be motivated by goals that are specific and challenging but achievable, and was developed by Edwin Locke and Gary Latham.
Ralph Stogdill
______'s five traits that are typical of a successful leader include: dominance, intelligence, self-confidence, high energy, task-relevant knowledge
Self-fulfilling prophecy
______, also known as the Pygmalion effect, describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true.
Stretch Goals
______, which are goals beyond what they actually expect to achieve.
Equity Theory
_______ is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships, that was pioneered by J. Stacey Adams.
Management Leadership
_______ is about coping with complexity and _______ is about coping with change.
Procedural Justice
_______ is defined as the perceived fairness of the process and procedures used to make allocation decisions
Scientific Management
_______ is the process of reducing the number of tasks a worker performs
Distributive Justice
_______ reflects the perceived fairness of how resources and rewards are distributed or allocated
Content Perspective
_______, also known as need-based perspectives, are theories that emphasize the needs that motivate people
Hygiene Factors
_______, are factors associated with job dissatisfaction - such as salary, working conditions, interpersonal relationships, and company policy - all of which affect the job context in which people work
Process Perspectives
________ are concerned with the thought processes by which people decide how to act
Leaders
________ inspire, encourage, and rally others to achieve great goals and create and articulate the managers vision and plan.
Reinforcement
________ is anything that causes a given behavior to be repeated or inhibited
Fitting jobs to people
________ is based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility
Extinction
________ is the weakening of behavior by ignoring it or making sure it is not reinforced
Performance Goal Orientation
________, is a way of demonstrating and validating a competence we already have by seeking the approval of others.
Motivating Factors
________, or simply motivators, are factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance
Interactional Justice
_________ relates to the "quality of the interpersonal treatment people receive when procedures are implemented.
Job Enlargement
__________ consists of increasing the number of tasks in a job to increase variety and motivation
Employee engagement
a "mental state in which a person performing a work activity is full immersed in the activity, feeling full of energy and enthusiasm for the work."
Influence Tactics
conscious efforts to affect and change a specific behavior in others
Personality
consists of the stable psychological traits and behavioral attributes that give a person his or her identity.
Coercive Power
results from managers' authority to punish their subordinates
Referent Power
power deriving from one's personal attraction
Personalized Power
power directed at helping oneself as a way of enhancing their own selfish ends may give the word power a bad name
Socialized Power
power directed at helping others
Expert Power
power resulting from one's specialized information or expertise
Reward power
power that results from managers' authority to reward their subordinates
Legitimate power
power that results from managers' formal positions within the organization
Relationship-oriented leadership
primarily concerned with the leader's interactions with his or her people
Power
the ability to marshal human, informational, and other resources to get something done.
Ethnocentrism
the belief that your native country, culture, language, abilities, or behavior us superior to those of another culture.
Managerial Leadership
the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives
Authority
the right to perform or command
Behavioral Leadership Approaches
used to determine the key behaviors displayed by effective leaders
