Management test 4
tasks, people
Two basic leadership behaviors identified as important for leadership are attention to ________ and attention to ________.
Soliciting Feedback & Using Self-Assessment
Two valuable ways to enhance self-awareness are
engagement
an emotional and mental state in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization.
National Black Crown Prosecution Association
an employee affinity group for African Americans at Britain's Crown Prosecution Service.
pluralism
an environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored.
trust
an important component of organizational commitment.
generalized sexual harassment
involves sexual remarks and actions that are not intended to lead to sexual activity but that are directed toward a coworker based solely on gender and reflect on the entire group.
management
promotes stability and efficient organizing to meet current commitments
acquired needs theory
proposes that certain types of needs, including the need for achievement, need for affiliation, and need for power, are acquired during an individual's lifetime of experiences.
social learning theory
an individual's motivation can result not just from direct experience of rewards and punishments, but also from thoughts, beliefs, and observations of other people's behavior.
self-efficacy
an individual's strong belief that he or she can successfully accomplish a specific task or outcome.
the glass ceiling
an invisible barrier that separates women and minorities from senior management positions.
reinforcement
anything that causes a certain behavior to be repeated or inhibited.
job design
applying motivational theories to the structure of work to improve motivation, productivity, and satisfaction.
Reckitt Benckiser
attributes an increase in sales and income to the diversity of its top management team and workforce.
employee affinity groups
based on social identity, such as gender or race, and are organized by employees to focus on the concerns of employees from that group.
reinforcement theory
based on the relationship between a given behavior and its consequences.
steps to break the glass ceiling
be assertive and ask for what you want take responsibility for your success display credibility and confidence in your body language seek mentors don't leave before you leave highlight your achievements
self-awareness
being conscious of the internal aspects of one's nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect other people.
humility
being unpretentious and modest rather than arrogant and prideful.
work stress
can be caused by both task demands and interpersonal demands.
internal attribution
characteristics of the individual caused the person to behave in a certain way, whereas an external attribution places the cause on aspects of the situation.
referent power
characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader.
level 5 leadership
characterized by an almost complete lack of ego (humility), coupled with a fierce resolve to do what is best for the organization (will).
type A behavior
characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work.
transactional leader
clarifies subordinates' roles and task requirements, initiates structure, provides rewards, and displays consideration for followers.
three basic principles of self-management
clarity of mind, clarity of objectives, and an organized system.
task-oriented leaders
considered to perform better in either highly favorable or highly unfavorable situations.
relationship-oriented leaders
considered to perform better in situations of intermediate favorability.
managing diversity
creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized, is a key management skill today.
locus of control
defines whether an individual places the primary responsibility for his successes and failures within himself or on outside forces.
the five big personality factors
dimensions that describe an individual's extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
transformational leader
distinguished by a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers.
traits
distinguishing personal characteristics, such as intelligence, self-confidence, energy, and independence.
authority-compliance
efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
content theory
emphasize the needs that motivate people.
the two basic leadership behaviors
employee-centered leaders and job-centered leaders
perceptual distortions
errors in perceptual judgment that result from inaccuracies in any part of the perception process.
impoverished management
exertion of minimum effort to get required work done is appropriate to sustain organization membership
process theories
explain how people select behaviors with which to meet their needs and determine whether their choices were successful.
uncritical thinking
failing to consider the possibilities beyond what one is told and accepting others' ideas without thinking.
relationship leader style
fits a higher-readiness follower
task-oriented leader style
fits a low-readiness follower
equity theory
focuses on individuals' perceptions of how fairly they are treated relative to others.
hygiene factors
focuses on lower-level needs and involves the presence or absence of job dissatisfiers, including working conditions, pay, and company policies.
self-confidence
general assurance in one's own ideas, judgment, and capabilities.
extrinsic rewards
given by another person, such as a manager, and include pay increases, promotions, and praise.
fear tactics
good managers avoid the use of ________ to motivate people because this approach damages employee commitment and performance in the long run.
emotional intelligence
includes the components of self-awareness, self-management, social awareness, and relationship management.
job enrichment
incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work.
motivators
influence job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth.
goal-setting theory
proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.
delegating style
provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates.
queen bee syndrome
refers to a female boss who not only has no interest in fostering the careers of other women but might even actively undermine them
role conflict
refers to incompatible demands of different roles, such as the demands of a manager's superiors conflicting with those of the manager's subordinates.
role ambiguity
refers to uncertainty about what behaviors are expected of a person in a particular role.
avoidance learning (negative reinforcement)
remove an unpleasant consequence once a behavior is improved.
reward power
results from the authority to bestow rewards.
chief diversity officer
role is to spearhead diversity efforts and cultivate working environments that help women and minorities flourish.
four problem-solving styles
sensation-thinking, intuitive-thinking, sensation-feeling, and intuitive-feeling.
coercive power
stems from the authority to punish or recommend punishment.
tips to succeed as an introverted manager
stretch your personality let people know who you are mix with people, speak up, get out there
emotional contagion
suggests that people can "catch" emotions from those around them, so good managers try to express positive emotions at work.
self-management
the ability to engage in self-regulating thoughts and behavior to accomplish all your tasks and handle difficult or challenging situations.
leadership
the ability to influence people toward the attainment of organizational goals.
positive reinforcement
the administration of a pleasant and rewarding consequence following a desired behavior.
motivation
the arousal of enthusiasm and persistence to pursue a certain course of action.
ethnorelativism
the belief that groups and subcultures are inherently equal
ethnocentrism
the belief that one's own group is inherently superior to other groups.
authoritarianism
the belief that power and status differences should exist within an organization.
perception
the cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information.
inclusion
the degree to which an employee feels like an esteemed member of a group in which his or her uniqueness is highly appreciated.
empowerment
the delegation of power and authority to subordinates in an organization
influence
the effect that a person's actions have on the attitudes, values, beliefs, or behavior of others.
P-O expectancy
the expectancy that high performance of a task will lead to the desired outcome.
E-P expectancy
the expectancy that putting effort into a given task will lead to high performance
consideration
the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.
initiating structure
the extent to which a leader is task-oriented and directs subordinates' work activities toward goal accomplishment.
frustration-regression principle
the idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need; thus, people may move down as well as up the needs hierarchy.
making progress principle
the idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals.
punishment
the imposition of an unpleasant outcome following an undesirable behavior.
selling style
the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks
participating style
the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making
power
the potential ability to influence the behavior of others.
intrinsic rewards
the satisfactions that a person receives in the process of performing a particular action.
personality
the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.
behavior modificiation
the set of techniques by which reinforcement theory is used to modify human behavior.
Fiedler's contingency Theory
the suitability of a leader's style is determined by whether the situation is considered favorable or unfavorable to the leader.
stereotyping
the tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual.
self-serving bias
the tendency to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures.
valence
the value of outcomes (rewards) to the individual.
upsides of being an introvert
they are more conscious and deliberate they have a greater ability to listen and take suggestions they are more creative
critical thinking
thinking independently and being mindful of the effect of one's behavior on achieving goals.
diversity of perspective
when a manager creates a heterogeneous team made up of individuals with diverse backgrounds and skill sets.
halo effect
when a perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable.
vicarious learning
when an individual sees others perform certain behaviors and get rewarded for them.
equity
when the ratio of one person's outcomes to inputs equals that of another's
extinction
withholding positive rewards and essentially ignoring undesirable behavior.
team management
work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect
awareness programs
To eliminate sexual harassment, companies may offer sexual harassment ________________ that define harassment and the legal ramifications of harassment.
global marketplace
To succeed in the ___________________, managers need to understand other cultures and deal with them effectively.
vision
an attractive, ideal future that is credible, yet not readily attainable.
law of effect
positively reinforced behavior tends to be repeated, and unreinforced or negatively reinforced behavior tends to be inhibited.
expert power
power that results from a leader's special knowledge or skill in the tasks performed by subordinates.
legitimate power
power that stems from a manager's formal position in an organization and the authority granted by that position.
32%
A survey found that ______ of an employee's desire to stay with a company or leave depends on the employee's trust in management.
highly competitive business environment
A workforce that displays characteristics of today's diversified marketplace is an important tool for managers who are striving for success in a ___________________________
power
All leaders use ________ to influence people and accomplish organizational goals.
women's
Although interactive leadership is associated with _______ style of leading, both men and women can be effective interactive leaders.
six-point strategy to increase diversity
(1)recruiting corporatewide and cross-functionally, (2)building relationships with first- and second-tiered schools to recruit minority students, (3)offering internships for racial and ethnic minorities, (4)offering minority scholarships, (5)establishing informal mentoring programs, and (6)forming affiliations with minority organizations
sensation-feeling
-Shows concern for current, real-life human problems -Is pragmatic, analytical, methodical, and conscientious -Emphasizes detailed facts about people rather than tasks -Focuses on structuring organizations for the benefit of people
intuitive-feeling
-avoids specifics -is charismatic, participative, people oriented, and helpful -focuses on general views, broad themes, and feelings -decentralizes decision making, develops few rules and regulations
sensation-thinking
-emphasizes details, facts, certainty -is a decisive, applied thinker -focuses on short-term, realistic goals -develops rules and regulations for judging performance
intuitive-thinking
-prefers dealing with theoretical or technical problems -is a creative, progressive, perceptive thinker -focuses on possibilities using impersonal analysis -is able to consider a number of options and problems simultaneously
monoculture
A culture that accepts only one way of doing things and one set of values and beliefs
pragmatic survivor
A follower who has qualities of all four follower styles, depending on which fits the prevalent situation
high in authoritarianism
A person __________________ is typically concerned with power and status, obeys established authority, and sticks to conventional values.
job satisfaction
A positive feeling about one's job
stereotype
A rigid, exaggerated, irrational belief associated with a particular group of people
turbulence and uncertainty
A significant influence on leadership styles in recent years is the _____________________ of the environment.
Six Interpersonal Influence Tactics for Leaders
Appeal to higher authority Use rational persuasion Help people to like you Rely on the rule of reciprocity Develop allies Ask for what you want
dividends of workplace diversity
Better use of employee talent Increased understanding of the marketplace Enhanced breadth of understanding in leadership positions Increased quality of team problem solving Reduced costs associated with high turnover, absenteeism, and lawsuits
other sources of power
Both leaders and followers can tap into ________, including personal effort, networks of relationships, and access to or control over information.
True
Both leadership and management are important to organizations, and people can learn to be good leaders as well as good managers. (T/F)
True
Companies that promote women to senior-level positions outperform those without women in these positions, both financially and organizationally. (T/F)
recruit and retain a diverse workforce
Corporations that _____________________ reap numerous benefits, including improved team problem solving and increased understanding of the marketplace.
opinion
Critics say that ________ is just a way to blame women for the scarcity of female top managers and argue that organizations must change.
empowerment and engagement
Employee ________ are recent motivational trends that focus less on extrinsic rewards and more on creating a work environment that enables people to achieve intrinsic rewards and meet higher-level needs.
giving
Empowering employees involves ________ them information, knowledge, power, and rewards.
five steps of self-management
Empty your head; decide the next action; get organized; perform a weekly review; then do what needs to be done
True
Giving people more control over their work schedules and opportunities to contribute ideas are two ways that managers meet people's higher-level needs. (T/F)
influence
Individual differences among people, including personality traits, emotions, and characteristics such as self-confidence and self-efficacy _______ how people relate to others and behave at work.
True
Individuals can apply a variety of techniques to alleviate the ill effects of stress, and managers can implement initiatives in the workplace to help solve the problem of skyrocketing workplace stress. (T/F)
repeated rejections
J. K. Rowling demonstrated self-efficacy with her belief that she could publish her first book about Harry Potter despite ________________
motivation
Jobs are an important consideration for ________ because performing their components may provide intrinsic rewards that meet employees' needs.
effective followers
Leaders can accomplish nothing without ____________
greater power
Leaders use a wide range of interpersonal influence tactics, and people who use a wider variety of tactics are typically perceived as having ________
True
Leadership and management reflect two different sets of qualities and skills that provide different benefits for the organization. (T/F)
promotes
Managers create an environment that ________ engagement by providing employees with a sense of meaning, a sense of connection, and a sense of competence and growth.
True
Many different styles of leadership can be effective. (T/F)
moving away from
Most companies are ________ simplified jobs and are using job rotation, job enlargement, and job enrichment to provide employees with greater variety, stimulation, and satisfaction.
women, men
One stereotype is that talkative ________ are less capable and pushy, whereas talkative ________ are viewed as competent and powerful.
different ways
People often see the same thing in ______________________
leave
Proponents of the opt-out trend say that some women choose to ________ the workforce because they decide success isn't worth it in terms of reduced family and personal time, greater stress, and negative health effects.
True
Recent research suggests that negative emotions might spread more quickly than positive ones.(T/F)
himself
Soccer player Landon Donovan spent many hours in meditation, therapy, and introspective conversations with family and friends to increase his understanding of ________.
positive
Stress can sometimes be a ___________ force, but too much stress is harmful to individuals and the organizations where they work.
all-time low
Surveys suggest that job satisfaction levels are at a(n)
antibullying clause
The National Association of Government Executives Local 282 became one of the first unions in the country to include a(n) ______________________ in collective bargaining agreements.
behavior
The ________ of managers is the biggest factor in determining whether people feel motivated and engaged at work.
attitudes and behaviors
The _________ and __________ of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the organization's success.
coercion with threat of punishment
The harasser coerces a coworker into sexual activity by using the threat of power (through recommendations, grades, promotions, and so on) to jeopardize the victim's career.
sexual crimes and misdemeanors
The highest level of sexual harassment, these acts would, if reported to the police, be considered felonies or misdemeanors.
women
The progression of _________ into executive positions continues to be slow in both U.S. and global corporations, but innovative companies are initiating programs to boost women's advancement into higher levels of responsibility.
prejudice
The tendency to view people who are different as being deficient
solicitation with promise of reward
This action treads a fine line as an attempt to "purchase" sex, with the potential for criminal prosecution
inappropriate/offensive sexual harassment
Though not sexually threatening, the behavior causes discomfort in a coworker, whose reaction in avoiding the harasser may limit his or her freedom and ability to function in the workplace.
country club management
Thoughtful attention to the needs of people to satisfy relationships leads to a comfortable, friendly organization atmosphere and work tempo.
at risk
Variable compensation and ________ pay have become key motivational tools, although these practices have been criticized in recent years for rewarding the wrong types of behavior
true
Women are likely to be more collaborative, less hierarchical, and more relationship-oriented than men, qualities that prepare them to succeed in today's multicultural work environment. (T/F)
True
Women leaders typically score significantly higher than men on abilities such as motivating others, building relationships, and developing others—skills that are based on humility and authenticity and are particularly suited to today's organizations. (T/F)
all behaviors
________ are motivated by something, such as the desire to fulfill needs for money, recognition, friendship, or a sense of accomplishment.
type A managers
_________________ can be powerful forces for innovation and change, but they can also create great stress for themselves and others.
diversity
_________________ is defined as all the ways in which employees differ.
The U.S. workforce
__________________________ is being transformed by a four-generation workforce, aging baby boomers, an increase in Hispanic and Asian workers, and an increasing number of women employees.
type B behavior
a behavior pattern that reflects few of the Type A characteristics and includes a more balanced, relaxed approach to life.
effective follower
a critical, independent thinker who actively participates in the organization.
conformist
a follower who participates actively in the organization but does not use critical thinking skills.
mentor
a higher-ranking senior member of the organization who is committed to providing upward mobility and support to a protégé's professional career.
telling style
a highly dictating style and involves giving explicit directions about how tasks should be accomplished
charismatic leader
a leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice.
servant leader
a leader who serves others by working to fulfill followers' needs and goals, as well as to achieve the organization's larger mission.
interactive leadership
a leadership style characterized by values such as inclusion, collaboration, relationship building, and caring.
emotion
a mental state that arises spontaneously, rather than through conscious effort, and is often accompanied by physiological changes.
job characteristics model
a model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength.
contingency approach
a model of leadership that describes the relationship between leadership styles and specific situations.
ERG theory
a modification of the needs hierarchy and proposes three categories of needs: existence, relatedness, and growth.
alienated follower
a person who is an independent, critical thinker but is passive in the organization.
stress
a physiological and emotional response to stimuli that place physical or psychological demands on an individual and create uncertainty and lack of personal control when important outcomes are at stake.
neutralizer
a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.
substitute for leadership
a situational variable that makes a leadership style redundant or unnecessary.
machiavellianism
a tendency to direct one's behavior toward the acquisition of power and the manipulation of other people for personal gain.
fundamental attribution error
a tendency to underestimate the influence of external factors on another person's behavior and to overestimate the influence of internal factors.
leadership grid
a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles.
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
work redesign
altering jobs to increase both the quality of employees' work experience and their productivity.
attributions
judgments about what caused a person's behavior—either characteristics of the person or of the situation.
authentic leadership
leadership by individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity.
situational model
links the leader's behavioral style with the readiness level of followers.
organizational commitment
loyalty to and engagement with one's work organization.
The Myers-Briggs Type Indicator assessment
measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving.
traditional
model of diversity: age, race, gender, pay level, disability, lifestyle
inclusive
model of diversity: race, gender, lifestyle, pay level, competency, function, income, parent, language, work style, military experience, position, nationality, personality
expectancy theory
motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.
strengths
natural talents and abilities that have been supported and reinforced with learned knowledge and skills.
the perception process
observe, screen, organize
stereotype threat
occurs when a person who, when engaged in a task, is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that task.
discrimination
occurs when someone acts out their negative attitudes toward people who are the targets of their prejudice.
leadership
often inspires engagement and organizational change to meet new conditions.
passive follower
one who exhibits neither critical independent thinking nor active participation.
Maslow's heirarchy of needs
people are motivated by five categories of needs—physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order.
