MGMT 309 Exam 4

To determine equity

1. A person compares their ratio of outcomes or inputs to someone else's ratio 2. Formulation of ratios and comparisons are very subjective, based on perceptions 3. May result in feelings of equitable rewards, under-rewarded, or over-rewarded 4. If inequity is perceived, employee works to correct the balance

Four basic assumptions of expectancy theory

1. Behavior is determined by a combination of forces in the individual and in the environment 2. People make decisions about their own behavior in organizations 3. Different people have different types of needs, desires, and goals 4. People make choices from among alternative plans of behavior, based on their perceptions of the extent to which a given behavior will lead to desired outcomes

What two factors does the path-goal theory suggest that appropriate leadership style depends on?

1. The personal characteristics of subordinates (their perceptions of their abilities and their locus of control) 2. Environmental characteristics of the workplace (task structure, the formal authority system, or the nature of the work group)

Negative consequences of stress

Behavioral (detrimental or harmful actions); psychological (sleep disturbances, depression, and family problems); medical (heart disease, stroke); burnout (feeling of exhaustion)

Myers-Briggs framework

Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, Judging vs Perceiving; to use this framework, people complete a questionnaire designed to measure their personality on each dimension

Biggest criticism of LPC theory?

Fiedler argued that the leader's style is fixed and that the situation must change to match the leader

Differences between managers and leaders

Leaders: establish direction and vision, align people through communications and actions that provide direction, motivate and inspire by satisfying new needs, and produce useful change and new approaches to challenges Managers: plan, budget, and allocate resources, organize and staff, structure and monitor implementation, control and problem-solve, produce predictability and order and attain results

MBTI

Myers-Briggs Type Indicator; one popular questionnaire that some organizations use to assess personality types; useful for determining communication styles and interaction preferences

Dysfunctional behavior

OPPOSITE of organizational citizenship; are those that detract from, rather than contribute to, organizational performance; includes absenteeism and turnover, theft, sabotage, harassment, political behavior, and violence

Thinking vs Feeling

Thinkers base decisions on logic, feelers on emotion and feelings

Impression management

a direct and intentional effort by someone to enhance his or her image in the eyes of others

Charisma

a form of interpersonal attraction that inspires support and acceptance

Coercion

a manager uses this when they suggest or imply that the subordinate will be punished, fired, or reprimanded if they do not do something

Inspirational appeal

a manager who induces a subordinate to do something consistent with a set of higher ideals or values

Positive reinforcement

a method of strengthening behavior with rewards or positive outcomes after a desired behavior is performed

Frustration-regression element

allows a person to back down the hierarchy when frustrated

Flexible work schedule (flextime)

allows employees some control over the hours they choose to work; workday is broken down into two categories: flexible time (can choose their own schedule) and core time (must be at their workstations)

Telecommuting

also called alternative work locations; allows part of work time offsite, usually at home; many employees can maintain close contact with their organization and still get just as much (or even more) work done at home as if they would in the office

Reinforcement theory of motivation

an approach to motivation that argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated

Information distortion

an ill-advised method of using power; a manager may withhold or distort information to influence subordinates' behavior

Equity

an individual's belief that the treatment they are receiving is fair, relative to the treatment received by others

Psychological contract

an unwritten agreement that sets the expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return

Charismatic leadership

assumes that charisma is an individual characteristic of the leader

Legitimate request

based on legitimate power

Instrumental compliance

based on reinforcement theory of motivation (a subordinate complies to get the reward the manager controls)

Supportive leader behavior

being friendly and approachable, showing concern for subordinates' welfare, and treating team members as partners

Traits of leadership

both a process and a property; as a process, it is the use of noncoercive influence to shape goals, motivate behavior towards the achievement of goals, and help define group of organizational culture ; as a property, it is the set of characteristics attributed to individuals who are perceived to be leaders

Relatedness

caregory of ERG theory; need to belong and earn esteem

Existence

cartegory of ERG theory; physiological and security needs

Growth

category of ERG theory; self-esteem and self-actualization

Political behavior

consists of activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes; may be directed upward, downward, or laterally

Participative leader behavior

consulting with subordinates, soliciting suggestions, and allowing participation in decision-making

LPC theory

developed by Fred Fiedler; the first truly situational theory of leadership; suggests that the appropriate style of leadership varies with situational favorableness; identified two styles of leadership- task-oriented and relationship-oriented

Characteristics of leadership behavior

directive, supportive, participative, achievement-oriented

Charismatic leaders

envision the future and have high expectations; use enthusiasm and prior success to energize others; support and express confidence in others

How do we manage stress?

exercise, relaxation, time management, and support

Extraversion vs Introversion

extraverts gather energy from others, introverts are worn out by people and need solitude to recharge their energy

What is impression management used for?

further someone's career, receive rewards or promotions, garner attractive job assignments, boost someone's self-esteem, gain power and control

Characteristics of goals

goal difficulty: the extent to which a goal is challenging and requires efforts goal specificity: the clarity and precision of the goal

Type A personality

individuals are competitive, devoted to work, and have a strong sense of time urgency; tend to be aggressive, impatient, and very work-oriented; have a lot of drive and want to accomplish as much as possible as quickly as possible

Type B personality

individuals are less competitive, less devoted to work, and have a weaker sense of time urgency; less likely to experience stress and conflict with others, and more likely to have a BALANCED, relaxed approach to life

Task-oriented leaders

leaders who are concerned more with getting the job done than with workers' feelings and relationships; best in situations that are highly favorable or highly unfavorable

Relationship-oriented leaders

leaders who are concerned more with workers' feelings and relationships; best in situations in the middle range

Michigan studies

led by Likert; based on extensive interviews with both leaders and subordinates; identified two basic forms of leader behavior- job-centered leader behavior and employee-centered leader behavior

Various types of power

legitimate power, reward power, coercive power, referent power, and expert power

Methods for using power

legitimate request, instrumental compliance, coercion, rational persuasion, personal identification, inspirational appeal, information distortion

Directive leader behavior

lets subordinates know what is expected of them, gives guidance and direction, and schedules work

What constitutes a well-designed goal?

must be challenging, focused, measurable, and relevant

Personal identification

occurs when a manager realizes, then exploits their referent power

Rational persuasion

occurs when the manager can convince the subordinate that compliance is in the subordinate's best interests

Job sharing

occurs when two or more part-time workers share one full-time job; organization can accommodate the preferences of a broader range of employees and may benefit from the talents of more people

Legitimate power

power granted through the organizational hierarchy

Fixed-ratio schedule

provides reinforcement after a fixed number of behaviors, regardless of the time interval involved (such as a bonus for every fifth sale)

Variable-ratio schedule

provides reinforcement after varying numbers of behaviors are performed (such as the use of compliments by a supervisor on an irregular basis)

Fixed-interval schedule

provides reinforcement at fixed times, regardless of behavior (such as regular weekly paychecks)

Variable-interval schedule

provides reinforcement at varied times (such as occasional visits by the supervisor)

Organizational citizenship

refers to the behavior of individuals that make a positive overall contribution to the organization; likely a complex mosaic of individual, social, and organizational variables

Sensing vs Intuition

sensing types prefer concrete ideas, intuitive types prefer abstract concepts

Achievement-oriented leader behavior

setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities

Task demands

stressors arising from the tasks required of a person holding a particular job

Interpersonal demands

stressors associated with relationships that confront people

Role demands

stressors associated with roles within the organization

Physical demands

stressors associated with the job setting

Expectancy theory

suggests that motivation depends on two things: how much we want something and how likely we think we are to get it

Equity theory

suggests that people are motivated to seek social equity in the rewards they receive for performance

ERG theory

suggests that people's needs are grouped into three possibly overlapping categories - existence, relatedness, and growth

Categories of work-related stressors

task demands, physical demands, role demands, and interpersonal demands

Power

the ability to affect the behaviors of others

Employee-centered leadership behavior

the behavior of leaders who develop cohesive work groups and ensure employee satisfaction

Job-centered leader behavior

the behavior of leaders who pay close attention to the job and work procedures involved with that job

LPC measure

the measuring scale that asks leaders to describe the person with whom he or she is able to work least well

Referent power

the personal power that accrues to someone based on identification, imitation, loyalty, or charisma

Expert power

the personal power that accrues to someone based on the information or expertise they possess

Coercive power

the power to force compliance by means of psychological, emotional, or physical threat

Reward power

the power to give or withhold rewards (salary increases, bonuses, promotions, praise, recognition, etc.)

Stereotyping

the process of categorizing or labeling people on the basis of a single attribute (race, gender, age, etc.)

Path-goal theory

theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards

Aviodance

used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior were not performed

Extinction

used to weaken undesired behaviors by simply ignoring or not reinforcing them

Punishment

used to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed

How can organizations help employees cope with stress?

wellness programs, stress management programs, health promotion programs, and fitness programs

Compressed work schedule

working a full 40 hr week in fewer than 5 days; one problem is that when employees put in too much time in a single day, they tend to get tired and perform at a lower level later in the day