MGMT 309 Exam 4

Impoverished Management

"doing nothing and getting very little out of it

emotional intelligence (EQ)

"people skills"

instrumental compliance

"they do something based off of the award that will be given"

Country Club Management

"we really care about our people but we aren't pushing them to do anything" very laid back atmosphere

psychological contract

(easier to understand terms)individuals look at what they contribute vis-a-vis what the organization provides in return

Ethical Leadership

- managers must demonstrate sound ethical principles and serve as ethical role models - businesses must hire ethical leaders and hold them accountable for their actions

Big 5

-agreeableness -conscientiousness -negative emotionality -extraversion -openness

Initiating-structure leadership

-clearly defines the leader-subordinate role, clarifying expectations -establishes formal lines of communication -determines how tasks will be performed

Stimulating Conflict

-increase competition among individuals and teams -hire outsiders to shake things up -change established procedures

Impoverished Management

1,1 on the leadership grid (bottom left corner)

two factors of path-goal

1. personal characteristics of subordinates 2. environmental characteristics of the workplace

middle of the road management

5,5 on the leadership grid (right in the very middle)

authority compliance

9,1 on the leadership grid (bottom right corner)

Team Management

9,9 on the leadership grid (top right corner)

impression management

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

Conflict

A disagreement between two or more individuals or groups

team

A group of workers that functions as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities

functional group

A permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon

Openness

A person's rigidity of beliefs and range of interests

informal leader

A personal who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group.

motivational factors

Achievement Recognition Responsibility Advancement Personal Growth

valance

An index of how much an individual values a particular outcome. It is also the attractiveness of the outcome to the individual.

content perspectives

Are approaches to motivation that address the question: What factor or factors in the workplace motive people?

gainsharing programs

Are designed to share the cost savings from employee productivity improvements. Aligns employee and corporate interests.

Charismatic Leadership

Assumes that charisma is an individual characteristic of the leader

resolving and eliminating conflict

Avoidance Compromise Confront and negotiate

high distinctiveness

Being ahead of schedule is inconsistent with your general behavior of being late for deadlines, such as not registering for the class on time or not buying the book until the class was already underway. this reflects what?

telecommute

Companies can address a lack of office space by allowing employees to ___________

political behavior

Consists of activities carried out for specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes

informal/interest group

Created by its members for purposes that may or may not be relevant to those of the organization

ESOPs

Employee stock ownership plans: distribute company stock to employees as a form of profit sharing

Feel engaged

Employees who feel like they are part of the growth of a company are more likely to:

controlling conflict

Expand resource base Enhance coordination and interdependence Set superordinate goals Match personalities and work habits.

process perspectives

Focus on why people choose certain behavioral options to fulfill their needs and how they evaluate their satisfaction after they have attained these goals.

substitutes for leadership

Formal and inflexible policies are organizational characteristics that substitute for leadership

Hygiene factor

Harry decides to buy devices that allow waiters and waitresses to take orders electronically, rather than writing them down and giving them to the cook staff. This is an example of a ...

substitutes for leadership

Highly experienced employees know what to do

substitutes for leadership

Identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization

Type B

Individuals are less competitive, are less devoted to work, and have a weaker sense of time urgency

Scanlon Plan

Is similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees.

behavior modification (OB Mod)

Method for applying the basic elements of reinforcement theory in an organizational setting

role overload

Occurs when expectations for the role exceed the individual's capabilities to perform

Imperfect person-job fit

Organizational selection procedures are imperfect (bad job of interviewing and sorting potential employees) could be a reason for ___________

leaders

People who can influence the behaviors of others without having to rely on force; those accepted by others as leaders

Leadership Grid

Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior

variable-ratio schedule

Provides reinforcement after varying numbers of behaviors are performed, such as the use of complements by a supervisor on an irregular basis

substitutes for leadership

Simple tasks require little leadership

substitutes for leadership

Situations when leader behaviors really aren't needed because of the characteristics of the company

Equity Theory

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

ERG theory of motivation

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

Strategic Leadership

The capability to understand the complexities of both the organization and its environment

ability

The capacity to do the job

organizational engagement

The extent to which an employee sees themself as part of the organization, actively looks for ways to contribute to the organization, and is involved with the organization in multiple ways

emotional intelligence (EQ)

The extent to which people are self-aware, manage their emotions, motivate themselves, express empathy for others, and possess social skills

self-management

The highest level of employee empowerment is ____________

effort-to-performance expectancy

The individual's perception of the probability that effort will lead to high performance

performance-to-outcome expectancy

The individual's perception that performance will lead to a specific outcome

Conscientiousness

The number of things a person can effectively work on at one time

false

True or false: When people are rewarded for behavior, the satisfaction they get from doing the work increases.

hygiene factors

When absent, ______________ lead to decreased employee satisfaction, but employees will have neutral satisfaction when they are present.

Motivators

When present, ____________will increase employee motivation, but employees will have neutral satisfaction when they are absent.

Turnover

Which negative work behavior is likely to result when there is a poor person-job fit?

Absenteeism

Which negative work behavior is one that can be minimized through organizational policies and managerial coaching?

compressed work schedule

Working a full 40-hour week in fewer than the traditional five days

Norms

______ defines the boundaries between acceptable and unacceptable behavior

authority

_______ does not make someone a leader

Country Club Management

a 1,9 on the leadership grid (top left corner of grid)

Burnout

a feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time

charisma

a form of interpersonal attraction that inspires acceptance and support

General Adaptation Syndrome (GAS)

a general cycle of the stress process 1. alarm 2. resistance 3. exhaustion

base salary

a guaranteed amount of compensation

coercion

a manager uses ______ when they imply punishment for noncompliance

inspirational appeals

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

Attribution

a mechanism through which we observe behavior and attribute a cause to it

workplace behavior

a pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness

Agreeableness

a person's ability to get along with others

Extraversion

a person's comfort level with relationships

lacks cohesiveness

a team that _____________ is not very coordinated, members do not support one another, and they have difficulty achieving their goals

negative affectivity

a tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood (glass half empty)

positive affectivity

a tendency to be upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood (glass half full)

3 needs of content perspectives

achievement affiliation power

political behavior

actions that we do to gain power

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

+ cohesiveness

agreement on goals

Flexible work schedules (flextime)

allowing employees to select, within broad parameters, the hours they will work

Telecommuting

allows part of work time offsite, usually at home

Reinforcment theory

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

selective perception

an example of this is political beliefs, and the choice of media you intake and you only watch one news outlet

self-efficacy

an individual's belief about her or his capabilities to perform a task

Authoritarianism

an individual's belief that power and status differences are appropriate in an organization

Stress

an individual's response to a strong stimulus, called a stressor

Type B

are less likely to experience stress

appearance and association

are mechanisms to manage perception

individual differences

are personal attributes that vary from one person to another

Transformational Leadership

are vital to the success of business due to rapid change and turbulent environments

role ambiguity

arises when the sent role is unclear and the individual does not know what is expected of them

Flexible work schedules (flextime)

as a college professor he is able to spend time with his family in the mornings and then come to work in the afternoons and nights because that schedule works best for him

Transformational Leadership

associated with innovation getting people to thing outside of the box

Goal Setting Theory

assumes that behavior is a result of conscious goals and intentions

Job Satisfaction or Dissatisfaction

attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work

vertical axis

axis in the leadership grid that represents *concern for people* and deals with the human aspects of leader behavior

horizontal axis

axis in the leadership grid that represents *concern for production* and deals with the job and task aspects of leader behavior

Machiavellianism

behavior directed at gaining power and controlling the behavior of others

external locus of control

belief that success/failure results from fate, chance, luck, or the behavior of others

incentive pay

bonuses based on organizational performance

Imperfect person-job fit

both people and organizations change could be a reason for ______

Maslow's Hierarchy of Needs

bottom to top: physiological, safety, love/belonging, esteem, self-actualization

legitimate power

by virtue that you are a manager or ceo or president or whatever, that gives you power

interpersonal conflict

can be caused by differences in personality, beliefs, perceptions, or excessive competitiveness

information distortion

can lead to loss of confidence and trust

Reinforcement Theory

carrot and stick approach

Executive Compensation

club memberships, use of company vehicles, low-interest loans

Empowerment

commitment to maintaining participation is a condition for

Attitudes

complexes of beliefs and feelings that people have about specific ideas, situations, or other people

virtual team

comprised of people from remote work sites who work together online

task specialist role

concentrates on getting the group's task accomplished (the pushers)

outcomes

consequences of behaviors in an organizational setting, usually rewards

role

consists of the part individuals play in groups in helping the group reach its goals

group

consists of two or more people who interact regularly to accomplish a common purpose or goal

task group

created by the organization to accomplish a relatively narrow range of purposes within a stated or implied time horizon

profit sharing

creates a pool of corporate profits distributed to all employees

cognitive component

derives from perceived knowledge and individual has about a situation

process perspectives

describes how motivation occurs

need for achievement

desire to accomplish a goal or task more effectively

motivation as a factor of performance

desire to do the job

behavioral consequences of stress

detrimental or harmful actions

LPC theory

developed by Fred Fiedler, this was the first true situational leadership theory

- cohesiveness

disagreement on goals

- cohesiveness

domination

expert power

dr. wesner being a PhD is an example of

Imperfect person-job fit

each individual is unique could be a reason for ___________

authority compliance

efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

charismatic leaders

envision the future and have high expectations

Leaders

establish direction, align people, motivate, and inspire. these actions are attributed to who?

fixed-interval schedule

every week we have casual friday or every week the boss buys pizza for the office

inducement

example is a job assignment that you really want in exchange for your support on some other issue

dysfunctional behavior

examples of this are absenteeism and turnover, theft, sabotage, harassment, political behavior, and violence

team

examples of this are air flight crews, SWAT teams

Performance Behaviors

examples of this are professionalism, collegiality, diligent work ethic

Impoverished Management

exertion of minimum effort to get required work done is appropriate to sustain organization membership

negative emotionality

extent to which a person is poised, calm, resilient, and secure

+ cohesiveness

favorable evaluations

affective component

feelings and emotions toward a situation (how we feel)

reward system

formal and informal mechanism by which employee performance is defined, evaluated and rewarded

merit pay plans

formally base some meaningful portion of compensation on merit

Stages of Group Development

forming, storming, norming, performing FSNP

self-actualization needs (maslow)

general example: achievement management example: challenging and self-rewarding job

Physiological needs (maslow)

general example: food Management example: base salary

Belongingness Needs (Maslow)

general example: friendship management example: friends at work

Security Needs (Maslow)

general example: stability management example: pension plan, long term investment plans

Esteem Needs (Maslow)

general example: status management example: job title

Politics

give subordinates autonomy, responsibility, challenges and feedback to reduce _________

Transformational Leadership

goes beyond ordinary expectations by: -transmitting a sense of mission -stimulating learning -inspiring new ways of thinking

legitimate power

granted through the organizational hierarchy

- cohesiveness

group size

medical consequences of stress

heart disease, stroke, shiz like that

Team Management

highest concern for people, highest concern for production

Country Club Management

highest concern for people, lowest concern for production

Distinctiveness

his daughter is always very positive and that is how she is expected to react in situations this is her ___________

ENTJ

his myers-briggs

intentional component

how an individual expects to behave toward or in the situation

merit pay

if you work really hard then you get a raise

highly cohesive

in a _______________ team, members work well together, support one another, and effectively reach their goals

contributions

in a psychological contract, ___________ are things like effort, skill, ability, time, or loyalty

inducements

in psychological contract, __________ are both tangible (pay) and intangible (status)

contributions

in psychological contract, the individual provides __________

inducements

in psychological contract, the organization provides __________

Empowerment

increased commitment to training is a condition for

Type A

individuals are competitive, devoted to work, and have a strong sense of time urgency

+ cohesiveness

interaction

+ cohesiveness

intergroup competition

- cohesiveness

intragroup competition

internal locus of control

is a belief that success/failure results from one's own behavior

workplace violence

is a dysfunctional behavior that managers must be prepared to address. It is a less common occurrence than the other negative behaviors mentioned.

Legitimate Request

is based on legitimate power

stock option plan

is established to give senior managers the option to buy company stock in the future at a fixed price

Management

is necessary to achieve orderly results

leadership

is necessary to create change

psychological contract

is not written on paper and the terms are not negotiated

merit pay

is pay awarded to employees on the basis of the relative value of their contributions to the organization.

expert power

is personal accrued power based on information or expertise possessed

locus of control

is the degree an individual believes their behavior directly impacts the consequences of that behavior

referent power

kvothe has this kind of power

participative leader behavior

leaders who are working hand in hand with their employees to achieve things

supportive leader behavior

leaders who offer resources so that tasks can be carried out more efficiently

achievement- oriented leader behavior

leaders who reward based on achievement

LPC theory

least-preferred coworker theory

authority compliance

lowest concern for people, highest concern for production

Impoverished Management

lowest concern for people, lowest concern for production

employee-centered leader behavior

managers are interested in developing a cohesive work group and ensuring that employees are satisfied with their job

Transformational Leaders

many technology companies have this type of leader and is why they are so successful

intergroup conflict

may occur due to interdependence, differences in goals, and resource competition

task group

mays school had a 50th year anniversary and there was a group formed about 2 years ago that was form to plan and execute that event, once the event was over the group was disbanded

Storming

members develop group structure and patterns of interaction (its usually involves some conflict that naturally develops)

performing

members enact roles and direct effort toward goal attainment and performance

forming

members get acquainted and test interpersonal behaviors (test boundaries)

Norming

members share acceptance of roles and sense of unity

middle of the road management

middle concern for people, middle concern for production

relatedness

need to belong and earn esteem

rational persuasion

occurs when a manager convinces a subordinate that compliance is in their best interests

creation of an obligation

occurs when a manager does a favor in hopes of receiving one in return.

personal identification

occurs when a manager realizes, then exploits, their referent power

intrarole conflict

occurs when a person gets conflicting demands from different sources within the context of the same role

interrole conflict

occurs when a person has two roles that conflict with one another

intrasender conflict

occurs when a single source sends clear but contradictory messages

instrumental compliance

occurs when a subordinate receives a reward for compliance

cognitive dissonance

occurs when an individual has conflicting attitudes

role conflict

occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive

piece-rate incentive plan

occurs when the organization pays a certain amount of money for every unit an employee produces

person-role conflict

occurs when the requirements of the role conflict with the enactor's values, attitudes and needs

job sharing

occurs when two or more employees do the work of one full-time employee

Power

one can have _____ without using it

Extinction

one of his coworkers was known for making dirty jokes at work and one thing that management did was they would just stop laughing so he eventually stopped making the jokes

selective perception

only listening to the information that you want to hear (only helpful if our basic perception is accurate)

job-centered leader behavior

pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance

vertical

people axis

expert power

people who are both leaders and managers tend to possess ________

two-factor theory of motivation

people's satisfaction and dissatisfaction are influenced by two independent set of factors - motivation factors and hygiene factors

referent power

personal accrued power based on identification, imitation, loyalty, or charisma

+ cohesiveness

personal attraction

existence

physiological and security needs

managers

plan, budget, organize, staff, and problem-solve these actions are attributed to who?

stock action plan

popular because costs are low and they align interests of manager and stockholders

task group

problem solving group or a special task group are examples of this

horizontal

production axis

fixed-interval schedule

provides reinforcement at fixed intervals of time, such as regular weekly paychecks

variable-interval schedule

provides reinforcement at varying intervals of time, such as occasional visits by the supervisor

fixed-ratio schedule

provides reinforcement only after a certain (fixed) number of correct responses (pavlov)

socioemotional role

provides social and emotional support to others on the team

creation of an obligation

quid pro quo argument

turnover

quitting work

fixed-ratio schedule

rats and cocaine is an example of this...literally wtf

organizational commitment

reflects an individual's identification with an attachment to the organization

Persuasion

relies on manipulation of logic and emotions

high EQ

research suggests that persons with ____________ may perform better than others

Expectancy Theory

says motivated workers will have high performance

Porter-Lawler Model

says that high performing workers will become motivated

5 dimensions of EQ

self-awareness, managing emotions, motivating oneself, empathy, social skills

growth

self-esteem and self-actualization

consideration behavior

shows concern for subordinates and attempt to establish a warm, friendly and supportive climate

Empowerment

sincere effort to spread power is a condition for

absenteeism

skipping work

psychological consequences of stress

sleep disturbances, depression, and family problems (relationship problems)

Norms

standards of behavior the group accepts and expects of its members

if executives are effective...

stock price should rise

positive reinforcement

strengthening behavior by presenting a desired stimulus after the behavior

Avoidance

strengthens behavior by avoiding unpleasant consequences

Interpersonal Demands

stressors associated with relationships that confront people

Physical Demands

stressors associated with the job setting

Role Demands

stressors associated with the role a person is expected to play

Task Demands

stressors associated with the specific job a person performs

LPC theory

suggests that appropriate styles of leadership vary with situational favorableness

Porter-Lawler Extension

suggests that high performance may lead to satisfaction that results from the rewards given for high performance

Expectancy Theory

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

hygiene factors

supervisors, working conditions, interpersonal relations, pay and security, company policies and administration

charismatic leaders

support and express confidence in others

Empowerment

systematic and patient efforts to empower is a condition for

4 categories of stressors

task, physical, role, interpersonal

power

the ability to affect the behavior of others

organizational citizenship

the behavior of individuals that make a positive overall contribution to the organization

risk propensity

the degree to which an individual is willing to take chances and make risky decisions

need for affiliation

the desire for human companionship and acceptance

need for power

the desire to be influential in a group and to control one's environment

consensus

the extent other people in the same situation behave the same way

Consistency

the extent the same person behaves in the same way at different times

Distinctiveness

the extent the same person behaves in the same way in other situations

self-esteem

the extent to which a person believes that he or she is a worthwhile and deserving individual

Cohesiveness

the extent to which team members are loyal and committed to the group, the degree of mutual attractiveness within the group

person-job fit

the extent to which the individuals contributions match the inducements offered by the organization

Socialization

the generalized norm conformity occurring as a person makes the transition from being an outsider to becoming an insider

Team Management

the ideal on the leadership grid

directive leader behavior

the ones giving directions, telling you how to do things

psychological contract

the overall set of expectations held by an individual with respect to their contributions to the organization and what the organization will provide in return

coercive power

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

reward power

the power to give or withhold rewards

Path-Goal Theory

the primary functions of a leader are to make desired rewards available and clarify the kinds of behavior that will lead to rewards

Stereotyping

the process of categorizing or labeling people on the basis of a single attribute

Empowerment

the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

participation

the process of giving employees a voice in making decisions about their own work

selective perception

the process of screening out information that we are uncomfortable with or that contradicts our beliefs

leader-member relations

the relationship between the leader and the work group

Personality

the relatively permanent set of psychological and behavioral attributes that distinguish one person from another

work environment

the resources to do the job

Leadership as a Property

the set of characteristics attributed to someone who is perceived to use influence successfully

role structure

the set of defined roles and the interrelationships among those roles that group members define and accept

Motivation

the set of forces that cause people to behave in certain ways

Perception

the set of processes by which an individual becomes aware of and interprets information about the environment

Performance Behaviors

the total set of work-related behaviors that the organization expects employees to display

Leadership and Management

they are related but not the same

Content Perspectives on Motivation

they discuss *what* motivates people, but do not describe *How* people are motivated

Empowerment

this causes employees to take a personal stake in work, and they get more excited about what their doing

Herzberg

this dude recommended job enrichment

piece-rate incentive plan

this is typically used in manufacturing and is used to increase production

referent power

this power is abstract but more likely associated with leadership

dysfunctional behavior

those that detract from, rather than contribute to, organizational performance

Country Club Management

thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Equity

to determine this, a person compares their ration of outcomes to inputs to someone else's ratio

Strategic Leadership

to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment

true

true or false: Non-financial incentives are just as effective as financial incentives in changing behavior.

false

true or false: Offering people regular reinforcement for desired behaviors at work guarantees increased long-term productivity.

true

true or false: Taking away something negative can act as a positive reinforcer.

- cohesiveness

unpleasant experiences

Leadership as a Process

use of noncoercive influence to shape goals, motivate behavior towards achievement of goals, and help define group or organizational culture

charismatic leaders

used enthusiasm and prior success to energize others

punishment

weakens undesired behaviors but builds resentment and hostility

Extinction

weakens undesired behaviors by ignoring or not reinforcing them

interrole conflict

when he gets involved in group projects for his consulting firm, one hand he is a group member but on the other hand he is also the boss those things contradict themselves

inducement

when something is given in return for support

information distortion

withholding or distorting information to influence subordinate's behavior

Team Management

work accomplishment is from committed people; interdependence through a "common stake" in organization purpose leads to relationships of trust and respect

Empowerment

workers must believe they are working *with* managers is a condition for

Equity

you discouraged from discussing salary because it causes dissatisfaction with this theory