MGMT 371 Exam 2

observation learning

-social learning theory argues that people in organizations have the ability to learn through the observation of others -behavioral modeling involves observing and learning from others and then repeating the action -*4 steps in the observation process*

When there is no acceptable alternative and you cannot win, use the ________ style of conflict resolution.

avoiding

economic exchange relationships

based on narrowly defined, quid pro quo obligations that are specified in advance and have an explicit repayment schedule

Which of the following is characteristic of social exchange relationships?

based on obligations that are open-ended

Satisficing

choosing the first acceptable alternative

Which of the following answer options is not an example of a decision-making bias?

consensus

Resistance is most likely to occur when the target

considers the request inappropriate or unreasonable.

Which of the following describes the purpose and activities of a parallel team?

to provide recommendations and resolve issues not specifically connected to production

Team types

-5 categories of teams are distinguished by purpose, length of existence, and time involvement required of individual members 1. Work teams 2. Management team 3. Parallel teams 4. Project teams 5. Action teams

Climate of Transfer

an environment that can support the use of new skills

expectancy theory

an individual will behave or act in a certain way because they are motivated to select a specific behavior over others due to what they expect the result of that selected behavior will be

Psychological empowerment

an intrinsic form of motivation derived from the belief that one's work tasks are contributing to some larger purpose

This influence tactic occurs when the requestor clearly explains why performing the request will benefit the target personally.

appraising

How does learning affect job performance and organizational commitment?

-Learning has a moderate positive relationship with job performance -Learning has a weak positive organizational commitment

Goal orientation learning

-Learning orientation: building competence is deemed more important than demonstrating competence -performance - prove orientation: focus is on demonstrating competence so that others think favorably of them -Performance-avoid orientation - focus is on demonstrating competence so that others will not think poorly of them

How important are team characteristics?

-Team characteristics can impact team performance and team commitment -Team viability refers to the likelihood that the team can work together effectively into the future -Task performance is moderately higher in teams in which members work closely together than when members work independently -Task interdependence does not significantly increase team commitment

reinforcement learning

-also known as operant conditioning -we learn by observing the link between our voluntary behavior and the consequences that follow

five aspects of team composition are

-member roles -member ability -member personality -team diversity -team size

How does motivation affect job performance and organizational commitment?

-motivation has a strong positive effect on job performance -motivation has a moderate positive relationship with organizational commitment

disposition-based trust

-trust propensity a general expectation that the words, promises, and statements of individuals and groups can be relied upon -factors: genetics, upbringing and culture

Marisa's boss Luna is often insulting to employees she does not like. Luna also mocks the personal appearance and habits of some of Marisa's coworkers. Luna's behavior is an example of

abusive supervision

equity theory

acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people

What is organizational politics?

actions by individuals that are directed toward the goal of furthering their own self-interests

Risk

actually becoming vulnerable

At his sales firm, Angus tends to have a negative attitude and deflates his group members by being hostile toward their ideas and accomplishments. Angus fills the individualistic role of

aggressor

programmed decisions

automatic because knowledge allows employee to recognize a situation and the needed course of action -intuition: emotionally charged judgement arising through quick, nonconscious, and holistic associations -crisis situation: urgent problem must be addressed immediately

individualistic roles

behaviors that benefit the individual at the expense of the team (aggressor, dominator, recognition seeker)

Hybrid outcome interdependence bases employee compensation on

both team and individual performance.

limited information

bounded rationality - do not have the ability or resources to process all available information and alternatives

The aspect of power that involves how important a person's job is and how many people depend on that person to accomplish their tasks is known as

centrality

The type of power most likely to result in negative feelings toward those who wield it is

coercive

parallel teams

composed of members from various jobs who provide recommendations to managers about important issues that run "parallel" to the organization's production process

what two qualities make goals strong predictors of task performance

difficult and specific -having difficult and specific goals increases self-set goals and tasks strategies

Geraldo is talking about his new job with his brother. He says he likes this job better than his previous jobs because now he feels respected, and he knows he is doing important work. He has always felt a need to feel this way at work, and now he finally does. Geraldo is describing how his job meets his need for

esteem

(T/F) Justice concepts can be used to explain why authorities decide to act in a trustworthy or untrustworthy manner.

false

(T/F) Learning refers to the process of generating and choosing from a set of alternatives to solve a problem.

false

(T/F) Research shows that even people with a strong sense of moral identity are still highly susceptible to situational pressures.

false

(T/F) When considering reinforcement schedules, remember that fixed schedules lead to higher levels of performance than variable schedules.

false

(t/f) Distributive bargaining has a tendency to produce a higher level of outcome favorability when both parties' views are considered, compared with integrative bargaining.

false

(t/f) Leaders use avoiding when they know they are right and a quick decision needs to be made.

false

(t/f) Pooled interdependence requires the highest level of interaction and coordination among members as they try to accomplish work.

false

(t/f) Rational persuasion is a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction.

false

(t/f) The team-building role of gatekeeper-expediter determines the direction of the team's discussion.

false

Behaviors are reinforced after a certain number of them have been exhibited under a ________ schedule of reinforcement.

fixed ratio

project teams

formed to take on "one-time" tasks that are generally complex and require a lot of input from members with different types of training and expertise

Ike, George, and Mike work at an ice producing facility in the same job classification. Ike arrives at work late, produces and loads fewer bags of ice than George and Mike, and never volunteers to sweep up during his break, unlike the other workers. After talking to George and Mike, Ike learns that even though they have all been employed the same length of time, he is being paid two dollars more per hour than they are because they were hired through an outside personnel agency. According to equity theory, which of the following emotions is Ike likely to display?

guilt

Blaze feels his workers need to know they are doing something that makes a difference to the company. Blaze walks around among his employees and uses phrases such as "moving forward," "being on track," and "getting there" to convey a sense of

impact

Which of the following attributes is associated with cognitive-based trust?

integrity

Emotionally charged judgments that arise through quick, nonconscious, and holistic associations are known as

intuition

What reflects the perceived quality of a company's goods and services in the eyes of the public?

its reputation

The use of power and influence to direct the activities of followers toward goal achievement is known as

leadership

Comprehensive interdependence

members interact to a high degree to coordinate and perform tasks

Reciprocal interdependence

members perform specialized tasks and then interact with other members to complete work

hybrid outcome interdependence

members receive rewards that are dependent on both their team's performance and how well they perform as individuals

Pooled interdependence

members work independently and then pool the results

Sequential interdependence

members work on specialized tasks in a prescribed order

Which of the following compensation plan elements result in a change to base pay?

merit pay

The correlation between power and influence on the one hand, and organizational commitment on the other, is

moderate and positive.

moral awareness (perception)

occurs when an authority recognizes that a moral issue exists in a situation or that an ethical standard or principle is relevant to the circumstance -depends on moral intensity

What steps can organizations take to increase employee motivation?

organizations use compensation practices to increase motivation. may include individual-focused elements, unit-focused elements, or organization-focused elements

Gilbert would like to foster goal commitment in his department. He decides to do this by encouraging the collaboration of employees and leaders on setting the specific proficiency level and due date for a major production goal so that the employees feel a sense of ownership over the goal. Gilbert has implemented a strategy known as

participation

fundamental attribution error

people have a tendency to judge others behaviors as due to internal factors

procedural justice

perceptions of fairness related to whether or not the rules of fair process have been followed -rules: voice, correctability, bias suppression, representativeness, accuracy

action teams

perform tasks that are normally limited in duration. However, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature.

moral intensity

potential for harm and social pressure

positive valence

prefer having the outcome (salary increase) - outcomes that satisfy needs are more positively valenced

negative valence

prefer not having outcome (disciplinary action, termination)

nonprogrammed decisions

problem is new, complex, or not recognized -For nonprogrammed decisions, the rational decision-making model: 1. Offers a step-by-step approach of making decisions 2. Is designed to maximize outcomes by examining all available alternatives

Keenan had worked at the post office for many years, accepting packages for mailing that customers had packed themselves. Keenan could look at a package and tell if it met mailing specifications, and any corrective actions that needed taken. His quick assessments were based on ________ decisions.

programmed

similarity-attraction approach

proposes that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them

Moral intensity is driven by two general dimensions: potential for harm and social pressure. Which of the following answer options is a specific facet of the social pressure dimension?

proximity

The type of power that exists when others have a desire to identify and be associated with a person is ________ power.

referent

Deep-level diversity

refers to diversity of attributes that are difficult to observe initially but can be inferred through direct experience, such as ones values or personality

Surface-level diversity

refers to diversity of observable attributes such as race, gender, ethnicity, and age

valence

reflects the anticipated value of the outcomes associated with performance

distributive justice

reflects the perceived fairness of decision-making outcomes -gauged by perceived fairness of outcomes such as pay, promotions, and assignments

Interpersonal justice

reflects the perceived fairness of the treatment received by employees from authorities

Multiple team membership

research indicates that when employees are part of several teams they do not identify with each team equally

The tendency for people to see their environment only as it affects them and as it is consistent with their expectations is known as

selective perception

additive tasks

tasks for which the contributions from every member add up to determine team performance

conjunctive tasks

tasks for which the team's performance depends on the abilities of the team's weakest link

disjunctive tasks

tasks with an objectively verifiable best solution for which the member with the highest level of ability has the most influence on team effectiveness

expectancy

the belief that a high level of effort will lead to the successful performance of a task

self-efficacy

the belief that a person has the capabilities needed to execute the behaviors required for task success

Instrumentality

the belief that successful performance will result in certain outcomes

ethics

the degree to which the behaviors of an authority are in accordance with generally accepted moral norms

justice

the perceived fairness of an authority's decision making

What is trust?

the willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions (interpersonal)

work teams

their purpose is to produce goods or services, and they generally require a full-time commitment from their members

When the knowledge, skills, and behaviors used on the job are maintained by the learner once the period of learning ends, and generalized to the workplace once the learner returns to the job, this is known as

transfer of training.

How do employees respond to inequality?

triggers equity distress (under-rewarded and over-rewarded). and internal tension that can only be alleviated by restoring balance to the ratios. it can result in -being constructive and proactive -being destructive (underewarded) -negative emotions like guilt or anxiety

(T/F) According to expectancy theory, motivational force equals zero if expectancy, instrumentality, or valence is zero.

true

(T/F) Disposition-based trust depends on the trustor's propensity to trust.

true

(T/F) Informational justice is fostered when authorities, truthfully and candidly, explain decision-making procedures and outcomes in a comprehensive and reasonable manner.

true

(t/f) A team with low viability is bound to have problems in the long run.

true

(t/f) Employees with higher levels of expertise may become more highly valued commodities on the job market, thereby reducing their levels of continuance commitment.

true

(t/f) Fault lines develop in diverse groups when informal subgroups form based on similarity in surface-level attributes such as gender or other characteristics.

true

(t/f) People with legitimate power have the understood right to ask others to do things that are considered within the scope of their authority.

true

(t/f) The four dimensions of political skill are networking ability, social astuteness, interpersonal influence, and apparent sincerity.

true

(t/f) Work teams have the highest levels of worker involvement.

true

cognition-based trust

trustworthiness - the characteristics or attributes of a trustee that inspire trust -ability, benevolence, integrity

Tacit knowledge is

typically job- or situation-specific.

goal setting theory

views goals as the primary drivers of the intensity and persistence of effort

transfer of training

when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job

Value in diversity problem-solving approach

a theory that supports team diversity because it provides a larger pool of knowledge and perspectives

team viability

the likelihood that the team can work together effectively into the future

Team composition

-the mix of people who make up the team -the right mix of knowledge, skills, abilities, and personalities is an important factor in team effectiveness

member roles

A role is the pattern of behavior a person is expected to display in a given context -roles in team contexts are based on task, decision-making and leadership activities

Which of the following questions is used to evaluate informational justice?

Do authorities explain procedures thoroughly?

Expectancy can be shaped by

self-efficacy -past accomplishments -vicarious experience -verbal persuasion -emotional cues

Which motivating force has the strongest effect on performance?

self-efficacy or competence

Goal Interdependence

Exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result

Motivational forces =

Expectancy x instrumentality x valence

(T/F) Instrumentality reflects the anticipated value of the outcomes associated with performance.

False

(T/F) Meaningfulness is a concept in psychological empowerment that reflects a sense of choice in the initiation and continuation of work tasks.

False

(T/F) Motivation is a set of distinctive, external forces.

False

(T/F) Of the knowledge contained in organizations, 90 percent is explicit knowledge.

False

(T/F) Procedural justice reflects the perceived fairness of the communications provided to employees from authorities.

False

Which of the following characterizes pooled interdependence?

Group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output.

Decision-making styles

In addition to specific behaviors, leaders can be separated by the style they use when making important decisions -Focus on how a leader decides, not what the decision is -These styles vary in how much control is retained by the leader, and how much control is given to the follows

leader traits

Individual traits are more predictive of leader emergence than of leader effectiveness -Traits are only weakly correlated with leader effectiveness

Why teams have become widespread

Interactions allow the team to pool complementary knowledge and skills

Which of the following accurately describes the correlation between task interdependence and team performance?

It is moderate and positive.

Which of the following is true of the ethical component of corporate social responsibility?

It suggests the organization has reached the principled level of moral development.

What steps can organizations take to become more trustworthy?

Organizations can become more trustworthy by emphasizing corporate social responsibility, a perspective that acknowledges that the responsibilities of a business encompass the economic, legal, ethical, and citizenship expectations of society

When is political behavior most likely to occur?

Political behavior is most likely to occur in organizational situations in which individual outcomes are uncertain

How does power and influence affect job performance and organizational commitment?

Power and influence have moderate positive relationships with job performance and organizational commitment

moral principles

Prescriptive guides for making moral judgments

task interdependence

Refers to the degree to which team members interact with and rely on other members for the information, materials, and resources needed to accomplish work for the team

What is learning?

Reflects relatively permanent changes in an employees knowledge or skill that result from experience

moral intent (cognition)

Reflects the authority's degree of commitment to a moral action

Which of the following is characteristic of the preconventional stage of moral development?

Relationships are based on self-interest, with little concern for loyalty, gratitude, or fairness.

What characteristics can be used to describe teams?

Task, unit, and member qualities

management teams

Teams that coordinate and provide direction to the subunits to work towards common goals

How does learning affect decision making?

The more knowledge and skills employees possess, the more likely they are to make accurate and sound decisions

Day-to-day behaviors

There are two broad dimensions that encompass most leadership behaviors -Consideration: Create climate of concern & communication; create relationships of respect, trust, & considering employee feelings -Initiating Structure: Defining and structuring roles of employees; directing activities

What steps can organizations take to foster learning?

Through various forms of training, companies can give employees more knowledge and a wider array of experiences that they can use to make decisions

Why are some leaders more effective than others?

Traits Day-to-day behaviors Decision-making styles Transformational leadership behaviors

(T/F) Employees who feel a sense of equity on the job are more likely to engage in citizenship behaviors.

True

Variations within team types

Variations that can impact a teams effectiveness: 1. The degree of autonomy or self-management the team has 2. Modes of communication, such as virtual teams in which the members are geographically dispersed and communicate electronically 3. How much experience the team has working together

Negotiator biases

When negotiators perceive themselves as having more power than the other party, they tend to demand more and concede less

What 3 beliefs help determine work effort, according to expectancy theory?

effort is directed toward behaviors when effort is believed to result in performance (expectancy), performance is believed to result in outcomes (instrumentality), and those outcomes are anticipated to be valuable (valence).

Amy motivates her team, always pushing them to try to improve. Amy fulfils the team task role of

energizer.

Active listening, asking questions, and making one's case are all part of the step in the negotiation process known as

exchanging information

communities of practice

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

Goal setting theory argues that assigning employees specific, difficult goals will result in

higher levels of performance

The moderate correlation between learning and job performance may be underestimated because

it is difficult to measure tacit knowledge, which is relevant to task performance, due to its unspoken nature.

zero valence

no interest in outcome either way (bored with outcome)

Sharon joined a team that was responsible for boosting sales on last year's electronic models. The team began in January and was scheduled to run until May, meeting once a week. The team consisted of four women, all with marketing and sales background. When the group first met, they learned they had much in common, outside of work. Now, the majority of time each meeting was spent talking about spouses, children, shopping, and hobbies. At the first meeting in March, one of the four said, "You know, we have to have a presentation ready in less than two month." That seems to set everyone in motion. The group quickly divided responsibilities and set to work. The presentation was a success. This scenario describes

punctuated equilibrium

Bernadette would like to generate intrinsic motivation in her employees because she feels it will ultimately lead to better performance. Which of the following outcomes would foster the intrinsic motivation she wants?

skill development

SMART goals

specific, measureable, achievable, results-based, time sensitive

Project teams are formed to

take on "one-time" tasks that are often complex and require input from members with different types of training and expertise.

How important is leadership?

A leader can make or break an organization. It has a profound effect on your employees and organizations.

Motivation

A set of energetic forces that originate both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence

What is a team?

A team consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose

team size

Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks

Transformational leadership

More of a motivational approach than transactional or laissez-faire charismatic (Idealized Influence)create a shared vision (Inspirational Motivation)are seen as agents of change (Intellectual Stimulation)support & coach followers (Individualized Consideration)

escalation of commitment

The decision to continue to follow a failing course of action 1. "Throwing away good money after bad" 2. Becomes stronger when decision makers have invested a lot of money into he decision and when the project in question seems quite close to completion

team diversity

The degree to which members are different from one another

Outcome interdependence

The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals

Which of the following scenarios is an example of deep-level diversity?

Trixie's team of six managers includes two members who see the glass as half-empty while the other four see the glass as half full, and two members who clash on whether a company should be managed top-down or bottom-up.

(T/F) The performance-avoid orientation is associated with high levels of anxiety and lower levels of learning.

True

how does trust affect job performance and organizational commitment?

Trust has a moderate positive relationship with job performance and a strong positive relationship with organizational commitment

Which of the following is characteristic of disposition-based trust?

Trust is based on the general propensity of the trustor to trust others.

cognitive moral development theory

as people age and mature, they move through various stages of moral development, each more mature and sophisticated than the prior one

A formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge is known as ________ training.

behavioral modeling

Bob has to create a compensation plan for team members at his manufacturing facility. Which of the following approaches would give him the best plan?

combine high task interdependence with high outcome interdependence

The process of generating and choosing from a set of alternatives to solve a problem is called

decision making

Sal and Brianna find out that Debby got a 10% annual salary increase, while they each got a 5% increase. Since all three of them had the same level of sales over the last year, Sal and Brianna think the situation lacks:

distributive justice.

moral judgement (cognition)

occurs when an authority identifies the morally right course of action

When actions by individuals in an organization are directed toward the goal of furthering their own self-interests, this is known as

organizational politics

what does it mean to be equitably treated according to equity theory?

rewards are equitable when a person's ratio of outcomes to inputs matches those of some relevant comparison other -your outcomes/your inputs = others outcomes/others inputs

affect-based trust

trust rooted in emotion rather than reason -based on an emotional bond with the trustee -acts as a supplement to other types of trust

How do leaders use their power and influence to resolve conflicts in the workplace?

1. Competing - assertive, uncooperative (win-lose) 2. Collaborating - assertive, cooperative (win-win) - BEST OPTION 3. Compromise - is in the middle; temporary fix of the problem and involves moderate concern for one's own outcomes and other's outcomes 4. Avoiding - unassertive, uncooperative (lose-lose) 5. Accommodating - unassertive, cooperative (lose-win)

Attribution process

1. Consensus: did others act the same way under similar situations? 2. Distinctiveness: does this person tend to act differently in other circumstances? 3. Consistency: does this person always do this when performing this task?

What are the ways in which leaders negotiate in the workplace?

1. Distributive bargaining - win-lose style with fixed pie, zero sum conditions 2. Integrative bargaining - win-win style utilizing mutual respect and problem solving

What types of knowledge can employees gain as they learn and build expertise?

1. Explicit knowledge - easy to communicate and teach 2. Tacit knowledge - more difficult to communicate; gained with experience

Stages of team development

1. Forming: members orient themselves to team boundaries 2. Storming: conflict occurs because members remain committed to the ideas they bring with them to the team 3. Norming: members realize they need to work together and begin to cooperate 4. Performing: members are comfortable in their roles, and the teammates progress toward goals 5. Adjourning: members experience anxiety and other emotions as they disengage and ultimately separate from the team

faulty attributions

1. Fundamental attribution error: a tendency to judge others' behavior as due to internal factors such as ability or attitude 2. Self-serving bias: attribute our failures to external factors and our successes to internal factors 3. Attribution process 4. Escalation of commitment

what is the four-component model of ethical decision making?

1. Moral awareness (perception) 2. Moral judgement (cognition) 3. moral intent (cognition) 4. ethical behavior

What behaviors do leaders exhibit when trying to influence others, and which of these is most effective?

1. Most effective - Rational persuasion - using logical arguments and facts - Inspirational appeal - appealing to values and ideals to create an emotional reaction - Consultation - allowing target to participate in decision - Collaboration - working together to maximize outcomes 2. Somewhat effective - Ingratiation - using favors 3. Least effective - Pressure - using coercive power through threats or demands - Coalitions - enlisting others to help influence the target - Exchange tactic - offering a reward or resource in return for performing a request

What are the different types of power that leaders possess, and when can they use those types most effectively?

1. Organizational forms of power derives from a person's position within an organization - Legitimate power is based on a position of authority in an organization - Reward power is based on control of resources or benefits - Coercive power is based on ability to punish 2. Personal forms of power derives from the individual - Expert power is based on expertise, skill, or knowledge - referent power exists when others have a desire to identify and associated with a person

stages of cognitive moral development

1. Preconventional stage: focuses on consequences of actions for the individual 2. Conventional stage: references the expectations of one's family and society 3. Principled stage: the most advanced, uses a set of defined, established moral principles

What are the methods by which employees learn in organizations?

1. Reinforcement 2. Observation 3. goal orientation

faulty perceptions

1. Selective perception: tendency to see the environment only as it affects them, consistent with their expectations 2. Projection bias: belief that others think, feel, and act the same way they do 3. Social identity theory: people identify with groups and judge others by their group memberships 4. Stereotype: assumptions are made about others on the basis of their membership in a social group 5. Heuristics: simple, efficient rules of thumb that allow us to make decisions more easily 6. Availability bias: tendency to base judgements on information that is easier to recall

What dimensions can be used to describe the trustworthiness of an authority?

1. ability - skills, competencies, and areas of expertise that enable an authority to be successful in some specific area 2. benevolence - the authority wants to do good for the trustor, apart from any selfish or profit-centered motives 3. integrity - set of values the authority adheres to that the trustor finds acceptable

In what 3 sources can trust be rooted?

1. disposition-based 2. cognition based 3. affect-based

What dimensions can be used to describe the fairness of an authority's decision making?

1. distributive justice 2. procedural justice 3. interpersonal justice 4. informational justice

What decision-making problems can prevent employees from translating their learning into accurate decisions?

1. limited information 2. faulty perceptions 3. faulty attributions

What 4 beliefs determine empowerment levels?

1. meaningfulness - captures the value of a work goal or purpose relative to a person's own ideals and passions 2. self-determination - reflects a sense of choice in the initiation and continuation of work tasks 3. competence - captures a person's belief in his or her capability to perform work tasks successfully 4. impacts - reflects the sense that a person's actions "make a difference" - that progress is being made toward fulfilling some important purpose

What 2 methods can employees use to make decision?

1. programmed decisions 2. nonprogrammed decisions

Member personality

3 traits especially critical in teams -agreeable: cooperative and trusting, tendencies that promote positive attitudes about the team and smooth interpersonal interactions -conscientious: dependable and work hard to achieve goals -extraverted: perform more effectively in interpersonal contexts and are more positive and optimistic in general

What is leadership, and what role does power play in leadership?

Leadership is the use of power and influence to direct the activities of followers toward goal achievement