Chapter 11 thru 14 combined
During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks
TRUE
Groupthink is a cohesive group's blind unwillingness to consider alternatives
TRUE
What role is behavior that concentrates on getting the team's work done
Task
Jakob thought he'd enjoy his job as a web designed, but it turns out that he is responsible only for updating web pages and not for creating them, too. According to the jobs characteristics model, Jakorb has low ______________ p. 415
Task Identity
A ________ consists of behavior that concentrates on getting the team's tasks done.
Task Role
Which core job characteristic describes the extent to which a job requires the worker to perform all of the tasks needed to complete the job from beginning to end?
Task identity
The extent to which a job requires the worker to perform all the tasks needed to complete the job from beginning to end.
Task identity.
Darren is interviewing for a new administrative assistant. The three people he interviewed include an older woman, a man in a wheelchair, and a recent college graduate with beautiful blonde hair. Darren knew just by looking at each candidate which one he would hire. His impression of each person was based on a single trait. This is known as __________.
The Halo Effect
Emotional intelligence
The ability to monitor your own feelings and those of others and to use this information to guide your thinking and actions is referred to as ........
Collaboration
The act of sharing information and coordinating efforts to achieve a collective outcome.
The job diagnostic surevey used in connection with the job characteristics model measures an individual's motivating potential score (MPS), which suggests
The amount of internal work motivation associated with a specific job.
Implicit Bias
The attitudes or beliefs that affect our understanding, actions ad decisions in an unconscious manner.
Self-efficacy
The belief in one's personal ability to do a task
Well-being
The combined impact of five elements - positive emotions, engagement, relationships, meaning, and achievement (PERMA)
Glass Ceiling
The metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs.
Extrinsic reward
The payoff, such as money, a person receives from others for performing a particular task.
Organizational Demands
The physical environments of some jobs are sources of stress: poor lighting, loud noise, no privacy, physical environmental factors, poultry processing, asbestos removal, coal mining, fire fighting, police work, ambulance driving
**
The primary task of leadership is to communicate the vision and the values of an organization; second, leaders must win support for the vision and values they articulate; and third, leaders have to reinforce the vision and the values. Whereas management is a process that lots of people are able to learn, leadership is more visionary.
Forming
The process of getting oriented and acquainted
Perception
The process of interpreting and understanding one's environment
Scientific management
The process of reducing the number of tasks a worker performs.
Negative reinforcement
The process of strengthening a behavior by withdrawing something negative.
Motivation
The psychological processes that arouse and direct goal-directing behavior.
Stressor
The source of stress
Stereotyping
The tendency to attribute an individual the characteristics one believes are typical of the group to which that individual belongs.
Stress
The tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to hadle them effectively.
Positive reinforcement
The use of positive consequences to strengthen a particular behavior.
Extinction
The weakening of behavior by ignoring it or making sure it is not reinforced.
Behavior
Their actions and judgements
Content perspectives or Need-based perspectives
Theories that emphasize the nee4ds that motivate people.
Need-based perspectives or Content perspectives
Theories that emphasize the nee4ds that motivate people.
***
These influence tactics are considered generic because they are applied in all directions: within the organization. The first five influence tactics are considered "soft" tactics because they are considered friendlier than the las four "hard," or pressure, tactics. The three possible responses to an influence tactics -enthusiastic, commitment, grading compliance, and outright resistance- commitment is most apt to result when the tactics used are consultation, strong rational persuasion, and inspirational appeals.
Ensuring people do their jobs- motivating and inspiring
They appeal to "basic but often untapped human needs, values, and emotions." Keep people moving in the right direction. Leaders inspire others, provide emotional support, and try to get employees to rally around common goal. *** (IMPORTANT) Leaders also play a role in creating a vision and strategic plan for the organization, which managers are then charged with implementing.
True statement about norms:
They are typically unwritten They exert a powerful influence on group behavior
Creating arrangements of people to accomplish an agenda- aligning people
They communicate the new direction to people in the company who can understand the vision and build coalitions that will realize it.
Which of the following are accurate statements about the LGBT community.
They receive decreased pay as compared to their straight counterparts LGBTQ supportive workplace policies can mitigate some of the negative effects of discrimination. Over half self report that they feel they have to hide who they are at work.
Organizational citizenship behaviors
Those employee behaviors that are not directly part of employee's job description that exceed their work-role requirements.
Internal dimensions of diversity
Those human differences that exert a powerful, sustained effect throughout every stage of our lives: gender, age, ethnicity, race, sexual orientation, and physical abilities.
Expectancy theory
Three elements: Expectancy Instrumentality Valence
Acquired Needs Theory (David McClelland)
Three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace.
According to equity theory, which of the following would be characterized as inputs?
Time, effort, training, experience, intelligence, creativity, seniority, status
According to a 1970s study, work groups that experience too little conflict tend to experience which of the following?
Too little conflict (indolence) results in Apathy, lack of creativity, indecision, and missed deadline.
Indolence - too little conflict
Too little conflict (indolence) results in Apathy, lack of creativity, indecision, and missed deadline.
T or F Managers should ask questions to determine what rewards are valued by employees when utilizing Expectancy Theory to motivate workers.
True
T or F Organizational citizenship behaviors are those behaviors not directly part of the employee's job descriptions that exceed their work-role requirements.
True
True/False: A role is a set of behaviors that people expect of occupants in a certain position.
True
Reciprocating faith in others' intentional and behaviors is known as:
Trust
Which of the following are potential methods to build trust in your team members
Trust based on credibility integrity Offer support Show respect Show predictability
Inspirational appeal
Trying to build enthusiasms or confidence by appealing to others' emotions, ideals, or values.
counterproductive work behaviors (CWB)
Types of behavior that harm employees and the organizationas a whole
Persuade Tactics
Using demands, threats, or intimidation to going to gain compliance.
Laura's manager is retiring in six months, and Laura really want to be promoted to succeed her. In terms of expectancy theory, Laura has a high _______ in regard to her job.
Valence. Valence is value, the importance a worker assigns to the possible outcome or reward.
Which of the following are four conclusions we can draw from trait theory?
We cannot ignore the implications of leadership traits The positive and "triad triad" traits suggest the qualities you should cultivate and avoid. Organizations may want to include personality and trait assessments in their selection and evaluation process Global mind-set is an increasingly valued task-oriented trait.
Halo effect
We form an impression of an individual based on a single trait
Role Conflict
When one feels torn by the different expectations of important people in one's life.
Legitimate power
Which all managers have, is power that results form managers' formal positions within the organization.
Trait approaches to leadership
Which attempt to identify distinctive characteristics that account for the effectiveness of leaders.
Which of the following conditions supports teamwork?
Workers not feeling they are being exploited by others Work that is considered meaningful
External locus of control
You believe external forces control you.
internal Locus of control
You believe you control your own destiny
The basic lesson of Herzberg's research is that_______________________
You should first eliminate dissatisfaction (hygiene factors), making the working conditions, pay levels, and company policies are reasonable. You should then concentrate on spurring motivation by providing opportunities for achievement, recognition, responsibility, and personal growth (motivating factors).
Global Mind-set
Your belief in your ability to influence dissimilar others in a global context
ingratiating tactics
acting humble or friendly or making someone feel good or feel important before making a request
Depicting older workers as less involved in their work, less motivated, and having higher absenteeism than their younger counterparts in the workplace is a stereotype based on
age
Travis asked his mother if she thought he should look for a new job because he wasn't happy in his current one. She told him it probably wouldn't matter because he was never happy with any job he had been in. His mother is remarking about Travis's ___________
attitude
The activity of inferring causes for observed behavior is known as casual ____________
attribution
Jobs with high __________ allow workers to set their own schedules and decide how to perform the necessary tasks.
autonomy
Self ______is the ability to read your own emotions and accurately assess your moods so that you know how your are affecting others.
awareness
Distress
bad stressor, results in anxiety and illness
People's values and attitudes affect their workplace __________, which includes their actions and judgements.
behavior
______ leadership approaches attempt to determine the distinctive styles used by effective leaders
behavioral
Strong stressors
can dramatically strain a person's ability to adapt.
e-leadership
can involve one-to-one, one-to-many, within a group and between-group and collective interactions via information technology
A leader who displays an interpersonal attraction that inspires acceptance and support is demonstrating _____________
charisma
Getting others to support your effort to persuade someone is an example of persuasion by ______________ tactics
coalition
Louisa is a real estate salesperson. When she sells a house, she earns a sales _____________ equal to 6% of the sales price of the house.
commission
Louisa is a real estate salesperson. When she sells a house, she earns a sales _______ equal to 6% of the sales price of the house.
commission.
The extent to which an employee identifies an organization and is committed t its goals is known as organizational ______________
commitment
Jordan enjoys working at his company because it has the philosophy that every employee is making an important contribution. As a result, there is a mutual level of respect among all employees. In this situation, the company is creating a feeling of ________.
community
According to the self-determination theory, people are driven to try to grow and attain fulfillment, and their behavior and well-being is influenced by what three innate needs?
competence. autonomy. relatedness.
Team _________________ describes the collection of jobs, personalities, values, knowledge, experience, and skills of team members.
composition
One management responsibility is to identify when to create _________, not simply when to mitigate it.
conflict
People in the office can always count on Tyrone to get the job done. He's methodical detail-oriented and his work is always completed on time. Which of the Big Fie personality dimensions would this illustrate.
conscientiousness
Susan was able to get Steve to work with her in making decisions about how the new office should look by asking him for his thoughts on the design. This is an example of the _________________ influence tactic.
consultation
Delete
contingency
path-goal leadership is one of the__ leadership approaches and states that leader effectiveness depends on tying meaningful rewards to accomplishment, reducing barriers to success, and providing support
contingency
Ro's employee has been coming back from lunch drunk and performed poorly as a result. This employee is displaying a ________ work behavior.
counterproductive
A _________ team is a team composed of people from different departments, such as sales and production, who are pursuing a common objective.
cross-fuctional
Jeremy felt that it was important to include a department head from each area of the company in the decision to purchase an additional warehouse. What type of team does Jeremy want to form?
cross-functional
Organizational behavior (OB)
dedicated to better understanding and managing people at word. Not only explain workplace behavior but also predict it.
Employee engagement
defined as an individual's involvement, satisfaction, and enthusiasm for work.
task structure
dimension of situational control is the extent to which subordinates perform unambiguous, easily understood routine tasks.
attempts to identify__that account for the effectiveness of leaders are the foundation of the trait approaches
distinctive characteratics
Large teams often divide work into particular tasks that are assigned to particular workers. This is known as _________.
division of labor
Negative conflict that hinders the organization's performance or threatens its interests is known as ____________ conflict.
dysfunctional conflict.
Which of the following are considered external dimensions of diversity
educational background, marital status, parental status, religion, income, geographic location,, work experience, recreational habits, appearance, personal habits.
The basic lesson for Herzberg's research is that _____.
employers should attempt to eliminate job dissatisfaction before addressing job satisfaction.
Jenna loves her job. She is known as the "cheerleader" of the department because she is enthusiastic about every project and highly focused. Jenna displays employee ________
engagement
Jasmine previously handled only accounts payable in the company. However, her job has changed so that she now handles accounts receivable as well. This is an example of job ________________________
enlargement
In order to increase variety and positively impact worker motivation, Grant Industries increases the number of tasks in each jobs on the assembly line. This practice is known as job _____.
enlargement. (increasing the number of tasks in a job.)
In order to better motivate his employees, Enzo gave them tasks with added responsibility and room for recognition. Enzo was using job _____________
enrichment
Reminding someone of past favors or offering to trade favors is an example of persuasion by _________ tactics
exchange
Jake is confident that if he studies hard for the next test, he'll earn a high score. In terms of motivation theory, this is an example of _____________________________
expectancy
When a supervisor no longer gives bonuses for selling a particular product, employees are less likely to try to sell that product. This is a type of reinforcement called ____________
extinction
Janeen's boss is so pleased with her sales performance during the past quarter that he gives her bonus. In terms of the model of motivation, the bonus represents a(n) ______.
extrinsic reward.
In relationship to the goal-setting theory, what is necessary to have so that employees know if they are on the right track when working on a project?
feedback.
the model that requires a manager to assess her own style and her situational control is ______
fiedlers contingency model
According to the text, what is the modern way of designing jobs?
fitting jobs to people
According to the text, what are the modern way of designing jobs?
fitting jobs to people.
leaders especially want ______ who are productive, reliable, honest, cooperative, proactive, and flexible
followers
A(n) __________ group is established by the organization to accomplish specific goals.
formal
The stage of group and team development that involves getting oriented and acquainted is known as:
forming
New governmental regulations were going to force Tyler's company to redesign its entire production system, but Tyler knew that after the work was done, his company would benefit. This demonstrates the ideas of a _______________ conflict.
functional
The distribution of savings to groups of employees who reduced costs and increased measurable productivity is known as _______.
gainsharing. Gainsharing is the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity.
As much as she loved her job at the advertising agency, Molly decided to pursue a career with another company. She realized that women were never promoted to top positions at the advertising agency - all of the executives were men and the office grapevine told her that would never change. What obstacle is Molly encountering.
glass ceiling
Eustress
good stressor, can stimulate a person to better coping ad adaptation
A __________ is defined as two or more freely interacting individuals who share collective norms and goals and have a common identity.
group
Operant conditioning
he process of controlling behavior by manipulating its consequences.
Trina never disagrees with what her manager asks her to do on a project even if she thinks there is a better way to do the job. Which type of follower does Trina represent?
helpers
Programs that encourage employees to strive for a harmonious and productive balance of physical, mental, and social well-being brought about by the acceptance of one's personal responsibility for developing and adhering to a health promotion program are commonly referred to as _________ programs.
holistic wellness
A relatively stable trait that is grounded in the belief that something greater than the self exists is called ______________
humility
The consequences of too little or too much conflict in work groups include all of the following except:
increased performance
leadership is the ability to ______ employees to pursue organizational goals
influence
__is according to the ohio state leadership model, leadership behavior that consists of the efforts the leader makes to get things organized and get the job done,
initiating structure
Identify the three key elements of equity theory.
inputs. outputs. comparison.
The quote "Flattery will get you everywhere" demonstrates the effectiveness of which influence tactic? Personal appeals integrating tactics legitimating factors Rational Persuasion
integrating factors
Internal conflict between work groups, teams, and department is known as _________________ conflict
intergroup
Which of the following would be characterized as hygiene factors in Herzberg's two-factor theory?
interpersonal relationship. working conditions. pay and security.
The satisfactions, such as a feeling of accomplishment, that a person receives from performing a task is known as a(n) ______ reward.
intrinsic reward.
Within situational control, the extent to which a manager has or does not have the support, loyalty, and trust of the work group is known as ____________
leader-member relations
the power that managers have resulting from their formal positions within organizations is called ______ power
legitimate
Scientific _______________ is the process of reducing the number of tasks a worker performs.
management
According to Fiedler's contingency leadership model, in which of the following situations will a relationship-oriented leadership style be optimal?
moderate control
After Johanna's company introduced a free breakfast program and on-site childcare, she was happy to get to work early. The free breakfast and childcare are examples of ___________ that direct Johanna's behavior.
motivation
Tasha loves to travel, especially internationally. She's always eager to see new places, try new things, and learn abut different cultures. Which Big Five personality dimension does this illustrate?
openness to experience
Conflict is a process in which one party perceives that its interests are being _______ by another party.
opposed
Patrick's company allows employees to buy stock at a future date for a discounted price. This is referred to as stock ______________
options
which of the following are the two factors influencing transformational leaders?
organizational culture and individual characteristics
According toe the LMX model, in an ____________________-group exchange, leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate.
out
Leadership behavior that is characterized by a lack of leadership skills, such as management-by-exception style, is referred to as ______________ leadership.
passive
Which leadership model states that successful leaders help followers by tying meaningful rewards to goal accomplishment, reducing barriers to achieving those goals, and providing subordinates with support?
path-goal leadership
During the __________ stage, team members focus on completing assigned tasks.
performing
Contingency factors play a role in the job characteristics model. Contingency factors refer to the degree to which individuals want ______.
personal and psychological development.
Referring to friendship and loyalty when making a request is an example of persuasion through ________
personal appeals
In the fundamental attribution bias, people attribute another person's behavior to
personal characteristics
According to McClelland's acquired need theory, _______power is expressed in an individual's desire to dominate others, whereas ____________ power is used to further organizational goals. Page 401
personal; institutional
Which of the following is an example of an organizational demand that creates job-related stress? Organizational Demands
poor lighting, loud noise, no privacy, physical environmental factors, poultry processing, asbestos removal, coal mining, fire fighting, police work, ambulance driving
Within situational control, the power to make work assignments and reward and punish is called ________ power.
position
in the contingency leadership model, the power to make work assignments and reward and punish is called:
position
situational control is defined by which of the following dimensions?
position power,leader member relations and task structure
Your professor awards five bonus points for coming to class on time. This is an example of _________
positive reinforcement
To encourage Mikayla to help around the house, her mother offers to pay her $1 each time she makes her bed in the morning and puts her laundry in the hamper. This is an example of _____.
positive reinforcement.
in the leader-member exchange model of leadership, in-group subordinates may receive special__as well as special__.
privileges and assignments
participative management (PM)
process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization
A(n) __________ is responsible for performing day-to-day operations; examples include a mining team, flight-attendant crews, and maintenance crews.
production teams
The distribution to employees of a percentage of the company's profits is known as ____________________
profit sharing
Which type of incentive compensation plan involves the distribution of a portion of the company's profits to employees?
profit sharing. Profit sharing is the distribution to employee of a percentage of the company's profit.
Onboarding
programs which help employees integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities
Employees' belief that they have some degree of control over their work is referred to as _________________
psychological empowerment
Hackman and Oldham's job characteristics model is composed of three major elements. Identify those elements-
psychological states. core job characteristics. work outcomes.
Groups often develop through _______________, or a process of alternating periods of stable functioning and dramatic change in norms, roles, and/or objectives caused by an event.
punctuated equilibrium.
The application of negative consequences to stop or change undesirable behavior is known as ______________
punishment
The application of negative consequences to stop or change undesirable behavior is known as ______.
punishment.
Frank tells his manager, "After the problems we've had with our current supplier, it just makes sense to switch to a new supplier." What form of persuasion is Frank using.
rational
John was given a list of tasks to accomplish at work, but he can only remember the last item discussed with his manager. He is experiencing _____________
recency effect
Jon's employees have a lot of personal respect and admiration for him. As a result, they are very loyal to him. This is an example of:
referent power
Anything that causes a given behavior to be repeated or inhibited is known as ______________________
reinforcement
Trisha works hard to maintain a friendly, supportive climate in her department. Her motto is, "People first, production second." Trisha exhibits _________________ leadership
relationship-oriented leadership
exchange tactics
reminding someone of past favors or offering to trade favors
Which of the following would be characterized as motivating factors by Herzberg's two-factor theory?
responsibility. achievement.
Team member interdependence
reveals the extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work.
Sam's ability to influence the behavior of his employees by publicly praising their achievements is the result of his __power.
reward
According to Maslow's hierarchy of needs theory, in order for Josephina to seek fulfillment of her love needs, she must first satisfy which of the following needs? Check all that apply.
safety. physiological.
The "can do" aspect of our personality can best be described as
self-efficacy
The ____________-_____________ prophecy occurs when people's expectations of themselves lead them to behave in ways that make those expectations come true.
self-fufilling
A _________ consists of workers who are trained to do all or most of the jobs in a work unit, have no direct supervisor, and do their own day-to-day supervision.
self-managed team
a__ leader can be described as a humble, giving person who wants nothing in return but to see other people succeed.
servant
a leader who focuses on providing increased service to others is called a ______
servant leader
Roles
sets of behaviors that people expect of occupants of a position
Connie believes that women are not as effective leaders as men. This is an example of a ____________ stereotype.
sex-role
Hassles
simple irritants
Job ____ is the process of reducing the number of tasks a worker performs.
simplification.
According to the job characteristics model, the extent to which a job requires the job holder to use a wide range of different talents and abilities is known as _________________ p. 415
skill variety
A team is a small group of people with complimentary _______ who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable
skills
A team is a small group of people with complimentary __________ who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
skills
The component of emotional intelligence known as _______ consists of empathy and organizational intuition, the ability to understand how your emotions and actions affect others within the organization.
social awareness
Karen was surprised when her friend said that the man at the first table in the restaurant must be a great basketball player just because he was tall and African American. Karen's friend was making a ....
stereotype
With ______, certain employees are given the rights to buy stck at a future date for a discounted price.
stock options.
A team in the middle of the ________ stage of team development experiences individual conflicts and the emergence of individual personalities within the group.
storming
In the _________ stage of team development, members are encouraged to voice disagreements and try to work through their conflicts about tasks and goals.
storming
Stress is the feeling of tension and pressure; the source of that stress is known as a
stressor
The key correlates of job satisfaction are which of the following?
stronger motivation, job involvement, organizational commitment, and life satisfaction and less absenteeism, tardiness, turnover and perceived stress.
Crisis
sudden occasions of overwhelming terror
"do my subordinates perform unambiguous, easily understood tasks?" this question reflects the dimension of situational control called ______
task structure
one of the three dimensions of situational control in the contingency leadership model, ______ is the extent to which tasks are routine , unambiguous, and easily understood
task structure
the two environmental factors in House's path-goal leadership model are:
task structure and work group dynamics.
MPS or Motivational Potential Score means
the amount of internal work motivation associated with a specific job.
Peter divided his team into two separate teams that played opposing roles in a debate. this is known as:
the dialectic method
Contingency Approach or Situational Approach
to leadership, who believe that effective leadership behavior depends on the situation at hand.
Situational Approach or Contingency Approach
to leadership, who believe that effective leadership behavior depends on the situation at hand.
Leadership that focuses on clarifying employees' roles, explaining task requirements, and providing rewards or punishments based on performance is called _______________ leadership.
transactional
The T in LGBT stands for ________, or a term for people whose sense of their gender differs from what is expected based on the sex characteristics with which they are born
transgender
T or F Employee assistance programs are aimed at helping employees cope with a variety of problems that negatively influence job performance.
true
T or F Relationship management refers to the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds.
true
Emily graduated with a degree in chemistry from college last year but hasn't been able to find a job in her academic field. She is currently working at a retail store so she can pay her bills. Emily is over-qualified for this job, which makes her an example of someone who is.........
underemployed
Jessica knows it is wrong to steal. This belief is an example of a ________
value
charismatic leadership
which was assumed to be an individual inspirational and motivational characteristic of particular leaders
There remains a customer bias in favor of_______
white men
Telecommunication, or enabling employees to work at home while keeping in touch with their employees and coworkers via email, phone, and other electronic technologies is one example of a ______.
work-life benefit.
Underemployed
working at jobs that require less education than they have.
International justice
"How fairly am I being treated when rewards are given out? Relates to the "quality of the interpersonal treatment people receive when procedures are implemented.
Relatedness
"I want to feel connected to other people" - Feel a sense of belonging
Companies manage complexity in three ways
- Determining what need to be done - Creating arrangements of people to accomplish an agenda - Ensuring people do their jobs
(3) Environmental factors
- Task structure - Work group dynamics ( independent versus interdependent tasks)
Which three of the following reflect some of the reasons teamwork is the cornerstone of progressive management?
-Increased speed -Increased productivity -Reduced costs
Big-Five personality dimensions
1) Extroversion 2) Agreeableness 3) Conscientiousness 4) Emotional Stability 5) Openness to experience
Goal-Setting - 4 motivational mechanisms
1) It directs your attention 2) It regulates the effort expended 3) It increases your persistence 4) It fosters use of strategies and action plans.
Reinforcement - Four types
1) Positive reinforcement 2) Negative reinforcement 3) Extinction 4) Punishment
Five Job Characteristics
1) Skill Variety 2) Task Identity 3) Task Significance 4) Autonomy 5) Feedback
Five sources of power leaders may draw on:
1) legitimate 2) reward 3) coercive 4) expert 5) referent
Workplace Behaviors
1) performance and productivity 2) absenteeism and turnover 3) organizational citizenship behaviors 4) counterproductive work behaviors
The following theories of motivation are characterized as process perspectives on motivation. -
1. Equity theory. 2. Expectancy theory. 3. Goal-setting theory.
The four motivational mechanisms associated with goal-setting theory.-
1. It directs your attention. 2. It regulates the effort expanded. 3. It increases your persistence. 4. It fosters use of strategies & action plans.
1. UP
A transformational leader inspires motivation by offering an agenda, a grand design, an ultimate goal- in short, a vision, a realistic, credible, attractive future. This, attracts commitment, energizes workers, creates meaning in their lives, establishes a standard of excellence, promoted high ideals, and bridges the divide between the organization's problems and its goals and aspiration.
The question the group is asking during the forming stage of group development is A. "Why are we here?" B. "What's next?" C. "Can we do the job properly?" D. "Why are we fighting about who does what?" E. "Can we agree on roles and work as a team?"
A. "Why are we here?"
Which of the following is the best way to manage virtual teams? A. Focus on what is accomplished, not hours or locations. B. When beginning with a virtual team, set the final deadline and reprimand any virtual team members who don't make the deadline. C. Because you don't have face-to-face contact, relay instructions via phone. D. Require each team member to keep their own personal record of the work that's been done as a team. E. Utilize employees on a global team around the clock.
A. Focus on what is accomplished, not hours or locations.
Which of the following is true of informal groups? A. Informal groups can advance the plans of formal groups. B. A temporary committee is an example of an informal group. C. Members of an informal group are assigned to it by the skills they possess. D. Informal groups have appointed leaders. E. Informal groups are primarily created to solve an organizational problem.
A. Informal groups can advance the plans of formal groups.
________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. A. Personality B. Competitive C. Dysfunctional D. Communication E. Programmed
A. Personality
At Bremond Stafford Architects, a group of designers are developing the first drawings for a proposed multiuse development section of a large city that is being revitalized. What type of work team is this group? A. Project team B. Production team C. Product team D. Action team E. Advice team
A. Project team
In which of the following conditions should constructive conflict be stimulated? A. The group seems to be apathetic. B. Managers want to achieve work objectives. C. The group is adapting to change. D. Managers are in charge of self-managed teams. E. There is a lot of internal competition.
A. The group seems to be apathetic.
Who are typical members of continuous improvement teams? A. Workers and supervisors B. Supervisors and managers C. Managers and agents representing competitors D. Managers and outside suppliers E. Customers and suppliers
A. Workers and supervisors
Rachel missed another deadline and her boss Keri is very upset. She will have to explain to the client again why the project is behind. Keri thinks she may say something she'll regret if she talks to Rachel about this now, so she decides to wait awhile. Keri is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating
A. avoiding
Jerald led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Jerald should A. have an awards ceremony. B. emphasize unity. C. get the group disbanded quickly to free people up for new things. D. provide opportunities for people to get to know each other better now. E. ensure those members can work on similar tasks going forward.
A. have an awards ceremony.
Someone at a team meeting who says, "Let's hear from those who oppose this plan" is performing a ______ role. A. maintenance B. social C. coordinator D. reorientation E. task
A. maintenance
Dysfunction conflict is sometimes called ______ conflict. A. negative B. irregular C. destructive D. aggressive E. apathetic
A. negative
The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. A. norming B. storming C. forming D. adjourning E. performing
A. norming
Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves. A. roles B. norms C. groupthink D. job descriptions E. social fit
A. roles
The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage. A. storming B. norming C. performing D. forming E. adjourning
A. storming
Values
Abstract ideals that guide one's thinking and behavior across all situations.
When the conversation with her coworker seemed to stall, Trisha announced, "Look, let's just do whatever you want to do." What conflict-handling style is Trisha demonstrating?
Accommodating
Casual attribution
Activity of inferring causes for observed behavior.
Buffers
Administrative changes that managers can make to reduce the stressors that lead to employee burnout.
Conflict handling style: Accomodating
Allowing the desires of the other party to prevail
Disadvantages of small teams vs larger teams:
An uneven distribution of work among members Decreased creativity and boldness due to peer pressure Fewer resources from which to extract knowledge and skills
Self-determination Theory (Edward Deci and Richard Ryan)
Assumes that people are driven to try to grown and attain fulfillment with the behavior and well being influenced by three innate needs: Competence Autonomy Relatedness
___________ is the right to perform or command; this right comes with the supervisor's job.
Authority
Freedom and discretion to determine what you want to do and how you want to do it. -
Autonomy.
The extent to which a job allows the worker to make choices about scheduling different tasks and/or deciding how to perform them.
Autonomy.
______ is the conflict-handling style that strives to devise solutions that benefit both parties. A. Avoiding B. Collaborating C. Compromising D. Forcing E. Accommodating
B. Collaborating
A group that is created to do something productive for the organization and is headed by a leader is called a(n) A. dynamic group. B. formal group. C. normative group. D. informal group. E. network group.
B. formal group.
Marielle points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. She is performing a ______ role. A. relational B. task C. maintenance D. social E. production
B. task
Fitting people to jobs
Based on the assumption that people will gradually adapt to any work situation.
Pay for performance
Bases pay on one's results
Legitimating Tactics
Basing request on one's authority or right, organizational rules or policies, or express or implied support form superiors.
Which of the following is not one of the stages of group and team development? A. Norming B. Storming C. Reforming D. Adjourning E. Performing
C. Reforming
Which of the following is an important aspect when creating a self-managed team? A. Lessen the authority and autonomy that is granted. B. Require participation to be outside of normal working hours. C. Use some form of team compensation. D. Allow workers to simply do their own thing. E. Require voluntary only membership.
C. Use some form of team compensation.
To prevent groupthink, a manager should A. reinforce how capable the group is. B. never admit errors to outsiders. C. bring in outside experts for fresh perspectives. D. encourage everyone to "get with the team." E. express high confidence in the group's previous decisions.
C. bring in outside experts for fresh perspectives.
In the performing stage of group development, members A. prepare for disbandment. B. develop close relationships. C. concentrate on solving problems. D. test the leader's policies. E. hold back to see what will happen.
C. concentrate on solving problems.
A team composed of people from different departments who are pursuing a common objective is called a A. quality circle. B. problem-solving team. C. cross-functional team. D. virtual team. E. work force.
C. cross-functional team.
The principal by-product of the norming stage of team development is A. adjournment. B. uncertainty. C. group cohesiveness. D. conflict. E. empowerment.
C. group cohesiveness.
Administrative oversight given to self-managed teams does not include A. planning. B. scheduling work. C. implementing change. D. monitoring performance. E. staffing.
C. implementing change.
Tension was thick in the room as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood. Chris was acting in a ______ role. A. relational B. task C. maintenance D. social E. production
C. maintenance
Perry was part of a 15-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request but had never actually helped with anything. This is likely an example of A. storming. B. devil's advocacy. C. social loafing. D. procrastinating E. adjourning.
C. social loafing.
Sources of conflict
Called conflict triggers: 1) between personalities 2) between groups 3) between cultures 4) between work and family responsibilities.
Stock Options
Certain employees are given the right to buy stock at the future date fr a discounted price.
___________ conflict is considered "good" because it benefits the main purpose of the organization or serves its interests.
Constructive
The __________ approach to leadership asserts that a leader's effectiveness depends on the situation at hand.
Contingency
Hackman and Oldham's job characteristics model is composed of three major elements. p. 415
Core job characteristics Psychological states Work outcomes
During the performing stage of team development, the group answers the question A. "Can we agree on roles and work as a team?" B. "Why are we here?" C. "Why are we fighting?" D. "Can we do the job properly?" E. "Who's in charge?"
D. "Can we do the job properly?"
The question individuals ask during the norming stage of group development is A. "How do I fit in here?" B. "What's next?" C. "How can I best perform my role?" D. "What do the others expect me to do?" E. "What's my role here?"
D. "What do the others expect me to do?"
Jinhai's team was not making much progress on defining a new production process. Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part. This team is in what stage of group development? A. Performing B. Forming C. Adjourning D. Storming E. Norming
D. Storming
Nordstrom's department store chain emphasizes the great lengths to which it goes in customer service, an example of which of these reasons to enforce norms? A. To clarify role expectations. B. To help the group survive. C. To create cohesiveness. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.
D. To emphasize the group's important values.
A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n) A. production team. B. project team. C. development team. D. action team. E. advice team.
D. action team.
When using a self-managed team, a manager should A. maintain detailed monitoring of its performance. B. create the team within whatever structure currently exists. C. offer lucrative individual bonuses. D. allow members to hire their own coworkers. E. provide elaborate retreats for team discussions.
D. allow members to hire their own coworkers.
Malia told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Malia is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating
D. forcing
Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of A. social loafing. B. norming. C. devil's advocacy. D. groupthink. E. storming.
D. groupthink.
A data processing group is an example of a(n) A. routine team. B. action team. C. advice team. D. production team. E. project team.
D. production team.
Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a marketing manager, seems to resist his direction. The source of conflict in this cause may be A. time pressure. B. a personality clash. C. communication failure. D. status differences. E. ambiguous jurisdictions.
D. status differences.
Voice
Defined as "employees" upward expression of challenging but constructive opinions, concerns, or ideas on work related issues to their managers.
Contingency factors
Degree to which individuals want personal and psychological development: Knowledge & skill Desire for Personal growth Context satisfactions
Work-family conflict
Demands or pressures fdrom work and family domains are mutually incompatible
Task Significance
Describes the extent to which a job affects the lives of other people, whether inside or outside the organization.
Autonomy
Describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them.
Self-fulfilling prophecy AKA Pygmalion effect
Describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true.
Cognitive dissonance
Describes the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior
1. Contingency leadership model
Determines if a leader's style is (1) task-orientd or (2) relationship-oriented and if that style is effective for the situation at hand.
Contingency leadership model
Determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.
The process of having two people or groups playing opposing roles in a debate to better understand a proposal is known as the __________________ method.
Dialectic
_________ hinders the organization's performance or threatens its interests.
Dysfunctional conflict
Which of the following is an advantage of smaller groups? A. Fewer distractions B. More formalized team leadership C. More creativity and innovation D. More division of labor E. Better interaction and coordination
E. Better interaction and coordination
Which of the following is a way managers can enhance team cohesiveness? A. Isolating the group from the actions of competitors or other threats. B. Providing team members precise instructions for their tasks. C. Creating a relatively large team. D. Assigning members randomly to teams. E. Emphasizing members' common characteristics.
E. Emphasizing members' common characteristics.
Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a A. cluster. B. self-managing work team. C. collaborative unit. D. quality circle. E. group.
E. group.
The ______ stage of team development is characterized by the emergence of individual personalities and roles and conflicts within the group. A. norming B. forming C. adjourning D. performing E. storming
E. storming
Trying to experience the other person's feelings and point of view
Empathy
Piece Rate
Employees are paid according to how much output they produce, as is often used with farm workings picking produce
For example
Employees with an internal locus of contro are more likely to prefer achievement-oriented leadership or group-oriented decision making. Sme gor high experienceask ability and t employees. Employees with an external locus of control, view the environment incontrollable, so they prefer supportive or path-goal-clarifying structures. Same inexperienced employees. House's revision puts more emphasis on the need for leaders to foster intrinsic motivation through empowerment; and stresses the concept of shared leadership.
Task-oriented leadership behaviors
Ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.
Which of the following is NOT a layer on the diversity wheel?
Environmental Dimension Layers are: Organizational, External, Internal and personality
Jared is from the United States, but is working in Mexico. He believes that his culture, language, and behavior are superior to those of his Mexican employees. This illustrates which one of the following concepts.
Ethnocentrism
Which of the following would be characterized as hygiene factors in Herzberg's two-factor theory?
Examples are salary, working conditions, interpersonal relationships, and company policy
Expert power: Influencing behavior because of one's expert
Expert power is power resulting from one's specialized information or expertise. Expertise, or special knowledge can be mundane, such as knowing the work schedules and assignments of the people who report you or sophisticated, such as having computer or medical knowledge.
________________________ is the weakening of behavior by ignoring it or making sure it is not reinforced.
Extinction
A formal group typically has no officially appointed leader, although a leader may emerge from members of the group
FALSE
A maintenance crew is an example of an action team
FALSE
A positive outcome of groupthink is the development of more alternative ideas
FALSE
A team created to broaden the information base for managerial decisions is known as a recommendation team
FALSE
About 25% of Fortune 1000 companies use some form of self-managed work teams
FALSE
Over 20 years ago, Peter Drucker predicted that the future organization would be organized around teamwork, but that has yet to occur
FALSE
Participating on virtual teams necessarily requires individuals to be available for electronic communication 24 hours a day.
FALSE
Problem-solving teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems
FALSE
Research finds that the majority of workplace learning occurs in formal groups
FALSE
While quality is usually improved by using teamwork in an organization, productivity typically suffers because teamwork is time consuming
FALSE
Socialized power occurs when power is directed at helping oneself as a way of enhancing one's own selfish ends. True or False
False
True/False: The devil's advocacy method is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal.
False
Laissez-faire Leadership
Form of leadership characterized by a general failure to take responsibility for leading.
When the new government regulations were going to force Tyler's company to reinvent the entire production system, Tyler knew that after the work was done, his company would benefit. This demonstrate the idea of:
Functional conflict
Which of the following are included in the internal dimensions of diversity
Gender, age, ethnicity, race, sexual orientation, and physical abilities
3. Consultation
Getting others to participate in a decision or change
Formal Group
Group assigned by organizations or its managers to accomplish specific goals.
Informal group
Group formed by people whose overriding purpose is getting together for friendship or a common interest.
Self-managed teams
Groups of workers who are given administrative oversighn for their task domains.
_____________ is a group's blind unwillingness to consider alternatives and the inability to think outside the box.
Groupthink
Which of the following does the Americans with Disabilities Act NOT do?
Guarantees an individual wth a disability every job they apply for.
Narcissism
Having a "self-centered perspective, feelings of superiority, and a drive for personal power and glory."
Work Outcomes
High Work motivation High work performance High work satisfaction Low absenteeism & turnover
Comparison
How do you think your ratio of inputs and rewards compares with those of others
Leaders behavior (2) Achievement-oriented
I am confident you can accomplish the following great things. Set challenging goals. Emphasize excellence. Demonstrate confidence in employee abilities.
Competence
I want to feel a sense of mastery" - qualified, knowledgeable, and capable of completing a goal or task and to learn skills
Conflict handling style: Avoiding
Ignoring or suppressing a conflict
Acting humble or friendly or making someone feel good or feel important before making a request is an example of what kind of influence tactic.
Ingratiation
Project GLOBE (Global Leadership and Organizational Behavior Effectiveness)
Is a massive and ongoing attempt to develop an empirically based theory to "describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these process. This determined that certain leadership attributes were universally liked or disliked. Visionary and inspirational charismatic leaders who are good team builders generally do the best. Self-centered leaders seen as loners or face-savers receive a poor reception worldwide.
Leadership
Is the ability to influence employees to voluntarily pursue organizational goals.
One of the key "take-aways" from expectancy theory is that a manager should_________________________
Link rewards to levels of employee performance
Cynical view of human nature that condones opportunistic and unethical ways of manipulating people
Machiavelliansim
The focus of a(n) ________ role is fostering constructive relationships among team members and keeping the team together as a cohesive whole.
Maintenance
Ed set several goals for his new hire, who failed to complete several of them despite working diligently. According to goal-setting theory, it is likely that Ed did not do which of the following?
Make sure his employee understood and accepted the goals.
Exchange
Making explicit or implied promises and trading favors
Which of the following would be characterized as organizational dimensions of diversity?
Management status, union affiliation, work location, seniority, work content, and division or department.
- Creating arrangements of people to accomplish an agenda- organizing and staffing
Managers achieves its plans by organizing and staffing.
The theory of motivation that asserts that people are motivated by physiological, safety, love, esteem and self-actualization needs is ______ theory.
Maslow's hierarchy of needs.
Pay for performance, basing pay on one's results, is also known as ___________________ pay.
Merit
Which of the following are trends in the United States that show that American businesses need to do better with member of racial and ethnic populations.
Minorities earn less than whites People of color have hit the glass ceiling
Equity theory (J. Stacey Adams)
Model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.
According to Herzberg, ______________ factors are more frequently associated with achievement, recognition, responsibility. advamcment, and love of the work itself.
Motivating
Conflict that results from a clash between two or more cultures is known as _________ conflict.
Multicultural
Dark side traits
Narcissism Machiavellianism Psychopathy
Dysfunctional conflict is also referred to as:
Negative conflict
Strengthening a behavior by withdrawing something negative.
Negative reinforcement.
During which state of group development would group cohesiveness be a factor?
Norming
_________ are general guidelines or rules of behavior that are often unwritten but that group or team members follow.
Norms
Role Ambiguity
Occurs when others' expectations are unknown.
________ programs help employees integrate and transition to new jobs by making them more familiar with corporate policies, procedures, culture and politics and clarifying work-role expectations and responsibilities.
Onboarding
Stating your views honesty and concentrating on finding a solution to the problem
Openness
Conflict handling style: Forcing
Ordering an outcome
Style of Leader Behaviors
Path-goal clarifying Achievement- oriented Work facilitation Supportive Interaction facilitation Group-oriented Representation and networking Value- based
Fundamental attribution bias
People attribute another person's behavior to his or her personal characteristics rather than to situational factors.
Self-serving bias
People tend to take more personal responsibility for success than for failure.
During the __________ state in group and team development, members concentrate on solving problems and completing the assigned task.
Performing
During this stage in a group and team development, members concentrate on solving problems and completing the assigned tasks.
Performing stage
Matt is one of those consistently upbeat, optimistic people. He always looks on the bright side of things and sees the glass as half-full, rather than half-empty. These characteristics describe Matt's.......
Personality
__________ conflict is the interpersonal opposition based on personal dislike, disagreement, or differing styles.
Personality
conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.
Personality
Symptoms of Stress
Physiological signs Psychological signs Behavioral signs
Task-oriented leadership examples of behaviors
Planning Clarifying Monitoring Problem solving Initiating-structure leadership Transactional leadership
Symptoms of a team suffering from groupthink?
Pressure to conform Ignoring of ethical consideration An illusion of unanimity
Rather than wait for the other company affiliates to implement casual Friday, Ryan decided to start the practice in his office next week. Ryan displays a __________ personality.
Proactive
Conflict
Process i which one party perceives that its interests are being opposed or negatively affected by another party
Devil's advocacy
Process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality
________ conflict is designed to elicit different opinions without inciting people's personal feelings.
Programed
Employee assistance programs (EAPS)
Programs aimed at helping employees to cope with stress, burnout, substance abuse, health-related problems, family and marital issues and any general problem that negatively influences job performance.
Weakening a behavior by presenting something negative or withholding something positive.
Punishment.
A sales engineer tells a client "this is state of the art technology and it will streamline your inventory process" What form of persuasion is the sales engineer using? Rational persuasion Personal appeals inspirational appeals exchange tactics
Rational Persuasion
Which of the following are among the most common influence tactics?
Rational persuasion Inspirational appeals Consultation Ingratiation Personal Appeals Exchange Coalition Tactics Pressure Legitimating Tactics
Referent power: Influencing behavior because of one;s personal attraction
Referent power is power deriving from one's personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality attitudes, or background. Referent power may be associated with managers, but it is more likely to be characteristic of leaders.
A sense of belonging and attachment to others. -
Relatedness.
In order to be effective, a person employing influence tactics should do which of the following?
Rely on the core Be authentic Consult rather than legitimate "Glad handing" is not a good long-term strategy Be subtle Learn to influence
Empowering leadership
Represents the extent to which a leader creates perceptions of psychological empowerment in others.
Flourishing
Represents the extent to which our lives contain PERMA
Norming
Resolution of conlfics, and the emergence of unity and harmony among group members
Coercive Power
Results form managers' authority to punish their subordinates. all manager have this.
2. Reward Power: Influencing behavior by promising or giving rewards
Reward power, with all managers have, is the power that results from managers; authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotion.
This is a set of behaviors that people expect of occupants in a certain position:
Role
Representatives are paid by the percentage of the earnings the company made from their sales.
Sales commission.
Sales Commission
Sales representatives are paid a percentage of the earnings the company made from their sales
Jeanine's motto is "Check your bad mood at the office door." Even if she's tired or upset, she makes an effort every day to control her emotions in the workplace. This is an example of which component of emotional intelligence
Self management
According to psychologist Daniel Goleman, what is the most essential trait of emotional intelligence?
Self-awareness
The theory of motivation that asserts that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by the three innate needs of competence, autonomy and relatedness is know as the __________________ theory
Self-determination
Match the Individual Traits comprising a core self-evaluation with their descriptions.
Self-efficacy Self-esteem Locus of Control Emotional stability
A ___________________ consists of workers who are trained to do all or most of the jobs in a work unit, have not direct supervisor, and do their own day-to-day supervision.
Self-managed team
Which of the following are common ways that employees express burnout?
Showing indifference to peroformance Missed deadlines Taking longer lunch breaks
Shared leadership
Simultaneous, ongoing, mutual influence process in which people share responsibility for leading. It is based on the idea that people need to share information and collaborate to get things doe. It is more like to be needed when people work in teams, are involved in complex projects, or are doing knowledge work -work requiring voluntary contributions of intellectual capital by skilled professionals. + Associated with group cohesion, group citizenship, and group effectiveness.
The extent to which a job requires a worker to use a wide range of different abilities and skills.
Skill variety.
What Tamika loves about her job is that every day brings new challenges, and she can use different talents and abilities to complete her job tasks. This is an example of which core job characteristic?
Skill variety.
In Michelle's group, individual members are beginning to assert their personalities and the group is beginning to experience interpersonal conflict amongst its members. Michelle's group is entering the _________ stage of group development.
Storming
Group Demands
Stress created by coworkers and managers
Nonwork demands
Stress created by forces outside the organization.
Individual Role Demands
Stress created by others' expectations of you.
Individual Task Demands
Stress created by the job itself
Role Overload
Stress occurs when others' expectations exceed one's ability
Race/ethnicity stereotypes
Studies sho that people of color experienced more perceived discrimination and less psychological support than whites. Also associated with more negative work attitudes, physical health, psychological health and organizational citizenship behavior.
Goal-setting theory (Edwin Locke and Gary Latham)
Suggests that employees can be motivated by goals that are specific and challenging but achievable.
T or F According to Maslow, the needs at the lowest level in his hierarchy must be met before an individual will seek to achieve needs at a higher level.
T
A cross-functional team is staffed with specialists pursuing a common objective
TRUE
Reinforcement
Anything that causes a given behavior to be repeated or inhibited
Group
As (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity.
Reinforcement theory
Attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.
A college professor who is required by the department chair to use a certain textbook and has no input into the number or types of assignments she uses in class would likely have low ____________________
Autonomy
Which of the following is a characteristic of a continuous improvement team? A. A built-in part of any effective organizational group. B. A type of advice team. C. Requires assigned membership. D. Emerged from self-managed team concept. E. Encourages high empowerment.
B. A type of advice team.
Which of the following is not a benefit of teamwork in an organization? A. Increased speed B. Decreased stress C. Reduced costs D. Improved workplace cohesiveness E. Reduced destructive internal competition
B. Decreased stress
Which of the following is characteristic of workgroups with too little conflict? A. Dissatisfaction B. Indecision C. Political infighting D. Lack of teamwork E. Turnover
B. Indecision
Which of the following is a disadvantage of larger groups? A. Less creativity and innovation B. Less commitment C. More division of labor D. Fewer resources E. Fewer cliques
B. Less commitment
______ is designed to elicit different opinions without inciting people's personal feelings. A. Groupthink B. Programmed conflict C. Social loafing D. Storming E. Dysfunctional conflict
B. Programmed conflict
Which of the following is not a reason to enforce norms? A. To clarify role expectations. B. To create a written document of behavioral guidelines for new employees. C. To help the group survive. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.
B. To create a written document of behavioral guidelines for new employees.
________ is defined as reciprocal faith in others' intentions and behaviors. A. Cooperation B. Trust C. Cohesiveness D. Unity E. Fairness
B. Trust
Hannah is on a team with Carson, and they are often in conflict. Hannah likes to begin her work with careful planning and she gets started immediately. Carson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from A. time pressure. B. a personality clash. C. communication failure. D. ambiguous jurisdictions. E. inconsistent goals.
B. a personality clash.
The conflict-handling style in which a person allows the desires of another to prevail is known as A. forcing. B. accommodating. C. avoiding. D. collaborating. E. compromising.
B. accommodating.
Self-managed teams are groups of workers who have been given ______ for their task domains. A. individual incentives B. administrative oversight C. reduced responsibility D. complete freedom E. no technology
B. administrative oversight
During the forming stage, the leader should A. establish permanent control. B. allow people to socialize. C. empower team members. D. encourage disagreement. E. work through team conflicts.
B. allow people to socialize.
The disadvantage of the ______ conflict-handling style is that it is very time consuming. A. avoiding B. collaborating C. compromising D. forcing E. accommodating
B. collaborating
Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about A. ambiguity. B. conflict. C. advocacy. D. division of labor. E. performance.
B. conflict.
When members of a group are friendly and tight-knit but unable to disagree enough to properly appraise alternatives, they are said to be experiencing A. paradigm paralysis. B. groupthink. C. social loafing. D. the dialectic method. E. devil's advocacy.
B. groupthink.
In all but the worst weather, Laura and four of her coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) A. continuous improvement team. B. informal group. C. self-managed team. D. virtual team. E. formal group.
B. informal group.
During the ______ stage of team development, close relationships develop and unity and harmony emerge. A. storming B. norming C. performing D. forming E. adjourning
B. norming
Luis, Kennedy, and Jennifer met once a week for several months in the fall to redesign department work spaces, to be implemented when the organization moved to a new building in January. This is an example of a A. top management team. B. problem-solving team. C. cross-functional team. D. virtual team. E. continuous improvement team.
B. problem-solving team.
Age stereotypes
Belief that older workers are less motivated, more resistant to change, less trusting, less healthy, and more likely to have problems with work-life balance.
Contingency Approach to leadership
Believe that effective leadership behavior depends on the situation at hand. A situation change, and different styles become appropriate. Three contingency approaches: 1. The contingency approach by Fiedler 2. The path-goal leadership model by House 3. The situational leadership model by Hersey
Nico felt uncomfortable about cheating on the last quiz. He was able to reduce his cognitive dissonance by telling himself that students cheat all the time and it was only a quiz, not a major test. What of the following strategies did Nico use to reduce his cognitive dissonance?
Belittling the importance of the inconsistent behavior
Functional Conflict
Benefits the main purposes of the organization and serves its interests. Good for organizations.
Transformational/transactional
Best leaders learn to display both transactional and transformational styles of leadership. Whereas transactional leaders are dispassionate, transformational leaders excite passion, inspiring and empowering people to look beyond their own interests to the interests of the organization. they appeal to their followers' self-concepts -their values and personal identity- to create changes in their goals, values, needs, beliefs, and aspirations.
Conflict handling style: Compromising
Both parties give up something to gain something
The retail store where David works always adds extra staff during the busy holiday season and summer months. Managers know that this additional staff will relieve some of the stress year-round employees feel. The addition of the extra staff is an example of a ______________
Buffer
Workplace performance is maximized when A. conflict is absent. B. conflict is at a very low level. C. conflict is at a moderate level. D. conflict is at a high level. E. conflict occurs only at nonmanagerial levels.
C. conflict is at a moderate level.
Groups that make it through storming generally do so because A. they develop groupthink. B. someone wins the political battle and dominates the group. C. someone besides the leader challenges the group to resolve power struggles. D. the work gets done. E. the focus generally is on social loafing.
C. someone besides the leader challenges the group to resolve power struggles.
A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable. A. cross-functional team B. group C. team D. panel E. formal group
C. team
Individuals are said to be cooperating when A. they have reciprocal faith in others' intentions and behaviors. B. they have a sense of togetherness and unity. C. their efforts are systematically integrated to achieve a collective objective. D. their motivation comes from a desire to please a supervisor or the seeking of a tangible reward. E. they have ceased to be competitive with one another and prefer harmony.
C. their efforts are systematically integrated to achieve a collective objective.
E-leadership: Managing for global networks
Can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology. Means having to deal with quite a number of responsibilities, such as developing business opportunities through cooperative relationships, restructuring a company into global networks, decentralizing the company's organization. and energizing the staff.
Bonuses
Cash awards given to employees who achieve specific performance objectives
Psychopathy
Characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm other.
Storming
Characterized by the emergence of individual personalities and roles and conflicts within the group.
_____________ describes the psychological discomfort a person experiences when his or her attitude and behavior are incompatible.
Cognitive dissonance
Conflict handling style: Problem solving
Collaborating to generate a win-win solution
Dysfunctional Conflict
Conflict that hinders the organization's performance or threatens its interests. Bad for organizations.
Multicultural conflicts
Conflicts between cultures.
Influence tactics
Conscious efforts to affect and change behaviors in others.
Which of the following is an advantage of larger groups? A. Higher morale B. More effective interaction C. Greater boldness D. Able to take advantage of division of labor E. Less social loafing
D. Able to take advantage of division of labor
Which of the following is most likely to be considered an action team? A. A group of scientists working on a new cancer drug. B. All workers on the night shift of a plastics manufacturing facility. C. An advisory council on teacher development for a school district. D. An airline cockpit crew. E. An information-technology improvement task force.
D. An airline cockpit crew.
When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? A. Collaborating B. Forcing C. Accommodating D. Avoiding E. Compromising
D. Avoiding
Which of the following is a manifestation of excessive conflict in the workplace? A. Apathy B. Lack of creativity C. Missed deadlines D. Violence E. Indecision
D. Violence
In managing virtual workers, a manager should A. give directions only by phone or in person. B. make sure the worker is keeping to a fixed schedule of hours. C. let employees work using their own expectations of how to do their jobs. D. meet regularly, face to face. E. initiate change quickly.
D. meet regularly, face to face.
A ______ role is behavior that concentrates on getting the team's work done. A. maintenance B. performance C. administrative D. task E. production
D. task
Skill Variety
Describes the extent to which a job requires a person to use a wide range of different skills and abilities
Task Identity
Describes the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end.
Feedback
Describes the extent to which workers receive clear, direct information about how well they are performing the job.
Pygmalion effect AKA Self-fulfilling prophecy
Describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true.
Programmed conflict
Designed to elicit different opinions without inciting people's personal feelings
Cross-functional teams
Designed to include members from different areas within an organizations, such as finance, operations, and sales.
Applying the job Characteristics Model requires which of the following? (Check all that apply)
Diagnose the work environment to see whether a problem exists. Determine whether job redesign is appropriate. Consider how to redesign the job.
Procedural justice
"How fair is the process for hanging out rewards" The perceived fairness of the process and procedures used to make allocation decisions.
Distributive justice
"How fairly are rewards being given out" - reflects the perceived fairness of how resources and rewards are distributed or allocated.
Need for Affiliation
"I need close relationships" - Desire for friendly and warm relations
Need for Power
"I need to control others" Desire to be responsible for other people, influence their behavior or control them.
Autonomy
"I want to feel independent and able to influence by environment" - Freedom and the discretion to determine what they want to do.
House's Model
(1) Leader behaviors are influenced by two contingency factors of (2) employee characteristics and (3) environmental factors in determining (4) the most effective leadership. - Two contingency factors (employee characteristics and environmental factors) cause some leadership behavior to be more effective than others.
Transformational leadership positive results
(1) Measures of organizational effectiveness (2) Measures of leadership effectives and employee job satisfaction (3) More employee identification with their leader and with their immediate work groups. (4) Higher levels of intrinsic motivation, group cohesion, work engagement, and setting goals consistent with those of the leader.
Following theories of motivation would be characterized as content perspectives-
(Maslow's) hierarchy of needs theory. (McClelland's) acquired needs theory. (Deci and Ryan's) self-determination theory. (Herzberg's) two-factor theory.
Leader Member exchange (LMX)
- George Graen and Fred Dansereau The leader-member exchange (LMX) model of leadership emphasized that leader have different sorts of relationship with different subordinates - The LMX quality looks at the quality of relationship between manager-subordinates relationship unique/ The unique relationship can produce two types of leader-member exchange interactions: in-group exchange, out-group exchange
Trait approaches
- Kouzes and Posner's five traits: honest (the most important), competent, forward-looking, inspiring, intelligent. - Gender studies: motivating others, fostering communication, producing high-quality work, and so on. - Leadership lesson from the GLOBE project: visionary and inspirational charismatic leaders who are good team builders are best worldwide
Four additional perspectives
- Leader-member exchange (LMX) model-leaders have different sorts of relationship with different subordinates. - Shared leadership- mutual influence process in which people share responsibility for leading - Greenleaf's servant leadership model- providing service to others, not oneself - E-leadership-using information technology for one-to-one,one-to many, and between group and collective interaction.
(2) Employee characteristics
- Locus of control - Task ability - Need for achievement - Experience - Need for path-goal clarity
Behavioral approaches
- Michigan model- two leadership styles: job-centered and employee-centered - Ohio state model- two dimensions: initiating-structure behavior worldwide
Organizations may apply trait theory are
- Organizations may incorporate personality and trait assessments into their selection and promotion process - To enhance leadership traits, organization may send employees to management development programs that include management classes, coaching sessions, trait assessments...
(1) Leaders behavior
- Path-goal clarifying - Achievement-oriented - Work facilitation - Supportive - Interaction facilitation - Group oriented decision making - Representation and networking - Value-based Revised path goal theory/ before directive, supportive, participative, achievement-oriented.
Behavioral leadership approaches
- Patterns of behavioral or leadership styles. - Attempts to determine the distinctive styles used by effective leaders. - Leadership style: the combination of traits, skills, and behaviors that leaders use when interacting with others. - What all models of leadership behavior have in common is the consideration of task orientation versus people orientation. - Two studies: Michigan/Ohio university
3. The situational leadership theory model: Hersey's appriach
- Paul Hersey and Keneth Blanchard - Situational leadership theory, leadership behavior reflects how leader should adjust their leadership style according to the readiness of the followers. - Managers should be flexible in choosing a leadership behavior style and be sensitive to the readiness level of their employees
There is "bad power" and "good power"
- Personalized power: power directed at helping oneself. - Socialized power: power directed at helping others.
Ohio State Leadership Model
- Ralph Srogdill - Two major dimensions of leader behavior: - Initiating structure - Consideration
University of Michigan Leadership Model
- Rensis Likert- two forms of leadership styles - Job Centered behavior- I am concerned more with the needs of the job: Managers paid more attention to the job and work procedures. Their principal concerns were with achieving production efficiency, keeping cost down, and meeting schedules. - Employee centered behavior- I am concerned more with needs of employees: more attention to employee satisfaction and making work groups cohesive. They hoped to build effective work groups with high performance goals.
Does the revised path-goal theory works?
- Research on transformational leadership is supportive of the revised mode. - It offers two important implications for managers: 1. Use more than one leadership style 2. Modify leadership style to fit employee (ability, experience, and need for independence) and task/environmental characteristics (task characteristics of autonomy, variety, and significance) and manager contingency factors.
Servant Leadership:
- Robert Greenleak - Focus on providing increased service to others -meeting the goals of both followers and the organization- rather than to themselves. - Long-term transformational approach to life and work. Meeting the goals of followers and the organizations, not of oneself
2. Path-goal leadership model
- Robert House - Holds that the effective leader available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support. - rewards to goal accomplishment, reducing barriers, and providing support
Positive traits for leaders
- Task competence: Intelligence, knowledge, problem-solving skills - Interpersonal competence: Ability to communicate and ability to demonstrate caring and empathy - Traits of character: Conscientiousness, discipline, moral reasoning, integrity, honesty. - Biophysical traits: Physical fitness, hardiness, energy level - Personal traits: Self-confidence, sociability self-monitoring, extraversion, self-regulating, self-efficacy
Which style is more effective
- The task-orientes style works best in either high-control to low-control situations. - The relationship-oriented style works best in situations of moderate control. If leadership orientation does not match the situation os better try to move leaders into other situations rather than try alter their personalties to fit situations.
Five approaches to leadership
- Trait - Behavioral - Contingency - Full-range - Four additional
Full-range approach
- Transactional leadership- clarify employee roles and tasks, and provide rewards and punishments - Transformational leadership- transform employees to pursue organizational goals over self-interests, using inspirational motivation, idealized influence, individualized consideration, intellectual simulation.
Project Teams
- solve a particular problem - complete a specific task - brianstorming new marketing ideas - meet once in a while
Which of the following are the five stages of team development?
-Adjourning -Forming -Norming -Performing -Storming
Which two of the following are ways managers can prevent groupthink?
-Allow individuals and outside experts to present other perspectives -Encourage each member of the team or group to provide criticism
Which three of the following stimulate cohesiveness?
-Allowing off-the-job social events -Recognition and appreciation of each other -Allowing work teams to pick their own teammates
Which of the following are the five primary styles for dealing with conflict?
-Comprising -Accommodating -Forcing -Collaborating -Avoiding
Which four of the following are ways managers can stimulate constructive conflict?
-Create competition among employees -Use the devil's advocacy and dialectic methods -Bring in outsiders for new perspectives -Make changes the organization's procedures.
Which of the following are among the seven considerations for transforming a group into a effective team?
-Motivation through mutual accountability -Clear performance goals and feedback -Groupthink -Size -Cohesiveness
Which three of the following are considered conflict triggers?
-Multicultural conflicts -Intergroup conflicts -Personality conflicts
Based on their core characteristics, which of the following could be considered action teams?
-Police SWAT team -Moutian-climbing expedition -Hospital surgical team -Airline cockpit crew
What are the four types of work teams?
-Project -Action -Production -Advice
Which of the following are true statements about norms?
-They point out the boundaries between acceptable and unacceptable behavior. -They have a powerful influence on group and organizational behavior. -They are unwritten.
House's revised path-goal theory - implications
-Use more than one leadership style - Study eight styles offered in path-goal theory -Help employees achieve their goals-guide and coach employees in achieving their goals by clarifying the path and removing obstacles to accomplishing them. -Modify leadership style to fit employee and task characteristics. - Small set of employee characteristic (ability, experience, and need for independence) and environmental factors (task characteristics of autonomy, variety, and significance) are relevant contingency factors, and managers should modify their leadership style to fit them
Five Conflict-handing styles
1) Avoiding: Ignoring or suppressing a conflict. Maybe the problem will go away. 2) Accommodating: Let's do it your way - smoothing or obliging. Allowing the desires of the other party to prevail 3) Forcing: Dominating - ordering an outcome, when a manager relies on his or her formal authority and power to resolve a conflict Do it my way. 4) Compromising: "Let's split the difference" - both parties give up something in order to gain something. 5) Problem solving: Or Collaborating, Integrating - Manager strives to confront the issue and cooperatively identify the problem, generating and weighing alternatives and selecting a solution.
Emotional Intelligence (EI) is associated with the following traits:
1) Better social relations, well-being, and satisfaction across all ages and contexts 2) Higher creativity 3) Better emotional control 4) Conscientiousness and self-efficacy 5) Self-rated performance
Motivation as a manager
1) Join your organization 2) Stay with your organization 3) Show up for work at your organization 4) Be engaged while at your organization 5) Do extra for your organization
Which of the following are the three critical psychological states identified by the job characteristics model? P.416
1) Meaningfulness of work 2) Responsibility for results 3) Knowledge of results
Based upon the text, which of the following are accurate statements concerning the desirable traits of women who excel as executives.
1) Men were observed to display for task leadership and women more relationship leadership. 2) Women used a more democratic or participative style than me, and men used more autocratic and directive style 3) Female leadership was associated with more cohesion, cooperative learning, and participative communication among team members 4) Peers, managers, direct reports, and judges/trained observers rated women executives as more effective than men. Men also rated themselves as more effective than women evaluated themselves.
Five conflict-handling behavior
1) Openness: Stating your views honestly and concentrating on finding a solution to the problem 2) Equality: Evaluate all ideas fairly and logically, without regard to ownership 3) Empathy: Try to experience the other person's feelings and point of view 4) Supportiveness: Let the other person know you want to find a resolution that will benefit you both. 5) Positiveness: Being upbeat and expressing your willingness to work with the other person to find a resolution to the porblem.
Motivation model
1) Unfulfilled need - desire to create to fulfill a need - food, safety, recognition. 2) Motivation - search for ways to satisfy the need 3) Behaviors - Choose a type of behavior you think might satisfy the need 4) Rewards - two types of rewards satisfy needs - - EXTRINSIC AND INTRINSIC
According to Fielder's contingency leadership model, which two of the following are seen as leader orientations or styles?
1) task-oriented 2) relationship-oriented
Jog Design
1) the division of an organization's work among its employees 2) the application of motivational theories to jobs to increase satisfaction and performance.
How the situational leadership model works
1. Leadership styles- relationship behavior (vertical axis) plus task behavior (horizontal axis) - Relationship behavior: is the extent to which leaders maintain personal relationships with their followers, as in providing support and keeping communication open - Task behavior: is the extent to which leaders organize and explain the role of their followers, which is achieved by explaining what subordinated are to do and how tasks are to be accomplished. 2. Four leadership styles: - telling: high task and low relationship - selling: High task and high relationship - participating: High relationship and low task - delegation: Low relationship and low task 3. When a leadership style should be used depends on the readiness of the followers.
There are nine tactics for trying to influence others
1. Rational persuasion 2. Inspirational appeals 3. Consultation 4. Ingratiating tactics 5. Personal appeals 6. Exchange tactics 7. Coalition tactics 8. Pressure tactics 9. Legitimating Tactics
kotter: companies manage complexity in three ways
1. determining what needs to be done- planning and budgeting 2. creating arrangements of people to accomplish an agenda- organizing and staffing 3. ensuring people do their jobs- controlling and problem solving
leadership copes with change in three ways
1. determining what needs to be done- setting a direction 2. creating arrangements of people to accomplish an agenda- aligning people 3. ensuring people do their jobs- motivating and inspiring
Delete
3. When a leadership style should be used depends on the readiness of the followers.
Group cohesiveness
A "we feeling" binding group members together.
Team
A small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
Burnout
A state of emotional, mental, and even physical exhaustion expressed as listlessness, indifference, or frustration.
Diversity climate
A subcomponent of an organization's overall climate and is defined as the employee's aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values.
Which of the following is considered one of the most essential considerations in building a group into an effective team? A. Trust B. Promoting groupthink C. Organizational structure D. Market stability E. Size
A. Trust
Which of the following is a disadvantage of smaller groups? A. Unfair work distribution B. Autocratic leadership C. Lower morale D. Tendency to form cliques E. Tendency to take unreasonable risk
A. Unfair work distribution
Becca asked Kevin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of A. devil's advocacy. B. groupthink. C. the dialectic method. D. storming. E. dysfunctional conflict.
A. devil's advocacy.
Dave sat through the meeting feeling convinced his team was misinterpreting recent marketing research, but he didn't say anything. The team leader was a close friend. Plus, he didn't want to disrupt the team since he perceived himself to be the only one with reservations. Dave's team appears to be experiencing A. groupthink. B. storming. C. social loafing. D. norming. E. devil's advocacy.
A. groupthink.
Since hard feelings about group leadership and assignments had passed, Elena's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by A. helping the team identify group goals and values. B. encouraging members to voice disagreements. C. helping people get to know each other. D. empowering the members. E. throwing a thank-you party.
A. helping the team identify group goals and values.
The conflict-handling style in which a person neglects their own concerns and allows the concerns of another to prevail is known as
Accomodating
Content Perspective - 4 theories
Acquired Needs Hierarchy of needs theory Self-determination theory Two-factor theory
Which of the following theories of motivation should be characterized as content perspectives?
Acquired Needs Hierarchy of needs theory Self-determination theory Two-factor theory
4. Ingratiating Tactics
Acting humble or friendly or making someone feel good or feel important before making a request.
A team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n
Action team
During this final state and team development, which is called__, the work has been completed and members prepare for disbandment:
Adjouring
Dave has arranged a catered lunch for all his team members to celebrate the completion of their work so they can see one another before being assigned to new teams. Dave's team is now in which stage of team development?
Adjourning
Evaluating all ideas fairly without regard to ownership
Equality
Gregor feels that other employees in his department are given important tasks than he is. He doesn't understand why they are rewarded with these bigger projects because he has been working there as long as they have and has the same skill set. Which perspective explains how Gregor feels?
Equity Theory
Perspectives on motivation - three processes
Equity/justice theory Expectancy theory Gold-setting theory
Which of the following theories of motivation are characterized as process perspectives on motivation? P. 406
Equity/justice theory Expectancy theory Gold-setting theory
Punctuated equilibrium
Establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. The group then establishes and maintains new norms of functioning, returning to equilibrium.
Warfare - too much conflict
Excessive conflict (warfare) results in eroding organizational performance due to political infighting, dissatisfaction, lack of teamwork, and turnover.
Connor wanted to help Chris with a new, potentially profitable clients portfolio. Connor reminded Chris that since he was instrumental in getting Chris hired, he owed him a favor. This is an example of the ___________ influence tactic
Exchange
is the process of having two people or groups play opposing roles in a debate to better understand a proposal.
Dialectic method
Researchers believe that workplace stress generally affects job performance in which of the following ways.
Diminishes positive emotions, job satisfaction, organizational commitment, and job performance and increases alcohol and illicit drug use, sleeplessness, overeating, and job turnover. Moderate levels of stress lead to optimal performance Low levels of stress lead to low performance High levels of stress lead to low performance.
Machiavellianism
Displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles.
______ is a "we feeling" that binds group members together. A. Maintenance B. Groupthink C. Norming D. Social loafing E. Group cohesiveness
E. Group cohesiveness
Which of the following is a source of conflict in the workplace? A. Excessive communication B. Strict job boundaries C. Too many resources D. Lack of diversity E. Inconsistent goals
E. Inconsistent goals
______ is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal. A. Storming B. Positive conflict C. Devil's advocacy D. Groupthink E. The dialectic method
E. The dialectic method
Travis proposed the purchase of a new Minolta copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later he realizes he does not really feel strongly about it. Amir should adopt a(n) ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating
E. accommodating
Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense. A. cooperation B. cohesiveness C. unity D. honesty E. credibility
E. credibility
Jane organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) A. self-managed team. B. virtual team. C. cross-functional team. D. informal group. E. formal group.
E. formal group.
A team that consists of members who interact by computer network to collaborate on projects is called a(n) A. remote team. B. e-team. C. self-managed team. D. informal team. E. virtual team.
E. virtual team.
Conclusion
Effective leaders: 1. Tend to have supportive or employee- centered relationships with employees 2. Use group rather than individual methods of supervision 3. Set high-performance goals.
According to equity theory, which of the following would be characterized as inputs?
Effort. Training. Experience.
The ability to monitor your own feelings and those of others and to use this information to guide your thinking and actions is referred to as ........
Emotional intelligence
programs which help employees integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities
Onboarding
The theory of motivation that assets that motivation is the combination of how much you want something and how likely you think you are to get it is known as ___________________ theory.
Expectancy
Three psychological states
Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual results of the work.
Mike half-jokingly calls deb "Tax Goddess" at work because she knows more about tax implications of investments than anyone else in the office. Deb has _________ power
Expert
Mark failed his last test and blamed it on the fact that the test was poorly written and the room was too noisy for him to concentrate, not because he didn't study for the test. Mark would be said to have a(n) __________ locus of control.
External
A team is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity
FALSE
Another name for functional conflict is productive conflict
FALSE
Avoiding it is never an appropriate response to conflict
FALSE
Conflict is naturally avoided when organizations are structured along functional lines
FALSE
Conflict is the dramatic and often violent clash of opposing forces that lacks a simple resolution that would be satisfactory to all parties
FALSE
Creating self-managed teams in the workplace has a very positive effect on job satisfaction and organizational commitment
FALSE
Formal communication is the essence of a team, and what differentiates it from a group
FALSE
Generally speaking, the optimal team size is considered to be 12 to 15 members
FALSE
Group cohesion arises during the forming stage of group development
FALSE
Job modeling is a socially determined set of rules for how an individual should behave in an organization
FALSE
Many groups stall in the performing stage of group development
FALSE
Mutual trust and commitment are developed within a team because members are mutually accountable to a supervisor
FALSE
One of the primary reasons norms are enforced is to leverage the group's power with management
FALSE
Organizations with too much conflict tend to be plagued by apathy and missed deadlines
FALSE
Speed of resolution is the primary benefit of using the collaborating conflict-handling style
FALSE
The dialectic method is the process of assigning someone to play the role of critic to voice possible objections to a proposal
FALSE
The norming stage of team development is a lengthy and painful one
FALSE
The tendency of a group or team to stick together is known as cooperation
FALSE
Twenty-five new employees from across the Kendall Automotive Technologies organization are attending an orientation, receiving information about company policies, and filling out various forms. These employees comprise a team
FALSE
Two types of team roles are task and stability
FALSE
When job boundaries are ambiguous, employees are less possessive, and conflict is likely to be minimized
FALSE
When parties to a conflict have deeply rooted, opposing value systems, the most appropriate method to handle the conflict is collaboration
FALSE
While individuals prefer to have measurable goals as well as feedback about their performance, this is not required for teams since goals and feedback can be generated from within
FALSE
True or False The term "diversity" is synonymous with differences.
False
True/False: Work groups that experience too much conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Work groups with too little conflict, on the other hand, experience infighting, dissatisfaction, turnover, and a lack of teamwork.
False
Charisma
Form of interpersonal attraction that inspires acceptance and support.
Passive Leadership
Form of leadership behavior characterized by a lack of leadership skills.
Potential implications of teams experiencing group think?
Less new information is introduced Fewer alternative ideas being brought to the table by members
A group that is created to do something productive for the organization and is headed by a leader is called a(n
Formal group
Susan's team is going through the _______ stage of team development. In this stage, they are becoming oriented with the group's process and getting acquainted with one another.
Forming
Stages of group and team development:
Forming Storming Norming Performing Adjorning
In this stage of team development, members get oriented and acquainted with each other.
Forming stage
Leaders behavior (5) Interaction facilitation
Let's see how we can all work together to accomplish our goals Emphasize collaboration and teamwork. Encourage close employee relationships and sharing minority opinion. Facilitate communication, resolve disputes.
Consultation
Getting others to participate in planning, decision making, and changes
Coalition tactics
Getting others to support your effort to persuade someone
Ingratiation
Getting someone in a good mood prior to making a request
_____________________ theory suggests that employees can be motivated by objectives that are specific and challenging but achievable and that have rewards tailored to individual needs.
Goal-setting
Which of the following theories proposes that work satisfaction originates from motivating factors and dissatisfaction originates from hygiene factors?
Herzberg's two-factors theory.
Motivating factors
Higher level are factors associated with job satisfaction, such as achievement, recognition, responsibility, and advancement all of which affect the job content or the rewards of work performance.
Conscientiousness
How dependable, responsible, achievement-oriented, and persistent one is.
Trevor knows it is up to him to make the new business plan work. Even if the board of directors steps in to guide the resources, it is still Trevor's job to carry out the plan. Which aspect of a core self-evaluation does Trevor demonstrate?
Locus of control
Hygiene factors
Lower level needs - factors associated with job dissatisfaction - such as salary, working conditions, interpersonal relationships, and company policy all of which affect the job context in which people work.
The theory of motivation that asserts that achievement, affiliation, and power are the major motives determining people's behavior in the workplace is called _____.
McClelland's acquired needs theory.
Openness to experience
How intellectual, imaginative, curious, and broadminded one is.
Three dimensions of situational control
How much control and influence a leader has in the immediate work environment. - Leader-member relations: Do my subordinates accept me as a leader (if leader has the support, loyalty, and trust of the group) Good/Poor - Task structure- Do my subordinated perform unambiguous, easily understood tasks? (the more structured the jobs, the more influence a leader has. High/Low - Position power- Do I have power to reward and punish? More power equals to more control and influence. Strong/weak
Behavioral component of an attitude AKA Intentional component
How one intends or expects to behave toward a situation.
Extroversion
How outgoing, talkative, sociable, and assertive a person is.
Agreeableness
How trusting, good-natured, cooperative, and sot-hearted one is.
Need for achievement
I need to excel at tasks." Desire to excel, do something better or more efficiently, solve problems, to achieve excellence
Leaders behavior (4) Supportive
I want things to be pleasant, since everyone's about equal here. Treat as equals. Show concern for well-being and needs. Be friendly and approachable.
Leaders behavior (6) Group-oriented decision making
I want your suggestions in order to help me make decisions Pose problems rather than solutions to work groups. Encourage members to participate in decision making. Provide necessary information to the group for analysis. Involve knowledge employees in decision making.
Motivation-Contextual factors
Organizational culture, cross-cultural values, physical environment, rewards and reinforcement, group norms, communication technology, leader behavior, organizational design, organizational climate, job design.
Leaders behavior (7) Representations and networking
I've got a great bunch of people working for me whom you'll probably want to meet. Present work group in positive light to others. Maintain positive relationships with influential others. Participate in organization-wide social functions and ceremonies. Do unconditional favors for others.
Which of the following is the BEST example of an effective goal for an employee
Increase sales by 10% during the next quarter.
Which of the following is the BEST example of an effective goal for an employee?
Increase sales by 10% during the next quarter.
Locus of Control
Indicates how much people believe they control their fate through their own efforts.
Which of the following are likely characteristics of transformational leaders?
Individual Characteristics - extroverted, agreeable, proactive, and open to change Organizational Culture - Adaptive, flexible organizational cultures, more rigid, bureaucratic cultures
What are the two factors influencing transformational leaders
Individual Characteristics, Organizational Culture
Organizational behavior (OB) - two areas
Individual behavior Group behavior
Initiating Structure- What do I do to get the job done?
Initiating structure is leadership behavior that organized and defines what group members should be doing. The efforts the leader makes to get things organized and get the job done. - "Likert's job-ceneterd behavior"
Which of the following are key behaviors for transformational leaders?
Inspirational motivation Idealized influence Individualized consideration Intellectual stimulation
Keri is confident that, if she exceeds her sales quota for the year, she'll be promoted to regional manager. This is an example of the ___________________ element of the expectancy theory.
Instrumentality
Jerry is confident in his ability to perform a new set of tasks, but he does not think he will be adequately rewarded for mastering the new knowledge. He has low ______.
Instrumentality. Instrumentality is the expectation that successful performance of task will lead to the outcome desired.
Acting humble or friendly or making someone feel good or important is an example of what kind of influence tactic
Integrating
Brittani has worked long hours putting the finishing touches on a presentation to a major client, but she was a strong sense of self-satisfaction with her work and feels good about what he has accomplished. In terms of the model of motivation, this self-satisfaction would be categorized as _____________
Intrinsic reward
Participating
Involves encouraging followers to solve problems on their own. Because it shares decision making, this style encourages subordinated in performing tasks. Most appropriate for followers whose readiness is in the moderate to high range.
Selling
Is explaining decisions and persuading others to follow a course of action. It offers both direction and support. This style is most suitable for followers who are unable but willing to assume task responsibility.
Self centered perspective, feelings of superiority, and drive for personal power and glory
Narcissism
Tyler works for a large financial services firm. Each time he earns a professional certification in his field, he is rewarded with an increase in his salary. Which type of compensation plan does this describe?
Pay for knowledge
What type of compensation plan ties employee pay to the number of job-relevant skills or academic degrees they earn?
Pay for knowledge. (job-relevant skills)
In equity theory, the outputs received from an organization are which of the following?
Pay, benefits, praise, recognition, bonuses, promotion, status perquisites.
Consideration
Leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust.
Initiating-structure leadership
Leader behavior that organizes and defines, that is, "initiates the structure for" what employees should be doing to maximize output.
Which leadership model examines the quality of relationships between managers and subordinates and suggests that leaders have different relationships with different subordinates.
Leader-member exchange
Managers and lasers not always the same
Leaders manage and managers lead. - Management is about coping with complexity - Leadership is about coping with change
____________ create and express and organizations vision and strategic plan, whereas ___________ implement that vison and plan
Leaders; Managers
_____________ is the ability to influence employees to voluntarily pursue organizational goals
Leadership
As shift supervisor Cassandra developed the schedule for the day indicating which of the staff would be doing which job. The staff follows this schedule because of Cassandras __________ power
Legitimate
The type of power that all managers have that results from their formal position within the organization is called _____________ power
Legitimate
1. Legitimate power: Influencing behavior because of one's formal position
Legitimate power, which all managers have, is power that result from manager;s formal position within the organization. This power is may be exerted both positively or negatively- as praise or as criticism.
Saying "This has been Green Lighted at the highest level" is an example of persuasion using which influence tactic pressure coalition legitimating exchange
Legitimating
Using rewards or positive consequences to strengthen a particular behavior.
Positive reinforcement.
Being upbeat and expressing your willingness to work with the other person to find a resolution to the problem
Positiveness
__________ is the extent to which a person is able to influence others to they respond to orders
Power
___________ is the ability to marshal human, informational, and other resources to get something done. Power is primarily about influence.
Power
Referent Power
Power deriving from one's personal attraction.
Personalized power
Power directed at helping oneself-as a way of enhancing their own selfish ends may give the word power a bad name.
Socialized power
Power directed at helping others.
Expert Power
Power resulting from one's specialized information or expertise.
Reward Power
Power that results from managers' authority to reward their subordinates - all manager have this.
Using demands, threats, or intimidation to gain compliance in regards to a decision is an example of what persuasion tactic
Pressure tactic
Forming
Process of getting oriented and getting acquainted.
Dialectic Method
Process of having two people or groups play opposing roles in a debate in order to better understand a proposal.
Americans with Disabilities Act (ADA)
Prohibits discrimination against the disabled and require organizations to reasonably accommodate an individual's disabilities.
6. Exchange tactics
Reminding someone of past favors or offering to trade
A__________ is a socially determined expectation of how an individual should behave in a specific position; i.e., a set of behaviors that people expect of occupants of a position.
Role
Sam and Eric don't get along well because Sam is very rigid and goes "by the book," while Eric is much more likely to bend the rules. This is an example of which type of conflict?
Personality conflict
Sam and Eric don't get along well because Sam is very rigid and goes "by the book," while Eric is much more likely to bend the rules. This is the example of which type of conflict?
Personality conflict
Proactive personality
Someone who is more apt to take initiative and persevere to influence the environment
A leader should ease the transition of an adjourning group with rituals celebrating "the end" and "new beginnings."
TRUE
A maintenance role consists of behavior that fosters constructive relationships among team members
TRUE
A team is a small group of people with complementary skills who are committed to a common purpose and performance goals
TRUE
A work team may be self-managed, cross-functional, virtual, or even all of these at the same time
TRUE
According to research, negative conflict can have positive effects on performance
TRUE
Allowing criticism of ideas helps prevent groupthink
TRUE
Among the benefits of teamwork is the reduction of destructive internal competition
TRUE
An example of a task role is an initiator, someone who suggests new goals or ideas
TRUE
Certain kinds of conflict can be beneficial for organizations
TRUE
Competition is a form of conflict
TRUE
Devil's advocacy is a method used to induce programmed conflict
TRUE
In the storming stage of group development, the leader should encourage members to work through their conflicts about tasks and goals
TRUE
In the workplace, informal groups can undercut the plans of formal groups
TRUE
Informal groups can be highly productive, even more so than formal groups
TRUE
Larger teams are more likely than small ones to have formal and autocratic leadership
TRUE
Managers can stimulate cohesiveness in teams by encouraging people to have face-to-face exchanges at work
TRUE
Managers of virtual workers should arrange for them to meet regularly
TRUE
Members of smaller teams tend to be more highly committed and satisfied
TRUE
Norms point up the boundaries between acceptable and unacceptable behavior among group or team members
TRUE
People tend to exert less effort when working in groups than when working alone, a tendency known as social loafing
TRUE
Performance in the workplace is maximized with a moderate level of conflict
TRUE
Quality circles are now known as continuous improvement teams
TRUE
The conflict-handling style of compromising is appropriate when both parties to a conflict have equal power
TRUE
The process of getting oriented and getting acquainted with the group is known as the forming stage of team development
TRUE
The weakness of accommodating as a method for handling conflict is that it is only a temporary fix that fails to address the underlying problem
TRUE
When resources are scarce, conflict is more likely
TRUE
This type of role consists of behavior that concentrates on getting the team's work done
Task role
Asked to describe what was most meaningful about his job at the senior citizen center, Marc answered, "I make a difference every day to the lives of elderly people in our community." This is an example of which element of the job characteristics model?
Task significance
The extent to which affects the lives of others, whether inside or outside the organization.
Task significance.
Asked to describe what was most meaningful about his job at senior citizen center, Marc answered, "I make a difference every day to the lives of elderly people in our community." This is an example of which element of the job characteristics model?
Task significance. The extent to which a job affects the lives of other people.
(1) Two leadership orientations
Task versus relationship - LPC: Least preferred co-worker. The higher the score, the more the relationship oriented the respondent; the lower the score, the more task-oriented.
is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.
Team
Norms tend to be enforced by _____________ to help the group survive, to clarify role expectations, to help individuals avoid embarrassing situations, and to emphasize and identify the group's important values.
Team members or the group
________ work intensely with each other to achieve a specific, overriding, common objective, whereas _________ are made up of two or more individuals interacting to meet certain needs.
Teams; groups
Women excel in (high scores than male on variety of measures)
Teamwork and partnering, being more collaborative, seeking less personal glory, being motivated less by self-interest than in what they can do for the company, being more stable, and being less turf-conscious; producing quality work, recognizing trends, and generation new ideas. Also used more democratic or participative style than men (men more autocratic and directive style). Women more social leadership and man more social leadership.
Why does teamwork matter? What results can it achieve?
Teamwork matters because it can support the organization's mission and strategy by enhancing performance in several ways: Increased productivity Increased speed Decreased costs Improved quality Reduced destructive conflict and competition Improved workplace cohesiveness
Expectancy
The belief that a particular level of effort will lead to a particular level of performance.
Sex-role stereotype
The belief that differing traits and abilities make males and females particularly well suited to different roles.
Ethnocentrism
The belief that one's native country, culture, language, abilities, or behavior is superior to those of another culture
Learned helplessness
The debilitating lack of faith in one's ability to control one's environment.
Gainsharing
The distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity.
Profit Sharing
The distribution to employees of a percentage of the company's profits
Storming
The emergence of individual personalities, roles and conflicts within the group
Instrumentality
The expectation that successful performance of the task will lead to the outcome desired.
Power
The extent to which a person is able to influence others so they respond to others.
Emotional stability
The extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure. How relaxed, secure, and unworried one is.
Self-estem
The extent to which people like or dislike themselves, their overall self-evaluation.
Job satisfaction
The extent to which you feel positive or negative about various aspects of your work.
Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate?
The five styles are: 1. Avoiding—ignoring or suppressing a conflict; appropriate when a person needs to buy time in unfolding and ambiguous situations. 2. Accommodating—allowing the other person's desires to prevail; appropriate when the issue isn't important and is simple and not getting worse. 3. Forcing—ordering or otherwise using power to get people to do it your way; appropriate when quick results are essential. 4. Compromising—splitting the difference; appropriate when both sides have opposite goals and/or possess equal power. 5. Collaborating—devising solutions that benefit both parties; appropriate for complex issues plagued by misunderstanding. The student should give an example of each style.
An integrated model of leadership considers which of the following in order to create leadership effectiveness?
Traits, Gender, and Skills Power and Influence Leader Behavior Situational Factors
Transactional leaders try to get people to do ordinary things while ______________ leaders attempt to get people to do exceptional things
Transformational
3. Individualized consideration: you have the opportunity here to grow and excel
Transformational leaders don't just express concern for subordinates' well-being. They actively encourage them to grow and to excel by giving them challenging work, more responsibility, empowerment, and one-on-one mentoring.
2. Idealized influence: we are here to do the right thing
Transformational leaders express their integrity by being consistent, single-minded, and persistent in pursuit of their goal. they display high ethical standards and act as models of desirable values. They also are able to make sacrifices for the good of the group.
Transformational leadership
Transforms employee to pursue organizational goals over self-interests. - Try to get people to do exceptional things: significantly higher levels of intrinsic motivation, trust, commitment, and loyalty. Transformational leaders are influenced by 2 factors: 1. Individual characteristics: extroverted, agreeable, proactive. 2. Organizational culture: Adaptive, flexible (+rigid and bureaucratic)
True/False: Cohesiveness is the emotional feeling that binds group members together.
True
Charasmatic Leadership
Was assumed to be an individual inspirational and motivational characteristic of particular leaders.
Leaders bheavior (8) Value-based
We're destined to accomplish great things Establish a vision, display passion for it, and support its accomplishment. Communicate high performance expectations and confidence in other's abilities to meet their goals. Give frequent positive feedback. Demonstrate self-confidence.
Outputs or rewards
What do you think you're getting out of the job?
Inputs
What do you think your putting into the job? - time, effort, training, experience, intelligence, creativity, seniority, status
Path-goal leadership model
Which holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support.
What Myra enjoys most about her job is the camaraderie with her coworkers and the close friendships she has formed. According to McClelland's acquired needs theory, this reflects Myra's need for___________
affiliation
leadership copes with change by doing which three of the following?
aligning people, motivating and inspiring and setting a direction
A(n) _________ team is created to broaden the information base needed for making managerial decisions.
advice
Liu wants to better understand how to motivate employees at her company. Because she knows there is no one leading theory accepted by everyone on what motivates people, she looks into the top four perspectives: content, process, reinforcement and _____________
job design
in the university of michigan leadership model, researcher Rensis Likert identified the __forms of leadership styles
job-centered and employe-centered
A leadership style characterized by a general failure to take responsibility for leading is referred to as ____________ leadership
laissez-fair
according to the concept of full-range leadership, leadey rship behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other
laissez-faire
One of the "take-aways" from the expectancy theory is that a manager should _______.
link rewards to levels of employee performance.
The measure of how much people believe they are in charge of their fate through their own efforts is known as
locus of control
Which of the following are employee characteristics identified in House's path-goal leadership model.
locus of control task ability need for achievement experience and need for path-goal clarity
A _________-control situation is one in which a leader's decisions can't produce predictable results because he or she can't really influence outcomes.
low
Being an encourager, standard setter, harmonize, and compromiser within a group are aspects of the __________ role.
maintenance
Pay for performance, basing pay on one's results, is also known as ______ pay.
merit pay.
The use of reinforcement theory to change human behavior is called behavior
modification
The use of reinforcement theory to change human behavior is called behavior ______.
modification.
After Johanna's company introduced a free breakfast program and on-site childcare, she was happy to get to work early. The free breakfast and childcare are examples of _____ that direct Johanna's behavior.
motivation.
If a model of motivation starts with an unfulfilled need, list the rest of the steps in the correct order.
motivation. behaviors. rewards. feedback.
Carlos worked overtime everyday last week and his boss didn't even say anything to him about his extra time. People who feel that they are being under-rewarded for their inputs/outputs on the job typically respond in a __________________(positive/negative) manner.
negative
According to reinforcement theory, turning in your monthly expense report on time so that your supervisor won't nag you for it is an example of ______.
negative reinforcement.
Carlos worked overtime every day last week and his boss didn't even say anything to hi about his extra time. People who feel that they are being under-rewarded for their inputs/outputs on the job typically respond in a _____ (positive/negative) manner.
negative.
Marietta's work is suffering because not only is she going through a divorce but also her mother is very ill and needs 24-hour care. What type of job-related stress is Marietta experiencing?
nonwork demands
In Jack's work group, members are beginning to develop close interpersonal relationships that has led to an emerging sense of unity and harmony within the team. This is an example of the activities that will occur during the _______ stage of group development.
norming
in an __-group exchange, leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate.
out
According to the McClelland's acquired needs theory, ______ power is expressed in an individual's desire to dominate others, whereas _______ power is used to further organizational goals.
personal; institutional.
individual characteristics
personalities of such leaders tend to be more extroverted, agreeable, proactive, and open to change than nontransformational leaders
What's important to Marie in the workplace is to be in charge, to be "top dog" and be in a position of control over her coworkers. This reflects which of the following needs identified by McClelland's acquired needs theory?
power. I need to control others.
The purpose of the field of organizational behavior is to not only explain workplace behavior but also to ___________
predict
Relationship-oriented Leadership
primarily concerned with the leader's interactions with his or her people
A college professor who is required by the department chair to use a certain textbook and has no input into the number or types of assignments she uses in class would likely have low _____.
autonomy.
Elaine surpassed her sales goals and earned a small cash award for her strong performance. This is an example of a ______.
bonus program. Bonuses are cash awards given to employees who achieves specific performance objectives.
One of the tactics for using conflict to stimulate cultural and procedural changes in an organization is to announce ______
bonuses
_____________ are cash awards given to employees who achieve specific performance objectives.
bonuses
In equity theory, the outputs received from as organization are which of the following?
rewards. pay. praise.
Leadership depends on ---------------
situation at hand.
Under Fiedler's model, the level of influence a leader has in his or her immediate work environment is called ___________ control.
situational
in fiedlers contingency leadership model, the amount of influence a leader has in his or her immediate work environment is called his or her ______
situational control
the level of influence a leader has in his or her immediate work environment is called:
situational control
A self-managed team consists of workers who are trained to do all or most of the jobs, and the team performs its work without any direct _________.
supervision
A _____________________ role consists of behavior that concentrates on getting the team's work done.
task
According to Fieldler, the dimension of situational control referred to as ____________________ ___________________ is the extent to which subordinates perform unambiguous, easily understood routine tasks.
task structure
managerial leadership
the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives
A __________ consists of the CEO, president, and top department heads who work to help the organization achieve its mission and goals.
top-management team
Candidates for the management development program at GenCo Enterprises must first complete a personality assessment to determine their suitability for a leadership role. Based on this, it would appear that GenCo believes in the ____________ approach to leadership.
trait
Morgan considers Jessica an effective leader because she is intelligent, has high energy, and displays self-confidence, Morgan is characterizing Jessica based on the ______________ approach to leadership.
trait
the ______ approach to leaderships attempts to identify distinctive characteristics that account for the effectiveness of leaders
trait
The ________ leader transforms employees to pursue organizational goals over self-interest
transformational
Reciprocal faith in others' intentions and behaviors is known as ___________________
trust
During the monthly meeting, Ethan discussed the two positions that were open in his department since Marcus and Amy had both quit last week. Ethan is discussing the __________ in this department.
turnover
three ways in which organizations may apply trait theory
use personality and trait assessments, choose personality over intelligence, and use management development programs
pressure tactics
using demands, threats, or intimidation to gain compliance
Laura's manager is retiring in six months, and Laura really wants to be promoted to succeed her. In terms of expectancy theory, Laura has a high ____________________ in regard to her job.
valence
A ___________ team consists of members who interact by computer network to collaborate on projects.
virtual
Which of the following is not considered a "soft" influence tactic?
coalition pressure legitimating
Although she might not like to, Amber sometimes has to reprimand her employees when they do not comply with the rules.When she does this, Amber is using her__ power.
coercive
Steve docks an employee's pay when he comes in late for work for the second time in a week. Steve is demonstrating ___________ power.
coercive
Norming
conflicts are resolved, close relationships develop, and unity and harmony emerge.
Fielder's __leadership model is determined whether a leaders style is task oriented or relationship oriented, and if that style is effective for the situation at hand.
contingency
Sam wants to improve job satisfaction, so he adds more responsibility, complexity, and control to his subordinates' jobs. This is an example of job ______.
enrichment. ( Job enrichment is consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.)
task-oriented leadership behaviors
ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization
the leader-member__ model of leadership emphasizes that leaders often have different relationships with different groups or subordinates.
exchange
Robert believes that no matter how hard he studies, he will never pass the exam. According to Victor Vroom's theory, Robert has low _______________________
expectancy
The theory of motivation that asserts that motivation is the combination of how much you want something and how likely you think you are to get it is known as _____ theory.
expectancy theory.
Robert believes that no matter how hard he studies, he will never pass the exam. According to Victor Vroom's theory, Robert has low ______.
expectancy. It is the the belief that a particular level of effort will lead to a particular level of performance.
______ power results from one's specialized knowledge
expert
The ____________ leadership approach asserts that leadership behavior varies across the wide number of leadership styles, ranging from take-no-responsibility leadership to transformational leadership.
full-range
The distribution of savings to groups of employees who reduced costs and increased measurable productivity is known as ___________________________
gainsharing
A group formed by people seeking friendship that has no official leader or specific organizational goals is called a(n) ________ group.
informal
A group formed by people seeking friendship that has no official leader or specific organizational goals is called an __________ group.
informal
as a result of the Ohio State Leadership Model, which major dimensions of leader behavior were identified?
initiating structure and consideration
Leaders who exhibit ____________ behavior focus on clarifying tasks and setting goals to maximize output and efficiency.
initiating-structure
President Obama's famous quote, "We are the change that we seek " best demonstrates which persuasion tactic?
inspirational appeals
what are the key behaviors for transformational leaders?
inspirational motivation, individual consideration, intellectual stimulation and idealized influence
Which of the following are characteristics of being a leader, rather than a manager?
inspire others provide emotional support try to get employees to rally around common goal. creating a vision strategic planning
Power that is used as a means to further organizational goals is know as ______ power.
institutional power. Institutional power- as expressed in the need to solve problems that further organizational goals. Personal power- as expressed in the desire to determine others, and involves manipulating people for one's own gratification.
Sarah wants her sales people to work together to foster customer service. She implemented several new incentive plans that are based on individual performance of her sales people. However, she is having problems with her salespeople being overly competitive with one another and lying to customers to sell more. There are inconsistent goals and rewards in Sarah's system that are creating conflict. This is an example of __________ conflict.
intergroup
Jolene doesn't believe that "luck happens." She firmly believes that you make your own luck in life by what you do and how you do it. Jolene has a(n) __________ locus of control.
internal
Work-life benefits
Employer-sponsored benefit programs or initiatives designed to help all employees balance work life with home life.
Managers should be concerned with motivation primarily for which of the following reasons?
1) Join your organization 2) Stay with your organization 3) Show up for work 4) Be engaged 5) Do extra for your organization
Full-range leadership
- Bernard Bass and Bruce Avolio - Suggests that leadership behavior varies a log a full range of leadership styles, from take-no responsibility (bad leadership) -laissez-faire, at one extreme, through transactional leadership, to transformational leadership at the other extreme (last two good leadership)
1. Inspirational Motivation: Let me share a vision that transcends us all
- Charisma: a form of interpersonal attraction that inspires acceptance and support. - Charismatic leadership: was assumed to be an individual inspirational and motivational characteristic of particular leaders; now is considered part of transformational leadership. Someone with charisma is presumed to be more able to persuade and influence people than someone without charisma.
The ethical things top managers should do to be effective transformational leaders
- Employ a code of ethics - Choose the right people - Make performance expectations reflect employee treatment. - Emphasize value of diversity - Reward high moral conduct
(4) Leadership Effectiveness
- Employee motivation - Employee satisfaction - Employee performance - Leader acceptance - Interaction facilitation - Work-unit performance
Contingency approaches
- Fiedler's contingency model- task-oriented style and relationship-oriented style- and three dimensions of control: leader-member, task structure, position power - House's path- goal revised leadership model- clarifying paths for subordinates' goals, and employee characteristics and environmental factors that affect leadership behaviors - Hersey's situational leadership model- adjusting leadership style to employee readiness
which of the following are ways that Kotter says companies manage complexity?
-creating arrangements of people who will accomplish an agenda through organizing and staffing -determining what needs to be done by planning and budgeting -ensuring people do their jobs by controlling and problem solving
Research demonstrates that transformational leadership yields several positive results, including which of the following:
-measures of organizational effectiveness -measures of leadership effectiveness and employee job satisfaction -more employee identification with their leaders and with the immediate groups -commitment to organizational change -high levels of intrinsic motivation, group cohesion, work engagement, setting of goals consistent with those of the leader, and proactive behavior -employees less likely to quit.
A(n) __________ works to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team composed of specialists.
-project team
Identify the three key elements in equity theory
-rewards -comparisons -inputs
What are the disadvantages of larger teams?
-social loafing -less interaction -lower morale
Recall the four reasons norms tend to be enforced by team members:
-to emphasize important values -to clarify role expectations -to avoid embarrassing situations -to help the group survive
Group and Team development - stages
1) Forming - getting oriented and getting acquainted 2) Storming - Individual personalities roles emerge 3) Norming - Conflicts resolved, relationships develop, unity emerges. 4) Performing - Solving problems & competing the assigned task 5) Adjourning - Preparing for disbandment
Goal-Setting - Practical results
1) Goals should be specific 2) Certain conditions are necessary for goal setting to work 3) Gold should be linked to action plans 4) Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work.
Hierarchy of Needs Theory (Abraham Maslow)
1) Physiological need - the most basic human physical need. 2) Safety need - Physical safety, emotional security, avoidance of violence 3) Love Need - Love, friendship, affection 4) Esteem need - Self-respect, status, reputation, recognition,, self-confidence 5) Self-actualization need - Highest Level - Need for self-fulfillment, increasing competence, using abilities to the fullest
Which actions should managers take when employees exhibit low self-efficacy?
1) Reward small successes 2) Nurture self-efficacy by giving constructive pointers and positive feedback. 3) Assign jobs accordingly - complex, challenging, and autonomous jobs tend to enhance people's perceptions of the self-efficacy. Boring jobs do not
Place the steps in the perceptual process in the correct order, with the first step listed at the top and the last step listed at the bottom...
1) Selective attention-Did I notice something? 2) Interpretation and evaluation- What was it I noticed and what does it mean? 3) Storing in Memory-Remember it as an event, concept, person, or all three. 4) Retrieving from memory to make judgements & decisions
Peter Drucker: 9 behaviors that managers can focus on to improve leadership
1. Determine what needs to be done 2. Determine the right thing to do for the welfare of the entire enterprise or organization 3. Develop action plans that specify desired results, probable restrains, future revisions, check-in points, and implications for how one should spend time. 4. Take responsibility for decisions 5. Take responsibility for communication actions plans and give people the information they need to get the job done. 6. Focus on opportunities rather than in problems. Treat change as an opportunity rather than a threat 7. Run productive meetings. 8. Think and say "we" rather than "I." Think first of the needs and opportunities of the organization. 9. Listen first, speak last.
Successful leader according Ralph Stogdill
1. Dominance 2. Intelligence 3. Self-confidence 4. High energy 5. Task-relevant knowledge
10 Characteristics Servant Leadership
1. Focus on leadership 2. Ability to emphasize with other's feelings 3. Focus on healing suffering 4. Self-awarness of strength and weaknesses 5. Use of persuasion rather than positional authority to influence others 6. Broad-based conceptual skills 7. Ability to foresee future outcomes 8. Belief they are steward of their employees and resources 9. Commitment to the growth of people 10. Derive to build community within and outside the organization.
Important implications of transformational leadership for managers
1. It can improve results for both individuals and groups: You can use the four types of transformational behavior such as job satisfaction, organizational commitment, and performance. Also group's outcomes can be improved. 2. I can be used to train employees at any level: also employees can be trained to be more transactional and transformational. 3. It requires ethical leaders
In which of the following is the U.S. workforce becoming more diverse
Age, gender, race and ethnicity, sexual orientation, physical and mental abilities,
Personality
Consists of the stable psychological traits and behavioral attributes that give a person his or her identity.
Transgender
An umbrella term for people whose sense of their gender differs from what is expected based on the sex characteristics with which they are born.
Law of effect
Behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.
A manager who tells his subordinate "Do it or else pay the consequences" is demonstrating ___________ power
Coercive
3. Coercive power: Influencing behavior by threatening or giving punishment
Coercive behavior, which all managers have, result from manager's authority to punish their subordinates. Punishment can range from verbal or written reprimands to demotions to terminations. Coercive power has to be used judiciously.
Elements of Equity Theory
Comparing the inputs and outputs with those of others.
Feeling qualified, knowledgeable and capable of completing a goal or task.-
Competence.
According to Harvard professor John Klotter, Management is about coping with __________ whereas leadership is about coping with ______________
Complexity, change
Process perspectives
Concerned with the thought processes by which people decide how to act.
Sources of conflict such as differences between personalities, groups, and cultures are called __________
Conflict Triggers
_______________ is leader behavior that is focused primarily on group members' needs and desires and directed at creating mutual respect or trust.
Consideration
Consideration- What do I do to show consideration for my employees
Consideration is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate. Is sensitive to subordinates' ideas and feeling and established mutual trust. - Reassembles Likert's employee-centeres behavior.
Task Role or Task-oriented role
Consists of behavior that concentrates on getting the team's tasks done.
Task-oriented role or Task Role
Consists of behavior that concentrates on getting the team's tasks done.
Maintenance role or Relationship-oriented Role
Consists of behavior that fosters constructive relationships among team members.
Relationship-oriented Role or Maintenance role
Consists of behavior that fosters constructive relationships among team members.
Job enrichment
Consists of building into a job such motivating factors as reprehensibility, achievement, recognition, stimulating work, and advancement.
Job Characteristics model
Consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes - employee's motivation, performance, and satisfaction. Skill variety Task Identity Task Significance Autonomy Feedback
Job enlargement
Consists of increasing the number of tasks in a job to increase variety and motivation.
Cognitive component of attitude
Consists of the beliefs and knowledge one has about a situation.
Affective component of an attitude
Consists of the feelings or emotions one has about a situation
Which of the following are characteristics of a Type A behavior pattern?
Deadline-focused Hurried Competitive
Attitude
Defined as a learned predisposition toward a given object.
Personality Conflict
Defined as interpersonal opposition based on personal dislike or disagreement.
Trust
Defined as reciprocal faith in others' intentions and behaviors.
Readiness
Defined as the extent to which followers possesses the ability and willingness to complete a task. Employees with hight high readiness (high ability, skills and willingness to work) require different leadership style than those with low readiness (low ability, training, and willingness). Diagram 455.
The extent to which a person is relatively secure and unworried and how likely she or he is to experience negative emotions under pressure is known as...
Emotional stability
Psychological empowerment
Employees' believe that they have control over their work.
Weakening a behavior by ignoring it or making sure it is not reinforced.
Extinction.
_____ is the weakening of behavior by ignoring it or making sure it is not reinforced.
Extinction.
Janeen's boss is so pleased with her sales performance during the past quarter that he gives her a bonus. In terms of the model of motivation, the bonus represents a _________
Extrinsic rewards
Which Big Five personality dimension is positively correlated with outgoingness and sociability?
Extroversion
Match the Big Five personality dimensions with its description
Extroversion Agreeableness Conscientiousness Emotional Stability Openness to experience
B. F. Skinner
Father of operant conditioning, the process of controlling behavior by manipulating its consequences.
The extent to which workers receives clear, direct information about how well they are performing the job.
Feedback.
Which of the following leadership models are categorized as situational approaches to leadership?
Fielder's contingency model Houses's path-goal model
A servant leader would display which of the following characteristics?
Focus on listening Ability to empathize with other's feeling Focus on healing suffering Self-awareness of strengths & weaknesses Use of Persuasion rather than positional authority Broad based conceptual thinking. Ability to foresee future outcomes Believe they are stewards of their employees & resources Commitment to the growth of people Drive to build community within and outside the organization.
Holistic Wellness Program
Focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness and environmental awareness.
Psychological signs
Forgetfulness, boredom, irritability, nervousness, anger, anxiety, hostility, and depression
Tranactional Leadership
Focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.
Transactional Leadership
Focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. Also encompassed the fundamental managerial activities of setting goals and monitoring progress toward their achievement. - Best in stable situations - Try to get people to do ordinary things
***
For each dimension , the amount of control can be high- the leader's decisions will produce predictable result because he or she has the ability to influence work outcomes. Or it can be low: he or she doesn't have that kind of predictability or influence.
Describe the stages of group development. For each, discuss what questions the individual asks at that stage, and what the leader should do to facilitate it.
Forming: the process of getting oriented and acquainted. People ask, "Why are we here?" Leaders should help people get to know each other. Storming: individual personalities and roles emerge, and conflict begins. People ask, "Why are we fighting over who does what and who's in charge?" Leaders should encourage people to speak out with ideas and disagreements and to work through their conflicts. Norming: conflicts are resolved, close relationships develop, and unity and harmony emerge. People ask, "Can we agree on roles and work as a team?" Leaders should emphasize unity and help the team identify goals and values. Performing: members solve problems and complete the task. People ask, "Can we do the job properly?" Leaders should empower members. Adjourning: members prepare for disbandment. People ask, "Can we help members transition out?" Leaders can help ease the transition with rituals.
The ___________ leadership approach asserts that leadership behavior varies across a wide variety of leadership styles, ranging from take no responsibility leadership to transformational leadership
Full Range
What is groupthink? Why does it occur? Describe a hypothetical situation in which it seems to be occurring. What should a manager do about it?
Groupthink is a cohesive group's blind unwillingness to consider alternatives. It arises when cohesion in a group becomes too high, and it causes reduction in alternative ideas and limiting of information. Some symptoms include invulnerability, inherent morality, and stereotyping of opposition; rationalization and self-censorship; and illusion of unanimity, peer pressure, and mindguards. Managers should strive to decrease it by allowing criticism and encouraging other perspectives.
Leaders behavior (3) Work facilitation
Here's the goal, and here's what I can do to help you achieve it. Plan, schedule, organize, and coordinate work. Provide mentoring, coaching, counseling, and feedback to assist employees in developing their skills. Eliminate roadblocks. Provide resources. Empower employees.
Leaders behavior (1) Path-goal clarifying
Here's what's expected of you and here's how to do it. Clarify performance goals. Provide guidance on how employees can compete task. Clarify performance standards and expectations. Use positive and negative rewards contingent on performance.
Which of the following theories proposes that work satisfaction originates from motivating factors and dissatisfaction originates from hygiene factors?
Herzberg's Two-factory theory
In-group exchange
In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fate. Subordinates may receive special assignments and privileges. Why? compatibility + associated w/ goal commitment, trust between managers and employees, work climate, satisfaction with leadership, and job performance and job satisfaction.
Out-group exchange
In the out-group exchange, leader are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate. Subordinates receive less of the manager's time and attention than those in in-group exchange relationships. Why? Competence
External dimensions of diversity
Include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives.
Performing
Members concentrate on solving problems and completing tasks
Performing
Members concentrate on solving problems and completing the assigned task.
Adjourning
Members prepare for disbandment
Adjouring
Members prepare for disbandment of the group or team
Why women are not on the Top
Men: (1) women lack general management experience (2) women have not been in the executive talent pool long enough to get selected. Women: (1) male stereotyping (2) exclusion from important informal networks. 1. Women simply aren't willing to compete as hard as most men are or are not willing to make the required personal sacrifices. 2. Women have a tendency to be overly modest and to give credit to others rather than taking it for themselves. 3. Women are less likely than their male counterparts to have access to a supportive mentor. 4. Early-career success is pivotal; women MBAs start out at lower levels than men do in their 1st job.
"I'll take out the garbage," Jan's husband tells her. "Just stop bugging me about it." This situation exemplifies ________________
Negative reinforcement
Motivation-Personal factors
Personality, ability, care self-evaluations, emotions, attitudes, needs, values, work attitudes.
Richards use of power is directed toward helping himself, instead of using power to help others. This is an example of ______________ power
Personalized
During the tax season, accountant Gregory is under considerable stress to complete all of his clients' tax returns. He finds that he is suffering from repeated headaches. This is an example of a ___________sign of stress.
Physiological
Hillary knows she needs a full-time job so she can buy groceries and clothing for her three children/ Which level of Maslow's hierarchy of needs is Hillary concerned with.
Physiological
Needs
Physiological or psychological deficiencies that arouse behavior.
Merilee is a seamstress in a garment factory, and she is paid $10 for each women's skirt she produces. What compensation plan does this describe?
Place rate, in which employees are paid according to how much output the produce.
Two-factor theory (Herzberg)
Proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivating factors and work dissatisfaction from hygiene factors.
Delegating
Providing subordinates with little support or direction. The leader's role is to observe and monitor. This style is best for followers who have a high level of readiness, both able and willing to perform a task.
Lack of concern for others, impulsive behavior, and lack of remorse when your actions harm others
Psychopathy
Brandon has earned the trust and respect of his coworkers by consistently modeling the positive behaviors he expects from them. What type of power does this describe? a. Expert b. Coercive c. Referent d. Reward
Referent
John's employees have a lot of personal respect and admiration for him. As a result they are very loyal to him. This is an example of _________ power
Referent
5. Personal appeals
Referring to friendship and loyalty when making a request
Personal Appeals
Referring to friendship and loyalty when making a request, asking a friend to do a favor.
Team composition
Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members.
Organizational commitment
Reflects the extent to which an employee identifies with an organization and is committed to its goal
Psychological safety
Reflects the extent to which people feel fee to express their ideas and beliefs without fear of negative consequences.
Which of the following is not one of the five stages of team development?
Reforming
Core self-evaluation
Represents a broad personality trait comprising four positive individual traits: Self-efficacy Self-esteem Locus of Control Emotional stability
Diversity
Represents all the ways people are unlike and alike-the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background.
Ethical Leadership
Represents normativiely appropriate behavior that focuses o being moral role model.
Telling
Represents the guiding and directing of performance. This leadership style works best for followers with a low level of readiness: subordinated are neither willing nor able to take responsibility.
Which of the following guidelines should be followed when giving positive reinforcement.
Reward only desirable behavior Give rewards as soon as possible Be clear about what behavior is desired Have different rewards and recognize individual differences.
Recency effect
The tendency to remember recent information better than earlier information.
At the completion of a long project, Allen gives his assistant the day off with pay to acknowledge all of his hard work. This is an example of ______________ power
Reward
The "Power of purse strings" meaning that a manager can approve other monetary incentives for her employees ________ power
Reward
Even though she had never instructed anyone on how to use the new software, Millicent accepted the responsibility of instructing Sherri because she knew she was capable of doing the job. Which aspect of a core self-evaluation does Millicent's believe represent?
Self-efficacy
Define a self-managed team and how its activities may differ from other teams. From what type of team did it evolve?
Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains. Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing. In many places, such as the Texas Instruments electronics factory in Malaysia, the continuous improvement teams have evolved into a system made up almost entirely of self-managed teams, with routine activities formerly performed by supervisors now performed by team members.
Which of the following is NOT a trait of emotional intelligence?
Self-monitoring
When people tend to take more personal responsibility for success than for failure, it is called.
Self-serving bias
Determining what need to be done- planning and budgeting
Setting targets or goals for the future, establishing steps for achieving them, and allocating resources to accomplish them.
Behavioral signs
Sleeplessness, changes in eating habits, increased smoking/alcohol/drug abuse
A team with 2-9 members
Small Team
This is the tendency for people to exert less effort when working in groups than when working alone.
Social loafing
__________ is the tendency for people to exert less effort when working in groups than when working alone, and they can also draw the team into their negative energy field and drag it down.
Social loafing
Power directed at helping others as opposed to helping oneself is known as _____________ power
Socialized
Roles
Socially determined expectations of how individuals should behave in a specific position.
Applying situational theories
Step 1: Identify Important outcomes: what goals am I trying to achieve? (in what time) Step 2: Identify relevant employee leadership behaviors: what management characteristics are best? (for the situation) Step 3: Identify situational conditions: What particular events are altering the situation? (Considerations) Step 4: Match leadership to the conditions at hand: how should I manage when there are multiple conditions? Step 5: Determine how to make the match: Change the manager or change the manager's behavior.
What stage of team development, is characterized by the emergence of individual personalities and roles and conflicts within the group?
Storming
A team in the middle of this stage of team development experience individual conflicts and the emergence of individual personalities within the group
Storming conflict
Expectancy Theory (Victor Vroom)
Suggest that people are motivated by two thing (1) how much they want something and (2) how likely they think they are to get it.
Letting the other person determine a resolution that will be mutually beneficial
Supportiveness
Physiological signs
Sweaty palms, restlessness, backaches, headaches, upset stomach, and nausea.
Name at least four of the major considerations when building a group into an effective team. Briefly, describe what a manager should do in each area.
The most essential considerations in building a group into an effective team are (1) cooperation, (2) trust, and (3) cohesiveness. These are followed by (4) performance goals and feedback, (5) motivation through mutual accountability, (6) size, (7) roles, (8) norms, and (9) awareness of groupthink. Cooperation: Help employees to share knowledge and learn from one another. Trust: Through enhancing your credibility by showing professionalism, technical ability, and good business sense, you can build trust in your team members. Cohesiveness: Managers can stimulate cohesiveness by encouraging people to have face-to-face exchanges at work. Performance goals and feedback: The manager should make sure that teams have and know their purpose, and it is expressed in measurable goals and feedback. Motivation through mutual accountability: The manager encourages the team to accept responsibility through actions such as allowing the team to hire its own members. Size: Managers understand the advantages and disadvantages of small and large teams, and try to build on strengths while alleviating weaknesses. Roles: The manager should facilitate other team members in determining what their roles in the group will be. Norms: Managers can stimulate cohesiveness by allowing people on work teams to pick their own teammates, allowing off-the-job social events, and urging team members to recognize and appreciate each other's contributions to the team goal. Cohesiveness is also achieved by keeping teams small, and making sure performance standards are clear and accepted. Groupthink: The manager should allow and encourage criticism and bring other perspectives into the group.
Punishment
The process of weakening behavior by presenting something negative or withdrawing something positive.
Authority
The right to perform or command; it comes with the job.
Intrinsic reward
The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.
Meaningfulness
The sense of belonging to and serving something that you believe is bigger than the self.
What are the four types of work teams? Describe what each does and provide an example of each.
The types of work teams are: advice, production, project, and action. Advice teams advise managers in decision making. Examples are committees, review panels, advisory councils, employee involvement groups, and quality circles. Production teams perform day-to-day operations. Examples are mining teams, flight-attendant crews, maintenance crews, assembly teams, data processing groups, and manufacturing crews. Project teams do creative problem solving. Examples are task forces, research groups, planning teams, architect teams, engineering teams, and development teams. Action teams accomplish tasks that require people with specialized training and a high degree of coordination. Examples include hospital surgery teams, airline cockpit crews, mountain-climbing expeditions, police SWAT teams, and labor contract-negotiating teams.
Behavior modification
The use of reinforcement theory to change human behavior
Valence
The value, the importance a worker assigns to the possible outcome or reward.
4. Intellectual simulation: Let me describe the great challenge we can conquer together
These leaders are gifted at communicating the organization's SWOT, so that subordinates develop a new sense of purpose. Employees learn to new problems as personal challenges that they are responsible for overcoming, to questions the status quo, and to seek creative solutions.
Type A behavior pattern - p. 385
They are involved in a chronic, determined struggle to accomplish more in less time.
Pay for Knowledge
Ties employee pay to the number of job-relevant skills or academic degrees they earn.
True or False: According to Herzberg's Two-Factor Theory, employers should first eliminate dissatisfying elements in the work place and then focus on adding incentives to motivate workers.
True.
True or False: Managers should ask questions to determine what rewards are valued by employees when utilizing Expectancy Theory to motivate workers.
True.
Rational persuasion
Trying to convince someone with reason, logic, or facts
If a model of motivation starts with an unfulfilled need, list the rest of the steps in the correct order, with the first step at the top
Unfulfilled Need Motivation Behaviors Reward Feedback
Rita is on a team that consists of members who interact by computer network to collaborate on project. She is on a(n)
Virtual team
Describe the relationship between the amount of conflict and performance. With what level of conflict is performance maximized?
Work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. The result is that organizational performance suffers. Excessive conflict, on the other hand, can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover. Workplace aggression and violence are manifestations of excessive conflict. Thus, it seems that a moderate level of conflict can induce creativity and initiative, thereby raising performance, as shown in the diagram below (see Figure 13.2). As might be expected, however, the idea as to what constitutes "moderate" will vary among managers.
Virtual Teams
Work together over time and distance via electornic media to combine effort and achieve common goals
At Art's firm, employees are allowed to work four 10-hour days instead of five 8-hour days. This BEST describes which attempt to balance work and life?
Work-life benefits
organizational culture
adaptive, flexible organizational cultures are more likely than are rigid, bureaucratic cultures to foster transformational leadership
The theory of motivation that asserts that achievement, affiliation, and power are the major motives determining people's behavior in the workplace is called__________
acquired needs theory
Conrad and his wife Olivia are both managers at different companies. While Conrad prefers to allow his team to make decisions and come up with the process to get something done, Olivia prefers to tell her staff how to approach a project and who should be responsible for what. Each as a unique style and both are effective. This demonstrates the _______________ leadership approach.
behavioral
the __ approach to leadership attempts to determine the combination of traits, skills, and behaviors that effective leaders use when interacting with others.
behavioral
Alcoholism
chronic, progressive, and potentially fatal disease characterized by compulsion to drink.
(1) The division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction are both part of job _____.
design.
Josef's mother used to pay him $1 per day to do some household chores, but she has stopped paying him, so Josef has stopped doing his chores. This is an example of _____.
extinction. Extinction is the weakening of behavior by ignoring it or making sure it is not reinforced.
The ability to influence employees to voluntarily pursue organizational goals is known as ____________
leadership
Basing a request on one's right or authority, organizational rules or policies, or express or implied support from superiors is known as __________ tactics
legitimating
A pay-for-performance plan in which an employee is paid according to how much output she or he produces is referred to as __________________
piece rate
