EXAM 3- Management ch. 9-11

Referent Power

Has personal characteristics that appeal to others; people comply because of admiration, personal liking, a desire for approval, or a desire to be like the leader. For example, young, ambitious managers emulate the work habits and personal style of a successful, charismatic executive.

Affirmative Action

Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past

Lateral Leadership

Style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving

Coercive Power

Has control over punishments; people comply to avoid those punishments. For instance, a manager implements an absenteeism policy that administers disciplinary actions to offending employees.

Quid pro quo harassment

Submission to or rejection of sexual conduct is used as a basis for employment decisions Literal translation: "Something for something."

Instrumentality

The perceived likelihood that performance will be followed by a particular outcome

Empowerment

The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization

Managers must motivate people to:

- Join the organization - Remain in the organization - Come to work regularly - Perform - Exhibit good citizenship

Fiedler's Contingency model of leadership effectiveness

A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation

Vroom Model

A situational model that focuses on the participative dimension of leadership - Decision significance - Importance of commitment - Leaders expertise - Likelihood of commitment - Group support for objectives - Group expertise - Team Compentence

Need for Affiliation (McClelland)

A strong desire to be liked by other people

5 ways to retain talented employees are:

1. Support groups 2. Mentoring 3. Career development 4. System accommodation 5. Accountability

Need for Achievement (McClelland)

A strong orientation toward accomplishment and an obsession with success and goal attainment

Authentic Leadership

A style in which the leader is true to himself or herself while leading

Empowerment encourages 4 beliefs among employees, which are:

1. They perceive meaning in their work; their job fits their values. 2. They feel competent, or capable of performing their jobs with skill. 3. They have a sense of self-determination, of having some choice in regard to the tasks, methods, and pace of their work. 4. They have an impact—that is, they have some influence over important strategic, administrative, or operating decisions or outcomes on the job.

Equity Theory

A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs

Competitive Advantages to a well-managed Diverse workforce are:

1. Ability to attract and retain motivated employees 2. Better perspective on a differentiated market 3. Ability to leverage creativity and innovation in problem solving 4. Enhancement of organizational flexibility

The 5 things that the best leaders do are:

1. Challenge the process. 2. Inspire a shared vision. 3. Enable others to act. 4. Model the way. 5. Encourage the heart

The 6 components of an Effective Sexual Harassment Policy are:

1. Develop a comprehensive organization-wide policy on sexual harassment 2. Hold training sessions with supervisors 3. Establish a formal complaint procedure 4. Act immediately 5. When an investigation supports employee charges, discipline the offender at once. 6. Follow up

The 5 sources of Power are:

1. Legitimate 2. Reward 3. Expert 4. Referent 5. Coercive

Hofstede's view of Cultural Differences are:

1. Power Distance 2. Uncertainty avoidance 3. Individualism/collectivism 4. Masculinity/femininity

The 5 components for becoming a multicultural organization and making the most of its diverse workforce are:

1. Securing top management's leadership and commitment. 2. Assessing the organization's progress toward goals. 3. Attracting employees. 4. Training employees in diversity. 5. Retaining employees.

Challenges faced when managing a diverse and inclusive workforce include:

1. Stereotyping 2. Unexamined assumptions 3. Lower cohesiveness 4. Communication problems 5. Mistrust and tension

7 ways to prevent failed Global Assignments are:

1. Structure the assignment clearly 2. Use valid selection methods 3. Prepare expatriates and their families 4. Assign mentors 5. Encourage communication 6. Measure performance 7. Develop a reentry plan

Level 5 Leadership

A combination of strong professional will (determination) and humility that builds enduring greatness

Need for Power (McClelland)

A desire to influence or control other people

Maslow's Need Hierarchy

A human needs theory postulating that people are motivated to satisfy unmet needs in a specific order - Self-actualization- realizing ones full potential - Ego- independence, achievement, freedom, status - Social- friendship, affection, belonging, love - Safety- protection against threat or deprivation - Physiological- food, water, sex and shelter

Alderfer's ERG Theory

A human needs theory postulating that people have three basic sets of needs that can operate simultaneously - Existence needs - Relatedness needs - Growth needs

Law of Effect

A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences (reinforcers) will likely be repeated

Bridge Leaders

A leader who bridges conflicting value systems or different cultures

Transformational Leader

A leader who motivates people to transcend their personal interests for the good of the group

Servant-leader

A leader who serves others' needs while strengthening the organization

Trait Approach

A leadership perspective that attempts to determine the personal characteristics that great leaders share - Drive - Leadership Motivation - Integrity - Self-confidence - Knowledge of the business

Behavioral Approach

A leadership perspective that attempts to identify what good leaders do

Hersey and Blanchard's Situational Theory

A life-cycle theory of leadership postulating that a manager should consider an employee's psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

Vision

A mental image of a possible and desirable future state of the organization

Glass Ceiling

A metaphor for an invisible barrier that makes it difficult for women and minorities to move beyond a certain level in the corporate hierarchy.

Charismatic Leader

A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers

Task Performance Behaviors

Actions taken to ensure that the work group or organization reaches its goals

Group Maintenance Behaviors

Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve social stability

Punishment

Administering an aversive consequence. Examples include criticizing or shouting at an employee, assigning an unappealing task, and sending a worker home without pay. Punishment is the actual delivery of the aversive consequence. Managers use punishment when they think it is warranted or when they believe others expect them to, and they usually concern themselves with following company policy and procedure.

Existence Needs

All material and physiological desires

Psychological Maturity

An employee's self-confidence and self-respect

Monolithic Organization

An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population.

Pluralistic Organization

An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds.

Multicultural Organization

An organization that values cultural diversity and seeks to utilize and encourage it.

Positive Reinforcement

Applying a consequence that increases the likelihood that the person will repeat the behavior that led to it. Examples of positive reinforcers include compliments, letters of commendation, favorable performance evaluations, and pay raises.

Organizational Behavior Modification

Attempts to influence people's behavior and improve performance by systematically managing work conditions and the consequences of people's actions.

Strategic Leadership

Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future

Supervisory Leadership

Behavior that provides guidance, support, and corrective feedback for day-to-day activities

ADA Amendments Act

Defines a disability as a physical or mental impairment that substantially limits one or more major life activities. Examples of such physical or mental impairments include those resulting from orthopedic, visual, speech, and hearing impairments; cerebral palsy; epilepsy; multiple sclerosis; HIV infections; cancer; heart disease; diabetes; mental retardation; psychological illness; specific learning disabilities; drug addiction; and alcoholism.29

Job Enrichment

Changing a task to make it inherently more rewarding, motivating, and satisfying

Job Rotation

Changing from one task to another to alleviate boredom

Hygiene Factors (Herzberg two-factor Theory)

Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied

Path-goal Theory

Concerns how leaders influence subordinates' perceptions of their work goals and the paths they follow toward attainment of those goals.

Goal-setting Theory

Conscious goals that energize them and direct their thoughts and behaviors toward a particular end - Meaningful= most powerful

Expert Power

Has certain expertise or knowledge; people comply because they believe in, can learn from, or can otherwise gain from that expertise. For example, a sales manager gives his salespeople some tips on how to close a deal.

Situational Approach

Effective leadership behavior varies from situation to situation

Expectancy

Employees' perception of the likelihood that their efforts will enable them to attain their performance goals

Motivators (Herzberg two-factor Theory)

Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement

Motivation

Forces that energize, direct, and sustain a person's efforts

Inpatriates

Foreign nationals brought in to work at the parent company

Job Enlargement

Giving people additional tasks at the same time to alleviate boredom

Vertical Stretch Goals

Goals are aligned with current activities, including productivity and financial results

Horizontal Stretch Goals

Goals involve people's professional development, such as attempting and learning new, difficult things.

Hostile Environment

Occurs when unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment

Legitimate Power

Has the right, or the authority, to tell others what to do; employees are obligated to comply with legitimate orders. For example, a supervisor tells an employee to update the company's website, and the employee updates the website because he has to obey the boss's authority.

Third-country Nationals

Individuals from a country other than the home country or the host country of an overseas subsidiary

Host-country Nationals

Individuals from the country where an overseas subsidiary is located

Reward Power

Influences others by controlling valued rewards; people comply with the leader's wishes to receive those rewards. For example, an employee works hard to earn an outstanding performance review, which results in a big pay raise from his boss.

Relatedness Needs

Involve relationships with other people and are satisfied through the process of mutually sharing thoughts and feelings

Transactional Leaders

Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered

Pseudo-transformational leaders

Leaders who talk about positive change but allow their self-interest to take precedence over followers' needs

Laissez-faire

Leadership philosophy characterized by an absence of managerial decision making

Growth Needs

Motivate people to productively or creatively change themselves or their environment

Expatriates

Parent-company nationals who are sent to work at a foreign subsidiary

Expectancy Theory

People will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome

Diversity Management

Recruiting, training, promoting, and utilizing fully individuals with different backgrounds beliefs and capabilities

Inputs

Refer to the contributions the person makes to the organization: effort, time, talent, performance, extra commitment, good citizenship, and so forth.

Outcomes

Refer to the various things the person receives on the job: recognition, pay, benefits, satisfaction, security, job assignments, punishments, and so forth.

Diversity

Refers to far more than skin color and gender. The term broadly refers to a variety of differences, including religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, and lifestyle, as well as gender, race, ethnicity, and nationality.

Negative Reinforcement

Removing or withholding an undesirable consequence. Negative reinforcement can involve the threat of punishment by not delivering punishment when employees perform satisfactorily.

Intrinsic Reward

Reward a worker derives directly from performing the job itself

Extrinsic Rewards

Rewards given to a person by the boss, the company, or some other person

Shared Leadership

Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time

Stretch Goals

Targets that are particularly demanding, sometimes even thought to be impossible

Power

The ability to influence others

Growth need strength (Hackman and Oldham model)

The degree to which individuals want personal and psychological development

Culture Shock

The disorientation and stress associated with being in a foreign environment

Power Distance

The extent to which a society accepts the fact that power in organizations is distributed unequally

Masculinity/femininity

The extent to which a society values quantity of life over quality of life

Individualism/collectivism

The extent to which people act on their own or as a part of a group

Uncertainty Avoidance

The extent to which people in a society feel threatened by uncertain and ambiguous situations

Autocratic Leadership

The leader makes decisions on his or her own and then announces those decisions to the group

Democratic Leadership

The leader solicits input from subordinates

Job Maturity

The level of the employee's skills and technical knowledge relative to the task being performed

Ethnocentrism

The tendency to judge others by the standards of one's group or culture, which are seen as superior - "Our way is the best way"

Valence

The value an outcome holds for the person contemplating it

Procedural Justice

Using fair process in decision making and making sure others know that the process was as fair as possible

Extinction

Withdrawing or failing to provide a reinforcing consequence. When this occurs, motivation is reduced, and the behavior is extinguished, or eliminated. Managers may unintentionally extinguish desired behaviors by not giving a compliment for a job well done, forgetting to say thanks for a favor, setting impossible performance goals so that the person never experiences success, and so on. Extinction may be used intentionally to end undesirable behaviors, too.