Management Exam 3

Reinforcement

Defined as anything that causes a certain behavior to be repeated or inhibited

Actions associated with hierarchical control include _______. -Flexibility -Organization culture sets goals -Everyone monitors quality -Detailed rules

Detailed rules

Fiedler's Contingency Theory

He considered a person's leadership style to be relatively fixed and difficult to change; therefore, the basic idea is to match the leader's style with the situation most favorable for his or her effectiveness

Storming Stage

Individual personalities emerge and conflict and disagreement arrises. -Subgroups form -Team leader emerges

Reinforcement Theory

Looks at the relationship between behavior and its consequences. Focuses on changing or modifying employees' on the job behavior through the appropriate use of immediate rewards and punishments

Performing Stage

Major emphasis on problem solving and accomplishing the assigned task -Confront and resolve problems

Expectancy Theory

Suggest that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards -Concerned with the thinking process that individuals use to achieve rewards

Substitute for leadership

Makes the leadership style unnecessary or redundant

Making Progress Principle

Making progress toward meaningful goals and is a key to high motivation

Socioemotional Role

Support team members' emotional needs and help strengthen the social entity -encourage -harmonize -reduce tension -follow -compromise

Job Rotation

Systematically moving employees from one job to another to promote stimulation and variety

Empowerment

The delegation of power and authority to subordinates in an organization -Power sharing

Infleunce

The effect that a person's actions have on the attitudes, values, beliefs or behaviors of others

Initiating structure (task-oriented)

The extent to which a leader is task-oriented and directs subordinate work activities toward goal attainment

Punishment

The imposition of unpleasant outcomes on an employee

Interactive Leadership

The leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority -Focus on relationships rather than just their position and authority -Research indicates that women's style of leadership is typically different from that of most men and is particularly suited to interactive leadership

Power

The potential ability to influence the behavior of others

Avoidance Learning

The removal of an unpleasant consequence once a behavior is improved thereby encouraging positive behavior

Extinction

The withholding of a positive reward

Content Theories

Theories that emphasize the needs that motivate people -If managers understand what motivates people they can better understand them and create reward systems that will be successful

Manager Qualities

-Rational -Maintains stability -Organizes -Analyzes -Position power

Building Cohesivenesss

-Team interaction -Shared goals -Personal attraction to team -Presence of competition -Team success

Leader Qualities

-Visionary -Promotes change -Defines purpose -Innovates -Personal power

Team Norm

An informal standard of conduct that is shared that is shared by team members and guides their behavior Important norms relate to: -psychological safety -emotional expression -social sensitivity -equal participation

Compromising style

Appropriate when the goals are equally important and when opponents have equal power -halfway

Distributive negotiation

Assumes that the size of the pie is fixed and each party attempts to get as much of it as possible

Integrative negotiation

Based on a win win assumption in that all parties want to come up with a creative solution that can benefit both sides

Leadership Grid

Based on concern for people and concern for production.

Pragmatic survivor followership

Behavior depends on which style fits with the prevalent situation -Middle of the road

Effective followership

Both a critical, dependent thinker and active in the organization -Is mindful and participates

Cross-functional Team

Employees from about the same hierarchical level but different areas of expertise

Situational Model

Focuses attention on the characteristics of followers in determining appropriate leadership behavior. Subordinates vary in readiness, which is determined by the degree of willingness and ability that a subordinate demonstrates while performing a specific task.

Equity Theory

Focuses on individuals' perceptions of how fairly they are treated compared with others -Equal compensation leads to perceived equal fairness

Transformational leaders

Distinguished by their unique ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, and challenging people to look at problems from a different directions. -Similar to charismatic leaders -Encourage people to believe in themselves -Structured -Does what need to be done

The most constructive way to express a conflict is -High directness-high intensity -High directness-low intensity -Low directness-high intensity -Low directness-low intensity

High directness-low intensity

Accommodating

Issue is more important than self or when harmony is important -Your way

The ability to influence people toward the attainment of goals is known as ________. -Cooperation -Leadership -Motivation -Conceptual Skills

Leadership

Maslow's Hierarchy of Needs Theory

Proposes that people are motivated by: -physiological needs like food and water -safety needs related to the physical well being and psychological environment -belongingness needs like being accepted by peers -esteem needs related to positive self-image -self-actualization or developing one's full potential

Work Redesign

Refers to altering jobs to increase both quality of employee's work experience and their productivity

Conflict

Refers to an antagonistic interaction in which one party attempts to block the intentions or goals of another

Expert Power

Results from a person's special knowledge or skill regarding the tasks being performed -Being an expert in a field

Leadership

The ability to influence people toward the attainment of goals. -Many different leadership styles can be effective

T/F: Conflict that is too strong, that is focused on personal rather than work issue, or that is not managed appropriately can be damaging to the team's morale

True

T/F: Mild conflict can be beneficial to teams to help prevent groupthink

True

Contemporary Leadership

The concept of leadership evolves as the needs of organizations change and may be affected by the following factors: -Ethical/economic difficulties -Corporate governance -Globalization -Changes in technology -New ways of working -Shifting employee expectations -Significant social transitions

Team

Unit of people who interact and coordinate their work to accomplish a common goal

In the Level 5 Leadership model, someone at Level 1 is termed ________. -Capable -Contributing -Competent -Effective

Capable

Transactional leaders

Clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates -They excel at management functions

Intrinsic Reward

Satisfactions that a person receives in the process of performing a particular action -Ex. feeling of accomplishment after completing a difficult task

An executive who prioritizes the organization's mission and the needs and goals of subordinates, rather than ego gratification and personal success, can be described as ______. -An interactive leader -A Machiavellian leader -A servant leader -An authoritarian leader

Servant leader

Dominating style

Useful when quick, decisive action is vital -My way

A ________ for leadership makes the leadership style unnecessary or redundant. -Replacement -Neutralizer -Contingency -Substitute

Substitute

Dimensions of Followership

1. The quality of critical thinking vs. uncritical thinking -being mindful vs not 2. Active vs. passive behavior -active participant vs. need for supervision

5 Follower Styles

1. Alienated 2. Conformist 3. Pragmatic survivor 4. Passive 5. Effective

Causes of Conflict

1. Competition over resources 2. Communication 3. Trust issues

Job Characteristics Model

1. Core job dimensions -skill variety, task identity, task significance, autonomy, feedback 2. Critical psychological states -meaningfulness at work, responsibility, knowledge of results 3. Employee growth-need strength -idea that people have different needs for growth and development

Five Contributions Teams Make

1. Creativity -diverse skillsets lead to higher creativity and innovation 2. Quality -quality is improved when a team is built of people with diverse strengths and skills rather than one person that can do a little of everything 3. Speed -Teams can move faster 4. Productivity/ lower costs -Highly motivated teams work faster and harder lowering cost and increasing output 5. Employee Satisfaction -Motivated employees work better

Styles of Handling Conflict

1. Dominating 2. Compromising 3. Accommodating 4. Collaborating 5. Avoiding

Five Stages of Team Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

5 Common Types of Dysfunction

1. Lack of trust 2. Fear of conflict 3. Lack of commitment 4. Avoidance of accountability 4. Inattention to results

Work Team Effectiveness is Based on 3 Outcomes:

1. Productive output, performance and the quality and quantity of task outputs 2. Personal satisfaction, the teams ability to meet the personal needs of its members 3. The capacity to adapt and learn, ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond

Collaborating

Style enables both parties to win -Our way

Team Characteristics

1. They need to be large enough to incorporate the diverse skills needed to complete a task 2. They should also be small enough to permit members to feel an intimate part of the team 3. Functional and demographic diversity can have a positive impact -Teams are usually between 3 and 6 people

4 Approaches of Motivation

1. Threats and punishments -External pain/fear -Negative approach 2. Tap into self-doubts -Internal pain/fear -Negative approach 3. Rewards such as pay raises and bonuses -External pleasure/growth -Positive 4. Help people enjoy their work and have a sense of accomplishment -Internal pleasure/growth -Positive

Effective Team Characteristics

1. Trust 2. Healthy Conflict 3. Commitment 4. Accountability 5. Results Orientation

Interpersonal Influence Tactics

1. Use rational persuasion 2. Help people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Ask for what you want 6. Appeal to higher authority

3 Primary Reasons for Dilemmas on a Team

1. You have to give up independence 2. You have to put up with free riders 3. Teams can be dysfunctional

Level 5 Leadership

A key characteristic of Level 5 leaders is almost complete lack of ego (humility) coupled with a fierce resolve to do what is best for the organization (will).

Functional Team

A manager and his or her subordinates in the formal chain of command

Low directness-high intensity

A person using this approach expresses a conflict ambiguously but uses aggressive tactics like ignoring or bullying.

High directness-high intensity

A person using this approach expresses a conflict unambiguously by using aggressive or antagonistic verbal and nonverbal communication, such as shouting, scowling, or eye rolling

Positive Reinforcement

Administration of a pleasant consequence following a desired behavior

Job Design

Application of motivational theories to the structure of work

Avoiding style

Appropriate when an issue is trivial or when disruption would be costly -No way

Manager uses threats and punishments to influence the behavior of her subordinates is what source of power? -Reward -Coercive -Personal -Expert

Coercive

Referent Power

Comes from an individual's personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual -When an employee admires a supervisor because of the was he/she deals with them, this is due to referent power -Most visible with charismatic leadership

What is NOT a need proposed by Maslow in his hierarchy of needs theory? -Safety -Compensation -Physiological -Esteem

Compensation

Norming Stage

Conflict is resolved and team harmony and unity emerge -Members accept and understand each other

Team Management

Considered the most effective style and is recommended for leaders because organization members work together to accomplish tasks

Neutralizer

Counteracts the leadership style and prevents the leader from displaying certain behaviors

Job Enlargement

Creates broader job so that people perform a variety of activities

Global Team

Cross-boarder team made of members of different nationalities

Traits

Distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance to name a few -The appropriateness of a trait or set of traits depends on the leadership situation -No single leader can have a complete set of characteristics that is appropriate for handling any problem, challenge, or opportunity that comes along -Personal characteristics

Job ______ is increasing variety by combining a series of small tasks into one new, broader job. -Rotation -Enrichment -Enlargement -Training

Enlargement

Alderfer's Frustration-Regression Principle

Failure to meet a high-order need may trigger a regression to an already fulfilled lower-order need -A worker who cannot fulfill a need for personal growth may revert to a need to redirect his efforts

Herzber's Two Factor Theory

Found that work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction. Two Factors: -Hygiene factors involves the presence or absence of job dissatisfiers such as working conditions, pay, and interpersonal relationships -Motivators focuses on high-level needs and includes achievement, recognition, responsibility, and opportunity for growth

Typically, this team includes a single department in an organization. -Horizontal -Self-managed -Functional -Cross-functional

Functional

Extrinsic Reward

Given by another person, typically a manager, and include promotions, praise, and pay increases. -Originate externally

Virtual Team

Group is made up of geographically or organizationally dispersed members who are linked primarily through telecommunications Advantages: -Ability to assemble the most talented group of people -Diversity -Eliminates travel Challenges: -Building trust

Charismatic Leader

Has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice. Followers put aside their own interests for the sake of the team. Impact of charismatic leaders: -Empowering subordinates to accomplish results -They can empathize with others

Impoverished Management

Means the absence of a management philosophy; managers exert little effort toward interpersonal relationships or work accomplishments

______ is the arousal of enthusiasm and persistence to pursue a certain course of action. -Leadership -Engagement -Motivation -Commitment

Motivation

Strengths

Natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction -Natural talents

Passive followership

Neither critical, independent thinking or active in participation -Isn't mindful and needs supervision

Adjourning Stage

Occurs in committees and teams that have a limited task to perform and are disbanded afterward -Task performance is no longer a priority -Strong cohesiveness

Authority-Compliance Management

Occurs when efficiency in operations is the dominant orientation

Country Club Management

Occurs when the primary emphasis is given to people rather than to work outputs

The forming stage of team development is characterized by _______. -Orientation -Problem Solving -Conflict -Consensus

Orientation

Conformist followership

Participates actively but doesn't use critical thinking skills. -Isn't mindful but participates

Alienated followership

Passive, yet independent, critical thinker -Needs supervision but is mindful

Consideration (people-oriented)

People-oriented behavior and is the extent to which the leader is mindful of subordinates, respect their ideas and feelings, and establishes mutual trust.

Forming Stage

Period of orientation and getting acquainted. -Ice breakers -People discover where they fit in

Soft Power

Personal power coming from internal sources such as a person's characteristics

Legitimate Power

Power comes from a formal management positions in an organization

Goal Setting Theory

Proposes that managers can increase motivation and enhance performance by setting specific, challenging goals, and then helping people track their progress toward goal achievement by providing timely feedback -Setting challenging targets significantly enhances people's motivation and performance

Alderfer's ERG Theory

Proposes three levels needs: -existence, needs for physical well being -relatedness, needs for satisfactory relationships with others -growth, desires for personal growth and increased competence

Coercive Power

Refers to authority to punish or recommend punishment

Task Conflict

Refers to disagreements among people about the goals to be achieved or the content of the tasks to be performed

Job Enrichment

Refers to incorporating high-level motivators into the work

Authentic Leadership

Refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

Relationship Conflict

Refers to interpersonal incompatibility that creates tension and personal animosity among people

Motivation

Refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action -High employee motivation goes hand in hand with organizations performance and profits

Behavior Modification

Refers to the set of techniques by which reinforcement theory is used to modify human behavior -Using rewards or punsihments

Social facilitation

Refers to the tendency for the presence of others to enhance one's performance. Simply being around others has an energizing effect

Middle-of-the-Road Management

Reflects a moderate amount of concern for both people and production

Team members who harmonize, encourage, and compromise adopt a ______ role. -Task Specialist -Unity -Coaching -Socioemotional

Socioemotional

The Law of Effect

States that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated

Reward Power

Stems from the authority to bestow rewards on other people

Content Perspectives on Motivation

There are certain types of needs that are acquired during the individual's lifetime including the following: -Need for achievement, desire to accomplish something difficult -Need for affiliation, desire to form close relationships -Need for power, desire to influence or control others

Process theories

They explain how people select behavioral actions to meet their needs and determine whether their choices were successful

Task Specialist Role

They spend time and energy helping the team reach its goals . -initiate ideas -give opinions -seek information -summarize -energize

Simple Model of Motivation

To the extent that a behavior is successful, the person is rewarded because the need is satisfied -Needs translate to motivation

Hard Power

Traditional managers power

Servant Leader

Transcends self-interest to serve others, the organization, and society. They operate on 2 levels: 1. For the fulfillment of their subordinates' goals and needs 2. For the realization of the larger purpose or mission of their organization

Contingency Approach

Two people with widely different styles can both be effective leaders. The contingency approach to leadership explores how the organizational situation influences effectiveness.

Self-Managed Team

Typically consists of 5 to 20 multi-skilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service -The teams take responsibility for their work and monitor their own performance -The team resolves conflict rather than letting a supervisor take control

Low directness-low intensity

With this approach, a person expresses conflict in an ambiguous, low-key way. Behaviors might include withholding information an opponent needs or deliberately missing a deadline

High directness-low intensity

With this approach, communication is also unambiguous, but the person uses a low-voltage style, such as asking questions, listening, debating, and deliberating.