Management test 4

tasks, people

Two basic leadership behaviors identified as important for leadership are attention to ________ and attention to ________.

Soliciting Feedback & Using Self-Assessment

Two valuable ways to enhance self-awareness are

engagement

an emotional and mental state in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization.

National Black Crown Prosecution Association

an employee affinity group for African Americans at Britain's Crown Prosecution Service.

pluralism

an environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored.

trust

an important component of organizational commitment.

generalized sexual harassment

involves sexual remarks and actions that are not intended to lead to sexual activity but that are directed toward a coworker based solely on gender and reflect on the entire group.

management

promotes stability and efficient organizing to meet current commitments

acquired needs theory

proposes that certain types of needs, including the need for achievement, need for affiliation, and need for power, are acquired during an individual's lifetime of experiences.

social learning theory

an individual's motivation can result not just from direct experience of rewards and punishments, but also from thoughts, beliefs, and observations of other people's behavior.

self-efficacy

an individual's strong belief that he or she can successfully accomplish a specific task or outcome.

the glass ceiling

an invisible barrier that separates women and minorities from senior management positions.

reinforcement

anything that causes a certain behavior to be repeated or inhibited.

job design

applying motivational theories to the structure of work to improve motivation, productivity, and satisfaction.

Reckitt Benckiser

attributes an increase in sales and income to the diversity of its top management team and workforce.

employee affinity groups

based on social identity, such as gender or race, and are organized by employees to focus on the concerns of employees from that group.

reinforcement theory

based on the relationship between a given behavior and its consequences.

steps to break the glass ceiling

be assertive and ask for what you want take responsibility for your success display credibility and confidence in your body language seek mentors don't leave before you leave highlight your achievements

self-awareness

being conscious of the internal aspects of one's nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect other people.

humility

being unpretentious and modest rather than arrogant and prideful.

work stress

can be caused by both task demands and interpersonal demands.

internal attribution

characteristics of the individual caused the person to behave in a certain way, whereas an external attribution places the cause on aspects of the situation.

referent power

characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader.

level 5 leadership

characterized by an almost complete lack of ego (humility), coupled with a fierce resolve to do what is best for the organization (will).

type A behavior

characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work.

transactional leader

clarifies subordinates' roles and task requirements, initiates structure, provides rewards, and displays consideration for followers.

three basic principles of self-management

clarity of mind, clarity of objectives, and an organized system.

task-oriented leaders

considered to perform better in either highly favorable or highly unfavorable situations.

relationship-oriented leaders

considered to perform better in situations of intermediate favorability.

managing diversity

creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized, is a key management skill today.

locus of control

defines whether an individual places the primary responsibility for his successes and failures within himself or on outside forces.

the five big personality factors

dimensions that describe an individual's extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.

transformational leader

distinguished by a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers.

traits

distinguishing personal characteristics, such as intelligence, self-confidence, energy, and independence.

authority-compliance

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

content theory

emphasize the needs that motivate people.

the two basic leadership behaviors

employee-centered leaders and job-centered leaders

perceptual distortions

errors in perceptual judgment that result from inaccuracies in any part of the perception process.

impoverished management

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

process theories

explain how people select behaviors with which to meet their needs and determine whether their choices were successful.

uncritical thinking

failing to consider the possibilities beyond what one is told and accepting others' ideas without thinking.

relationship leader style

fits a higher-readiness follower

task-oriented leader style

fits a low-readiness follower

equity theory

focuses on individuals' perceptions of how fairly they are treated relative to others.

hygiene factors

focuses on lower-level needs and involves the presence or absence of job dissatisfiers, including working conditions, pay, and company policies.

self-confidence

general assurance in one's own ideas, judgment, and capabilities.

extrinsic rewards

given by another person, such as a manager, and include pay increases, promotions, and praise.

fear tactics

good managers avoid the use of ________ to motivate people because this approach damages employee commitment and performance in the long run.

emotional intelligence

includes the components of self-awareness, self-management, social awareness, and relationship management.

job enrichment

incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work.

motivators

influence job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth.

goal-setting theory

proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.

delegating style

provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates.

queen bee syndrome

refers to a female boss who not only has no interest in fostering the careers of other women but might even actively undermine them

role conflict

refers to incompatible demands of different roles, such as the demands of a manager's superiors conflicting with those of the manager's subordinates.

role ambiguity

refers to uncertainty about what behaviors are expected of a person in a particular role.

avoidance learning (negative reinforcement)

remove an unpleasant consequence once a behavior is improved.

reward power

results from the authority to bestow rewards.

chief diversity officer

role is to spearhead diversity efforts and cultivate working environments that help women and minorities flourish.

four problem-solving styles

sensation-thinking, intuitive-thinking, sensation-feeling, and intuitive-feeling.

coercive power

stems from the authority to punish or recommend punishment.

tips to succeed as an introverted manager

stretch your personality let people know who you are mix with people, speak up, get out there

emotional contagion

suggests that people can "catch" emotions from those around them, so good managers try to express positive emotions at work.

self-management

the ability to engage in self-regulating thoughts and behavior to accomplish all your tasks and handle difficult or challenging situations.

leadership

the ability to influence people toward the attainment of organizational goals.

positive reinforcement

the administration of a pleasant and rewarding consequence following a desired behavior.

motivation

the arousal of enthusiasm and persistence to pursue a certain course of action.

ethnorelativism

the belief that groups and subcultures are inherently equal

ethnocentrism

the belief that one's own group is inherently superior to other groups.

authoritarianism

the belief that power and status differences should exist within an organization.

perception

the cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information.

inclusion

the degree to which an employee feels like an esteemed member of a group in which his or her uniqueness is highly appreciated.

empowerment

the delegation of power and authority to subordinates in an organization

influence

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

P-O expectancy

the expectancy that high performance of a task will lead to the desired outcome.

E-P expectancy

the expectancy that putting effort into a given task will lead to high performance

consideration

the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.

initiating structure

the extent to which a leader is task-oriented and directs subordinates' work activities toward goal accomplishment.

frustration-regression principle

the idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need; thus, people may move down as well as up the needs hierarchy.

making progress principle

the idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals.

punishment

the imposition of an unpleasant outcome following an undesirable behavior.

selling style

the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks

participating style

the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making

power

the potential ability to influence the behavior of others.

intrinsic rewards

the satisfactions that a person receives in the process of performing a particular action.

personality

the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.

behavior modificiation

the set of techniques by which reinforcement theory is used to modify human behavior.

Fiedler's contingency Theory

the suitability of a leader's style is determined by whether the situation is considered favorable or unfavorable to the leader.

stereotyping

the tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual.

self-serving bias

the tendency to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures.

valence

the value of outcomes (rewards) to the individual.

upsides of being an introvert

they are more conscious and deliberate they have a greater ability to listen and take suggestions they are more creative

critical thinking

thinking independently and being mindful of the effect of one's behavior on achieving goals.

diversity of perspective

when a manager creates a heterogeneous team made up of individuals with diverse backgrounds and skill sets.

halo effect

when a perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable.

vicarious learning

when an individual sees others perform certain behaviors and get rewarded for them.

equity

when the ratio of one person's outcomes to inputs equals that of another's

extinction

withholding positive rewards and essentially ignoring undesirable behavior.

team management

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

awareness programs

To eliminate sexual harassment, companies may offer sexual harassment ________________ that define harassment and the legal ramifications of harassment.

global marketplace

To succeed in the ___________________, managers need to understand other cultures and deal with them effectively.

vision

an attractive, ideal future that is credible, yet not readily attainable.

law of effect

positively reinforced behavior tends to be repeated, and unreinforced or negatively reinforced behavior tends to be inhibited.

expert power

power that results from a leader's special knowledge or skill in the tasks performed by subordinates.

legitimate power

power that stems from a manager's formal position in an organization and the authority granted by that position.

32%

A survey found that ______ of an employee's desire to stay with a company or leave depends on the employee's trust in management.

highly competitive business environment

A workforce that displays characteristics of today's diversified marketplace is an important tool for managers who are striving for success in a ___________________________

power

All leaders use ________ to influence people and accomplish organizational goals.

women's

Although interactive leadership is associated with _______ style of leading, both men and women can be effective interactive leaders.

six-point strategy to increase diversity

(1)recruiting corporatewide and cross-functionally, (2)building relationships with first- and second-tiered schools to recruit minority students, (3)offering internships for racial and ethnic minorities, (4)offering minority scholarships, (5)establishing informal mentoring programs, and (6)forming affiliations with minority organizations

sensation-feeling

-Shows concern for current, real-life human problems -Is pragmatic, analytical, methodical, and conscientious -Emphasizes detailed facts about people rather than tasks -Focuses on structuring organizations for the benefit of people

intuitive-feeling

-avoids specifics -is charismatic, participative, people oriented, and helpful -focuses on general views, broad themes, and feelings -decentralizes decision making, develops few rules and regulations

sensation-thinking

-emphasizes details, facts, certainty -is a decisive, applied thinker -focuses on short-term, realistic goals -develops rules and regulations for judging performance

intuitive-thinking

-prefers dealing with theoretical or technical problems -is a creative, progressive, perceptive thinker -focuses on possibilities using impersonal analysis -is able to consider a number of options and problems simultaneously

monoculture

A culture that accepts only one way of doing things and one set of values and beliefs

pragmatic survivor

A follower who has qualities of all four follower styles, depending on which fits the prevalent situation

high in authoritarianism

A person __________________ is typically concerned with power and status, obeys established authority, and sticks to conventional values.

job satisfaction

A positive feeling about one's job

stereotype

A rigid, exaggerated, irrational belief associated with a particular group of people

turbulence and uncertainty

A significant influence on leadership styles in recent years is the _____________________ of the environment.

Six Interpersonal Influence Tactics for Leaders

Appeal to higher authority Use rational persuasion Help people to like you Rely on the rule of reciprocity Develop allies Ask for what you want

dividends of workplace diversity

Better use of employee talent Increased understanding of the marketplace Enhanced breadth of understanding in leadership positions Increased quality of team problem solving Reduced costs associated with high turnover, absenteeism, and lawsuits

other sources of power

Both leaders and followers can tap into ________, including personal effort, networks of relationships, and access to or control over information.

True

Both leadership and management are important to organizations, and people can learn to be good leaders as well as good managers. (T/F)

True

Companies that promote women to senior-level positions outperform those without women in these positions, both financially and organizationally. (T/F)

recruit and retain a diverse workforce

Corporations that _____________________ reap numerous benefits, including improved team problem solving and increased understanding of the marketplace.

opinion

Critics say that ________ is just a way to blame women for the scarcity of female top managers and argue that organizations must change.

empowerment and engagement

Employee ________ are recent motivational trends that focus less on extrinsic rewards and more on creating a work environment that enables people to achieve intrinsic rewards and meet higher-level needs.

giving

Empowering employees involves ________ them information, knowledge, power, and rewards.

five steps of self-management

Empty your head; decide the next action; get organized; perform a weekly review; then do what needs to be done

True

Giving people more control over their work schedules and opportunities to contribute ideas are two ways that managers meet people's higher-level needs. (T/F)

influence

Individual differences among people, including personality traits, emotions, and characteristics such as self-confidence and self-efficacy _______ how people relate to others and behave at work.

True

Individuals can apply a variety of techniques to alleviate the ill effects of stress, and managers can implement initiatives in the workplace to help solve the problem of skyrocketing workplace stress. (T/F)

repeated rejections

J. K. Rowling demonstrated self-efficacy with her belief that she could publish her first book about Harry Potter despite ________________

motivation

Jobs are an important consideration for ________ because performing their components may provide intrinsic rewards that meet employees' needs.

effective followers

Leaders can accomplish nothing without ____________

greater power

Leaders use a wide range of interpersonal influence tactics, and people who use a wider variety of tactics are typically perceived as having ________

True

Leadership and management reflect two different sets of qualities and skills that provide different benefits for the organization. (T/F)

promotes

Managers create an environment that ________ engagement by providing employees with a sense of meaning, a sense of connection, and a sense of competence and growth.

True

Many different styles of leadership can be effective. (T/F)

moving away from

Most companies are ________ simplified jobs and are using job rotation, job enlargement, and job enrichment to provide employees with greater variety, stimulation, and satisfaction.

women, men

One stereotype is that talkative ________ are less capable and pushy, whereas talkative ________ are viewed as competent and powerful.

different ways

People often see the same thing in ______________________

leave

Proponents of the opt-out trend say that some women choose to ________ the workforce because they decide success isn't worth it in terms of reduced family and personal time, greater stress, and negative health effects.

True

Recent research suggests that negative emotions might spread more quickly than positive ones.(T/F)

himself

Soccer player Landon Donovan spent many hours in meditation, therapy, and introspective conversations with family and friends to increase his understanding of ________.

positive

Stress can sometimes be a ___________ force, but too much stress is harmful to individuals and the organizations where they work.

all-time low

Surveys suggest that job satisfaction levels are at a(n)

antibullying clause

The National Association of Government Executives Local 282 became one of the first unions in the country to include a(n) ______________________ in collective bargaining agreements.

behavior

The ________ of managers is the biggest factor in determining whether people feel motivated and engaged at work.

attitudes and behaviors

The _________ and __________ of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the organization's success.

coercion with threat of punishment

The harasser coerces a coworker into sexual activity by using the threat of power (through recommendations, grades, promotions, and so on) to jeopardize the victim's career.

sexual crimes and misdemeanors

The highest level of sexual harassment, these acts would, if reported to the police, be considered felonies or misdemeanors.

women

The progression of _________ into executive positions continues to be slow in both U.S. and global corporations, but innovative companies are initiating programs to boost women's advancement into higher levels of responsibility.

prejudice

The tendency to view people who are different as being deficient

solicitation with promise of reward

This action treads a fine line as an attempt to "purchase" sex, with the potential for criminal prosecution

inappropriate/offensive sexual harassment

Though not sexually threatening, the behavior causes discomfort in a coworker, whose reaction in avoiding the harasser may limit his or her freedom and ability to function in the workplace.

country club management

Thoughtful attention to the needs of people to satisfy relationships leads to a comfortable, friendly organization atmosphere and work tempo.

at risk

Variable compensation and ________ pay have become key motivational tools, although these practices have been criticized in recent years for rewarding the wrong types of behavior

true

Women are likely to be more collaborative, less hierarchical, and more relationship-oriented than men, qualities that prepare them to succeed in today's multicultural work environment. (T/F)

True

Women leaders typically score significantly higher than men on abilities such as motivating others, building relationships, and developing others—skills that are based on humility and authenticity and are particularly suited to today's organizations. (T/F)

all behaviors

________ are motivated by something, such as the desire to fulfill needs for money, recognition, friendship, or a sense of accomplishment.

type A managers

_________________ can be powerful forces for innovation and change, but they can also create great stress for themselves and others.

diversity

_________________ is defined as all the ways in which employees differ.

The U.S. workforce

__________________________ is being transformed by a four-generation workforce, aging baby boomers, an increase in Hispanic and Asian workers, and an increasing number of women employees.

type B behavior

a behavior pattern that reflects few of the Type A characteristics and includes a more balanced, relaxed approach to life.

effective follower

a critical, independent thinker who actively participates in the organization.

conformist

a follower who participates actively in the organization but does not use critical thinking skills.

mentor

a higher-ranking senior member of the organization who is committed to providing upward mobility and support to a protégé's professional career.

telling style

a highly dictating style and involves giving explicit directions about how tasks should be accomplished

charismatic leader

a leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice.

servant leader

a leader who serves others by working to fulfill followers' needs and goals, as well as to achieve the organization's larger mission.

interactive leadership

a leadership style characterized by values such as inclusion, collaboration, relationship building, and caring.

emotion

a mental state that arises spontaneously, rather than through conscious effort, and is often accompanied by physiological changes.

job characteristics model

a model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength.

contingency approach

a model of leadership that describes the relationship between leadership styles and specific situations.

ERG theory

a modification of the needs hierarchy and proposes three categories of needs: existence, relatedness, and growth.

alienated follower

a person who is an independent, critical thinker but is passive in the organization.

stress

a physiological and emotional response to stimuli that place physical or psychological demands on an individual and create uncertainty and lack of personal control when important outcomes are at stake.

neutralizer

a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

substitute for leadership

a situational variable that makes a leadership style redundant or unnecessary.

machiavellianism

a tendency to direct one's behavior toward the acquisition of power and the manipulation of other people for personal gain.

fundamental attribution error

a tendency to underestimate the influence of external factors on another person's behavior and to overestimate the influence of internal factors.

leadership grid

a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles.

middle-of-the-road management

adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

work redesign

altering jobs to increase both the quality of employees' work experience and their productivity.

attributions

judgments about what caused a person's behavior—either characteristics of the person or of the situation.

authentic leadership

leadership by 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.

situational model

links the leader's behavioral style with the readiness level of followers.

organizational commitment

loyalty to and engagement with one's work organization.

The Myers-Briggs Type Indicator assessment

measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving.

traditional

model of diversity: age, race, gender, pay level, disability, lifestyle

inclusive

model of diversity: race, gender, lifestyle, pay level, competency, function, income, parent, language, work style, military experience, position, nationality, personality

expectancy theory

motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.

strengths

natural talents and abilities that have been supported and reinforced with learned knowledge and skills.

the perception process

observe, screen, organize

stereotype threat

occurs when a person who, when engaged in a task, is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that task.

discrimination

occurs when someone acts out their negative attitudes toward people who are the targets of their prejudice.

leadership

often inspires engagement and organizational change to meet new conditions.

passive follower

one who exhibits neither critical independent thinking nor active participation.

Maslow's heirarchy of needs

people are motivated by five categories of needs—physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order.