Chapter 8-12 Principles of Management

Alderfer's ERG Theory

A human needs theory postulating that people have three basic sets of needs-existence, relatedness, and growth - that can operate simultaneously.

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.

Market Control

Control based on the use of pricing mechanisms and economic information to regulate activities within organizations.

Balanced Scorecard

Control system combining four sets of performance measures -financial, customer, business process, and learning and growth.

Coaching

Dialogue with a goal of helping another be more effective and achieve his or her full potential on the job.

True

LMX theory highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

Transformational Leaders

Leaders who motivates people to transcend their personal interests for the good of the group.

Clan Control

Control based on the norms, values, shared goals, and trust among group members.

Downward Communication

Information that flows from higher to lower levels in the organization's hierarchy.

Noise

Interference in the system.

True

Teaming challenges include embracing failure.

Virtual Team

Teams that are physically dispersed and communicate electronically more than face-to-face.

Project Team

Teams that work on long term projects but disband once the work is completed.

Maslow's Need Theory

A conception of human needs organizing needs into a hierarchy of five major types.

Vision

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

Goal Setting Theory

A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.

Charismatic Leaders

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.

Return on Investment

A ratio of profit to capital used, or a rate of return from capital.

Fieldler's Contingency Model

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.

Competing

A style of dealing with conflict involving strong focus on one's own goals and little or no concern for the other person's goals.

Expectancy Theory

A theory proposing that 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.

Positive Reinforcer

Applying consequences that increase the likelihood that a person will repeat the behavior that led to it.

True

Assets = Liabilities + Stockholders' equity

True

At a six-sigma level, a process is producing fewer than 3.4 defects per million, which means it is operating at a 99.99966 percent level of accuracy.

Self-Managed Team

Autonomous work groups in which workers are trained to do all or most of the jobs in a unit and make decisions previously made by frontline supervisors.

Strategic Leadership

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

Hygiene Factors

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

True

Concurrent control can be described as the control process used while plans are being carried out, including directing, monitoring, and fine-tuning activities as they are performance.

True

Equity theory can be described as a theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.

Standard

Expected performance for a given goal.

Management Myopia

Focusing on short-term earnings and profits at the expense of longer-term strategic obligations.

Motivation

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

Norming

Group members agree on their shared goals, and norms and closer relationships develop.

Forming

Group members attempt to lay the ground rules for what types of behavior are acceptable.

Teleconferencing

Groups of people in different locations interact over telephone lines and perhaps also see one another on television monitors as they participate in group discussions.

Storming

Hostilities and conflict arise, and people jockey for positions of power and status.

False

In Fiedler's contingency model, relationship-motivated leadership can be described as leadership that places primary emphasis on completing a task.

False

In Maslow's need hierarchy, protection against threat can be considered as the example of self-actualization.

True

In McClelland's needs theory, need for affiliation reflects a strong desire to be liked by other people.

False

In the control cycle, business people are expected to compare performance against the standards after taking action to correct problems and reinforce successes.

Oral Communication

Includes face-to-face discussion, telephone conversations, and formal presentations and speeches.

True

Managerial implications of expectancy theory include 1) increasing expectations, 2) identifying positively valent outcomes, and 3) making performance instrumental toward positive outcomes.

True

Norms can be considered as shared beliefs about how people should think and behave.

True

One of the contributions of teams is increasing quality and productivity while reducing costs.

Leader

One who influences others to attain goals.

Boundary-less Organization

Organization in which there are no barriers to information flow.

True

The Hackman and Oldham model of job design includes core job dimensions like skill variety, task identity, task significance, autonomy, and feedback.

Accounting Audits

Procedures used to verify accounting reports and statements.

Intrinsic Reward

Reward a worker derives directly from performing the job itself.

False

Situational approaches to leadership mainly focus on how to verify universally important traits and behaviors explaining leadership.

True

Sources of power includes legitimate, coercive, reward, referent, and expert.

Power (In leadership)

The ability to influence others.

Feed Forward Control

The control process used before operations begin, including policies, procedures, and rules designed to ensure that planned activities are carried out properly.

Performing

The group channels its energies into performing its tasks.

Perception

The process of receiving and interpreting information.

Grapevine

The social network of informal communications.

Communication

The transmission of information and meaning from one party to another through the use of shared symbols

Bureaucratic Control

The use of rules, regulations, and authority to guide performance.

Valence

The value an outcome holds for the person contemplating it.

False

When teams are geographically dispersed, as is often the case for virtual teams, team members tend to experience less conflict and more trust.

Social Loafing

Working less hard and being less productive when in a group.