Final MGT 300 Final Exam
*one of the 8 common mental errors that can lead to poor decision making* -tendency to make a decision because your in a rush for time
"in a rush" bias
-Theory that suggests three main categories of needs: need for achievement, need for affiliation, and need for power
Acquired needs theory
-a guy (Joshua) wants to learn to give manicures. He scored high on ability tests, but his performance is lacking (his training for learning how to give manicures involves running a plethora of miles on his treadmill). Why?
focus
The limited number of areas in which satisfactory results will ensure successful performance, achieving the objective/standard.
Critical Success Factors
Identifies the tasks and responsibilities of a position.
job description
The process of determining the worth of each job relative to the other jobs within the organization.
job evaluation
Identify the qualifications needed by the person who is to fill a position.
job specifications
1.) Identify problem 2.) analyze problem 3.) generate alternatives 4.) evaluate alternatives 5.) choose path 6.) Implement choice 7.) solicit and analyze feedback and results
Decision making process
The act of giving most of the responsibility to followers while still monitoring progress
Delegating
*under expectancy theory* -influence desire -you need these to make it function: valence and instrumentality *valence*-> anticipated satisfaction or value one thinks they will achieve from obtaining a certain outcome *instrumentality*-> what one believes are the steps necessary to obtain a certain outcome
Desire to perform (under expectancy theory)
Leadership behavior in which both leaders and followers work together and share in the decision-making responsibilities of the task
participating
Leadership behavior characterized by support provided to followers through communication and "selling" them the aims of the task in order to gain commitment
selling
A pattern of leadership that places an emphasis on employees and the community rather than on the leader
servant leadership
A style of leadership that distributes influence among groups and individuals to achieve organizational or team goals
shared leadership
Measures of performance levels in the areas of quantity, quality, time, cost, and behavior.
standards
The process of staffing the organization to meet its objectives.
strategic human resources planning
-which is the most effective type of leadership out of directive, transactional, transformational, and empowering?
-none; they are all effective in different ways for different people
-what are the 3 things you think motivate people?
1.) autonomy-> the desire to direct our own lives 2.) mastery-> the urge to get better, or develop skills 3.) purpose-> the need to do what we do for reasons bigger than ourselves
Leadership behavior characterized by setting challenging goals, improving performance, and assisting training
Achievement-oriented leadership
-A process whereby people base their decisions on the first piece of information they are given without taking other probabilities into account
Anchoring and adjustment heuristic
-A rule of thumb for making judgments on examples and events that immediately spring to mind
Availability heuristic
-Short-term goals
Behavioral goals (proximal goals)
A pay plan that rewards employees for recent performance rather than historical performance
Bonus pay
The ability of a leader to use his or her personality or charm to inspire, motivate, and acquire loyalty and commitment from employees
Charismatic Leadership
A behavioral leadership style demonstrated by leaders who develop mutual trust and respect and actively build interpersonal relationships with their followers
Consideration
*type of leader from lecture* -leaders by commanding -intimidating; people follow out of fear -ex: some parents, bosses, military
Directive (type of leader)
-The degree to which people think outcomes are fair
Distributive justice
-Theory that suggests that people are motivated by three categories of needs arranged in the form of a hierarchy -3 categories: existence needs, relatedness needs, and growth needs
ERG Theory
A benefit program staffed by people who help employees get professional assistance in solving their problems.
Employee Assistance Program (EAP)
*type of leader from lecture* -leads by asking "why cant those people create their own goals" -goal-> to create a self leader
Empowering (type of leader)
-Theory that holds that motivation is based on our perception of fairness in comparison with others
Equity theory
A means of influencing others through personal values, morals, and beliefs
Ethical Leadership
-theory that holds that people will choose certain behaviors over others with the expectation of a certain outcome
Expectancy theory
External awards to employees such as salary, bonuses, and paid vacations
Extrinsic rewards
The income statement, balance sheet, and cash flow statement.
Financial Statements
Flexible working hours in which employees customize their own work hours within limits established by management
Flextime
Individuals' capacity to cooperate with leaders
Followership
what was *Ch. 21's self-leadership in the movies* ex. where it helps to illustrate the concept of SuperLeadership?
Gettsburg
-Theory that suggests that human performance is directed by conscious goals and intentions
Goal-setting theory
-guest speakers for St. Jude Children's research hospital -non-profits function like big corporate america -founder: Danny Thomas -brand power: their logo-> work hard to increase brand awareness -corporate social responsibility-> partners w/ corporate partners-> Green Giant co., Chili's, and Kay/ Jared's jewellers
Guest speakers Alexa Jacobson and Jessica McCaffrey
-Maslow's theory that suggests people are motivated by their desire to satisfy specific needs, and that needs are arranged in a hierarchy with physiological needs at the bottom and self-actualization needs at the top -five levels
Hierarchy of needs theory
-sources of job satisfaction such as salary, status, and security
Hygiene factors
Behavior that gains the admiration, trust, and respect of followers, who in turn follow the leader's example with their own actions
Idealized Influence
Leadership behaviors that promote commitment to a shared vision of the future
Inspirational Motivation
-what one believes are the necessary steps to obtain a certain outcome
Instrumentality
who was *Ch. 21's real-world self-leadership case* on? (Hint: he created the Muppets)
Jim Henson
Five core dimensions of jobs: skill variety, task identity, task significance, autonomy, and feedback
Job characteristics model
A salary paid based on the evaluation of a job's worth
Job content-based pay
A method of setting duties and responsibilities of a job with the intention of improving productivity and performance
Job design
An increase in the range of tasks and duties associated with a job
Job enlargement
An increase in the scope of a job to make it more complex, interesting, stimulating, and satisfying for employees
Job enrichment
A process of periodically moving staff employees from one job to another
Job rotation
An employment option in which one full-time job is divided among two or more people according to predetermined hours
Job sharing
The substitution of leadership attributes that do not affect follower outcomes
Neutralizing
The level of power a leader possesses to reward or punish, or promote and demote
Leader's Position Power
A theory of leadership that focuses on the relationships between leaders and their group members.
Leader-exchange theory
-those who are able to influence others and possess managerial authority -*leadership*-> process of influencing others
Leaders
The process of providing general direction, from a position of influence, to individuals or groups toward the successful attainment of goals
Leadership
An approach that plots concern for production on the horizontal axis and concern for people on the vertical axis where 1 is the least concern and 9 is the greatest concern
Leadership grid
An instrument that purports to measure whether a person is task oriented or relationship oriented
Least perferred co-worker (LPC) questionaire
*one of the nine sources of power* -power that stems from an authority/ position in a company (org. specific)
Legitimate power
A type of supervision in which the three major activities are listening, teaching, and facilitating.
Management by walking around (MBWA)
The process of giving employees feedback so they realize that a problem is affecting their job performance and referring employees with problems to the employee assistance program.
Management counseling
The value of work tasks in line with a person's own self-concepts and ideals
Meaningfulness
A pay plan consisting of a pay rise which is linked directly to performance
Merit pay
-Forces from within individuals that stimulate and drive them to achieve goals
Motivation
-Need to perform well against a standard of excellence
Need for achievement
-Need to be liked and to stay on good terms with most other people
Need for affiliation
The motivation derived from stretching and exercising our capabilities
Need for competence
-Desire to influence people and events
Need for power
The state of motivation and control gained through making efforts that are not reliant on any external influences
Need for self-determination
-The perception of fairness in workplace practices
Organizational justice
Independent workers who supply organizations with part-time talent for projects or time-bound objectives
Part-time workers
-a leadership style that favors consulting with followers and considering their input in decision making
Participative leadership
-a theory that proposes that leadership effectiveness depends on the degree to which the leader enhances the performance of followers by guiding them on a defined track towards achieving their goals
Path-goal leadership theory
-the sense of feeling under-rewarded or over-rewarded in comparison with others
Perceived inequity
-what did the in class clip of Bill Porter, a disabled man who went door to door selling products, demonstrate?
Performance (under expectancy theory)
-Long-term goals set into the future
Performance goals (distal)
A financial incentive awarded to employees for meeting certain goals or objectives
Performance-based pay
A pay plan in which workers are paid a fixed sum for each unit of production completed
Piece rate
-the ability to influence decisions -the ability to get things done the way one wants them to be done
Power
-The degree to which people perceive the implementation of company policies and procedures to be fair
Procedural justice
Sharing profits with employees of an organization by the owners
Profit sharing
The extent to which employees feel a sense of personal fulfillment and intent when carrying out tasks, together with a belief that their work contributes to some larger purpose
Psychological empowerment
*one of the nine sources of power* -power that stems from someone "esteeming" you
Referent power
*one of the nine sources of power* -power that stems from one's ability to reward someone
Reward power
Early 20th century theory introduced by Frederick Taylor and his colleagues that analyzes workflow through systematic observation or reasoning
Scientific management
The understanding of skills, knowledge, and strengths that enable a person to make choices and initiate work tasks
Self-determination
Who was the *self-leadership research on in Ch. 21* where researchers taught various employees to apply mental self-leadership strategies to enhance their work lives?
Self-leadership training at America West Airlines
what was the *self-leadership research on in Ch. 22*?
Self-leadership, self-efficacy, and personal effectiveness
Guaranteed wages and salary increases based on the amount of time the employee has spent with the organization
Seniority-based pay
who was *Ch. 22's real-world self-leadership case* on? (hint: chief operating officer at Facebook)
Sheryl Sandberg
-a leadership model that proposes leaders should adapt their leadership style based on the types of people they are leading and the requirements of the task
Situational Leadership Model
A leadership model that proposes leaders should adapt their leadership style based on the types of people they are leading and the requirements of the task
Situational Leadership Theory
A system of pay that rewards employees for the acquisition and the development of new skills that lead to enhanced work performance
Skill-based pay
A values-based style of leadership that motivates employees through faith, hope, and vision and encourages positive social emotions such has forgiveness and gratitude
Spiritual Leadership
Situational contingencies such as anxiety, inflexibility, perceived ability, locus of control, and close-mindedness
Subordinate Characteristics
The rate of repetition—-constant, periodic, or occasional—-of measures taken to control performance.
control frequency
-a leadership behavior characterized by friendliness and concern for the welfare of others
Supportive leadership
Situational contingencies outside the follower's control, such as team dynamics, authority systems, and task structure
Task Characteristics
Who was the *profile in self-leadership in Ch. 21* on?
Taylor Swift
Ted Talk by whom? -on the puzzle of motivation 1.) fundamental mismatch that exists between science and business 2.) incentives/ punishments work only for routine 3.) intrinsic rewards work best for non-routine ambiguous tasks 4.) autonomy, mastery, and purpose
Ted Talk: Dan Pink
Working from home or from a remote location on a computer or other advanced telecommunications that are linked to the office
Telecommuting
who were the two people talked about in Ch. 22's tales about self-leadership?
Tom Bigsby and Jen Wilks -Jen successful, Tom is not
*type of leader from lecture* -leaders by rewards -people follow to get rewards -ex: Neck w/ in class ex.-> spaghettio's, T-shirt, razor, etc-> which would incentivize student to come to the front, w/ little kids, Neck's Fedex ex. in class
Transactional (type of leader)
A behavioral type of leadership that proposes that employees are motivated by goals and equitable rewards
Transactional Leadership
*type of leader from lecture* -lead by creating a vision -people following because their emotionally connected to the vision -effective communicators -ex: Steve Jobs, Bill Gates, political candidates
Transformational (type of leader)
-Action that results in the greater good for the majority of people
Utilitarian Approach
-The value individuals place on work outcomes
Valence
(1) Set objectives and standards, (2) measure performance, (3) compare performance to standards, and (4) correct or reinforce.
control systems process
what was *Ch. 21's self-leadership in the movies* ex. where they provide a character analysis using the MBTI and the Big Five model of personality?
Who framed Roger Rabbit (Ch. 21)
-what did the in class clip of Steve Jobs commencement speech demonstrate?
a commanding and empowering leader -major point: he was an influencer
-what did the in class clip of the Devil Wears Prada demonstrate?
a directive leader
The process of leading across cultures
cross-cultural leadership
-what did the in class clip of Remember the Titans demonstrate?
a transactional leader
-what did the in class clip of Martin Luther King's "I Have a Dream" speech demonstrate?
a transformational leader
-what did the in class clip from the show New Amersterdam where the new manager asked what his employees needed to help better the hospital demonstrate?
an empowering leader
*one of the 8 common mental errors that can lead to poor decision making* -tendency to rely too heavily on an anchor or one piece of information when making a decision
anchoring/ framing
Places job applicants undergo a series of tests, interviews, and simulated experiences to determine their potential.
assessment centers
A pattern of leadership behavior based on honesty, practicality, and ethicality
authentic leadership
A leadership style based on making decisions without asking for suggestions from others
autocratic style
*one of the 8 common mental errors that can lead to poor decision making* -tendency to assume that the data that comes to mind easily is the most relevant
availability heuristic
The belief that specific behaviors distinguish leaders from nonleaders
behavioral leadership perspective
An occupational qualification that may be discriminatory but that is reasonably necessary to normal operation of a particular organization.
bona fide occupational qualification (BFOQ)
-The idea that we are restricted by a variety of constraints when making decisions
bounded rationality
A planned quantitative allocation of resources for specific activities.
budget
A projection of all planned major asset investments.
capital expenditures budget
*one of the nine sources of power* -power stems from placing yourself central to decision making within a company
centrality power
-personality and leadership -leadership in personal problems and diversity -Myers-Briggs Type Indicator -the Big Five Model
ch. 21 self leadership summary
The process of giving motivational feedback to maintain and improve performance.
coaching
*one of the nine sources of power* -power that stems from one's ability to punish
coercive power
-what did the in class clip of the movie Whiplash where the teacher slapped the student over not being able to perform a perfect tempo demonstrate?
coercive power
The negotiation process resulting in a contract between employees and management that covers employment conditions.
collective bargaining
-The inclination to overemphasize information held by the majority of group members while failing to consider other perspectives held by the minority
common-information bias
The total of an employee's pay and benefits.
compensation
The ability to perform work tasks successfully
competence
-The assumption that we take in to account every single criterion or possible alternative to make a decision
complete rationality
The behavior of targets of influence who agree to readily carry out the requests of the leader
compliance
A work arrangement that gives employees the benefit of an extra day off by allowing them to work their usual number of hours in fewer days per pay period
compressed workweeks
action taken to ensure that standards are met as inputs are transformed into outputs.
concurrent control
*one of the 8 common mental errors that can lead to poor decision making* -tendency to search for information and favor information that confirms our own beliefs, while ignoring or devaluing information that denies it or doesn't confirm it
confirmation bias
-The tendency to seek out information that fuels our preexisting views and to discount information that conflicts with our worldview
confirmation bias
-Theories that explain why people have different needs at different times and how these needs motivate behavior, such as Maslow's hierarchy of needs, Alderfer's ERG theory, McClelland's need theory, and Herzberg's two-factor theory
content theories
The view that the effectiveness of the leader relates to the interaction of the leader's traits or behaviors with situational factors
contingency leadership perspective
Action taken to minimize negative impacts on customers/stakeholders due to faulty outputs.
damage control
-The action or process of identifying a strategy to resolve problems
decision making
Ongoing education to improve skills for present and future jobs.
development
A leadership style characterized by implementing guidelines, managing expectations, setting definite performance standards, and ensuring that individuals follow rules
directive leadership
Corrective action to get employees to meet standards and standing plans.
discipline
-The propensity to over-rely on information recollected from memory when making a decision
ease-of-recall bias
*under the expectancy theory* = valence x instrumentality x expectancy *expectancy*-> do you actually believe you can do the steps necessary to obtain a certain outcome? -remember the zero principle-> if any of these steps are 0, it all equals zero and wont work
effort (under expectancy theory)
Plans in which employees purchase stock, often at below market price as a part of their benefits
employee stock ownership plans (ESOPs)
A behavioral type of leadership that empowers leaders to help develop the individual skills and abilities of their followers. Also known as "SuperLeadership"
empowering leadership
-The increased commitment to a decision despite negative information
escalation of commitment
-a conflict between two or more morally unpleasant alternatives
ethical dilemma
-the probability that the amount of work effort invested by an individual will result in a high level of performance
expectancy
-what is the most useful motivation theory?
expectancy theory
*one of the nine sources of power* -power that stems from your knowledge/ expertise
expert power
-what did the in class clip of Shawshank Redemption where Andy wanted to be treated like a human so he used his expertise in taxes demonstrate?
expert power
-The tendency to highlight certain aspects of a situation depending on whether they are positive or negative to solve a problem while ignoring other aspects
framing error
Independent workers that supply organizations with short-term talent for projects or time-bound objectives
free agents
A system whereby managers agree to share the benefits of cost savings with staff in return for their contribution to the company's performance
gain sharing
-Shortcuts or "rules of thumb" that allow us to make judgments and decisions quickly and efficiently
heuristics
-The tendency to overestimate the ability to predict an outcome of an event
hindsight bias
Planning for, attracting, developing, and retaining employees.
human resources management process
The feeling of making a difference
impact
Preconceived notions about the types of behaviors that characterize followers and nonfollowers
implicit followership theories
Hypotheses that explore the extent to which we distinguish leaders and nonleaders based on underlying assumptions, stereotypes, and beliefs
implicit leadership theories
Interaction that occurs when leaders and followers develop good working relationships based on mutual trust, respect, and a sense of sharing common fates
in-group exchange
Leader behavior associated with creating mutual respect or trust and a genuine concern for the needs and desires of others
individualized consideration
A behavioral leadership style demonstrated by leaders who define the roles of the employees, set clear guidelines and procedures, and establish distinct patterns of organization and communication
initiating structure
-Neck has a goal to learn the cello, but isn't doing anything about it. He anticipates value, but doesn't know the necessary steps. What is the problem with his effort?
instrumentality
Stimuli that encourage people to think and promote intelligence, logic, and problem solving
intellectual stimulation
The performance of tasks for our own innate satisfaction
intrinsic motivation
-An unconscious process of making decisions based on imagination and possibilities
intuition
-A way to base decisions on the basis of the fairness
justice approach
The interactions between management and unionized employees.
labor relations
-The inclination to exclude certain people from the decision-making process
lack of participation error
Leadership behavior that fully delegates responsibility to others
laissez-faire leadership
The natural occurrence of someone becoming the leader of a leaderless group
leader emergence
Relationships that reflect the degree of confidence, trust, and respect that exists between subordinates and their leaders
leader-member relations
Behaviors that people associate with leadership
leadership prototypes
*one of the 8 common mental errors that can lead to poor decision making* -tendency to strongly prefer avoiding losses *over* acquiring goals
loss aversion
Sangavi doesn't want to be a TA for Dr. Neck anymore. She knows the tasks necessary to be good at it, but doesn't anticipate the value. How would you explain her lack of desire?
low valence
Analysis of the organization's planning, organizing, leading, and controlling functions to look for improvements.
management audit
-the drive to complete a task, function, or idea
motivation
-what did the in class clip of facing the giants demonstrate?
motivation
-Sources of job satisfaction such as achievement, recognition, and responsibility
motivators
-New or nonroutine problems for which there are no proven answers
non-programmed decisions
The revenue and expense budgets.
operating budget
The process of introducing new employees to the organization and their jobs.
orientation
Interaction that occurs when leaders and followers fail to create a sense of mutual trust, respect, or common fate
out-group exchange
*one of the 8 common mental errors that can lead to poor decision making* -tendency to overestimate their ability to do the task
overconfidence bias
*under the expectancy theory* =Effort + Ability + Focus *ability*-> measurement of physical or mental skills @ any point in time *focus*-> expenditure of mental and physical resources on tasks relevant to goal achievement -If you lack in one, you can make that up in another element within the equation
performance (under expectancy theory)
The ongoing process of evaluating employee performance.
performance appraisal
-the use of power -power in action
politics
-what did the in class clip of the movie One Flew Over the Cuckoo's Nest demonstrate?
politics main point: dynamic of power -> interchangeable -> more power bases= greater chance of getting what you want
Action designed to anticipate and prevent possible problems
preliminary control
-Theories that describe the cognitive processes through which needs are translated into behavior, such as equity theory, expectancy theory, and goal-setting theory
process theories
A leader who tends to focus more on the technical or task aspects of the job
production-oriented leader
-Automatic responses to routine and recurring situations
programmed decisions
-The inclination to believe other people think, feel, and act the same way we do
projection bias
-The tendency for people to believe they can predict the outcome of chance events based on false information or superstition
randomness error
*one of the 8 common mental errors that can lead to poor decision making* -tendency to weigh recent events more heavily then older events
recency
The process of attracting qualified candidates to apply for job openings.
recruiting
-what did the in class clip of Pirates of the Caribbean where fellow sailers esteemed Jack Sparrow demonstrate?
referent power
*one of the nine sources of power* -power stems from if you are able to control information & resources -> you can get things done the way you want them
resource/ info control power
-A shortcut that bases a decision on our existing mental prototype and similar stereotypes
respresentativeness heuristic
Action taken to fix an output.
rework control
-A decision-making method based on using moral principles that least infringe on the entitlements of others
rights approach
-Solutions that aim for acceptable results rather than for the best or optimal ones
satisficing decisions
The process of choosing the most qualified applicant recruited for a job.
selection
A process whereby people intentionally influence their thinking and behavior to achieve their objectives
self-leadership
*one of the nine sources of power* -power stems from not being able to be substituted easily by someone else
substitutability power
A model that suggests certain characteristics of the situation can constrain the influence of the leader.
substitutes for leadership model
-The decision to continue an investment based on past investments of time, effort, and/or money
sunk cost bias
*one of the 8 common mental errors that can lead to poor decision making* -tendency to focus on the winners in a particular area while we forget about the losers in that area
survivorship bias
-learn what style of leadership you work best well under -figure out what type of leader you are and be AUTHENTIC
takeaways from leadership lecture
The degree to which job assignments are defined
task structure
A leadership behavior characterized by giving clear instructions and guidance to followers, informing them exactly how and when to complete the task
telling
Who was the *profile in self-leadership in Ch. 22* on?
the ultimate SuperLeader: parents as leaders
The process of teaching employees the skills necessary to perform a job.
training
A theory that explores the relationship between leaders and personal qualities and characteristics and how they differentiate leaders from nonleaders
trait leadership perspective
-the impact of motivational influences on job satisfaction
two-factor theory (motivation-hygiene theory or dual theory)
*one of the nine sources of power* -power stems from being able to reduce uncertainty for the company & being able to prove/ show it
uncertainty reduction power
-a guy (Gaurang) has trouble exerting effort into the fashion industry. Does not attribute value, only reason he's doing it is because of his dad. His problem with his effort is what?
valence
Training that develops skills in a simulated setting.
vestibule training
A behavioral type of leadership that creates visions to motivate, inspire, and stimulate employees
visionary leadership
