MAN 4701 Exam 3 - Study
Michigan Studies - Types of Behavior
- Job-Centered Behavior - Employee-Centered Behavior
Content Theories
- McClelland's Acquired Needs - Maslow's Hierarchy of Needs - Alderfer's ERG Theory
Ohio State Studies Two Types of Leaders
- Structure Behavior - Consideration Behavior
3 basic categories of needs (Alderfer)
- growth - relatedness - existence
Tannenbaum and Schmidt Leadership Behaviors
- manager makes the decision and announces it - manager "sells" decision - the manager presents the problem, gets suggestion, and then makes the decision - the manager defines the limits, and asks the group to make a decision
Basic characteristics of a group
- members are psychologically aware of one another - includes multiple people - members interact with one another - members perceive themselves to be in a group
Characteristics of an effective Coach
- non-competitiveness among team members - enthusiasm for people - lead by example - listen closely - emotional support - empathy
directive behavior, supportive behavior, participative behavior, achievement behavior
4 primary types of behavior according to the path-goal theory of leadership
Maslow's Hierarchy of Needs Theory
A motivation theory that suggests that human needs fall into a hierarchy and that as each need is met, people become motivated to meet the next-highest need in the pyramid
Theory X and Theory Y
A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values; theory for motivating organizational members
Self-managed team
A team that plans, organizes, influences, and controls its own work situation with only minimal intervention and direction from management
The Tannenbaum & Schmidt Leadership Continuum
Boss centered vs subordinate centered leadership
People who feel they are being treated unfairly on the job may decide to quit that job rather than endure the inequality best describes...
Equity Theory of Motivation
Reasoning of Trait Approach
If a complete profile of traits of a successful leader could be drawn(identified), it would be fairly easy to identify the individuals who should and should not be placed in leadership positions
Equity Theory of Motivation
Looks at an individual's perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior
Leadership
The process of directing the behavior of others toward the accomplishment of an objective
System 2 Style of Management (Likert)
a condescending master-to-servant style; confidence and trust in subordinates
PERT Chart
a geographical tool used in project management
Alderfer's ERG Theory
a human needs theory postulating that people have three basic sets of needs that can operate simultaneously
Groupthink
a mode of thinking that group members adopt when the desire for agreement dominates the group and overrides the needs to realistically appraise alternative problem solutions
Problem-solving team
a team set up to help eliminate a specified problem within an organization
Cross-functional team
a work team composed of individuals from various functional specialties
Maturity
ability of followers to perform their jobs independently , to assume additional responsibilities, and to desire to achieve success
Interest group
an informal group that gains and maintains membership primarily because of a common concern that members have about a specific issue
Structure Behavior
any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures followers should adhere to in performing their jobs
Level 5 Leadership
approach to leadership that blends personal humility with an intense will to build long-range organizational success
Servant leadership
approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests
Life Cycle Theory
based on the relationship among follower maturity, leader task behavior, and leadership relationship behavior; leadership style should reflect the maturity level of the followers
how can managers build trust within groups?
be predictable
Those displaying leadership behavior toward the left side of the model are more autocratic and are called _________-_________ ______________.
boss-centered leaders
Leader
cares about and focuses on the people who perform the job
Intrinsic Reward
comes directly from performing the task
The Maturity-Immaturity Continuum
concentrates on the personal and natural development of individuals to explain human needs
Task Structure
degree to which the goals - the work to be done - and other situational factors are outlined clearly
need for achievement
desire for accomplishment, mastery of people, ideas, things, desire for reaching a high standard
Sociogram
diagram that visually links individuals within the population queried according to the number of times they were chosen and whether the choice was reciprocated
Trait Approach
early leadership research that assumed a good leader is born, not made
Leading
emphasizes mainly behavioral issues; subset of management
Situational forces
external factors involved in motivation; time available or the effectiveness of a group
Extrinsic Reward
extraneous to the task
forming
first stage; members of the newly formed team become oriented to the team and acquainted with one another
Flextime
flexible working hours program that allows workers to complete their jobs within a workweek of normal hours that they schedule themselves
GII
group makes the decision
team
group whose members influence one another toward the accomplishment of organizational objectives
The Coaching Leader
identifies inappropriate behavior in followers and suggests how they might correct that behavior
Job Enlargement
increasing the number of operations an individual performs to enhance job satisfaction
Motivation
inner state that causes an individual to behave in a way that ensures the accomplishment of some goal; explains why people act the way they do
Porter-Lawler Theory of Motivation
intrinsic and extrinsic rewards
Boss Centered Leadership
leadership behavior toward the left side of the model; more autocratic
Transformational Leadership
leadership that inspires organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justic and integrity
Manager
makes sure the job gets done
CII
manager and subordinates meet as a group to discuss the situation, but the manager makes the decision
AI
manager makes the decision alone
union
organization of workers united for a common goal, such as higher pay
trust
probably the most fundamental ingredient of effective team
Directing
refers to causing individuals to act in a certain way or to follow a particular course of action
self-actualization
refers to the desire to maximize whatever potential an individual possesses; highest level of Maslow's Hierarchy
McClelland's Acquired Needs Theory
states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace
Moral Courage
strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside the organization, to do otherwise
Influencing force in a manager
the level of confidence in subordinates
Managerial Communication
the most basic motivation strategy for managers; managers communicate well with organization members
participative behavior
aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions
Sociometry
an analytical tool that managers use to get info on the internal workings of an informal group
Motivation Strength
an individual's degree of desire to perform a behavior
Employee-centered behavior
leader behavior that focuses primarily on subordinates as people
Vroom-Yetton-Jago (VYJ) Model:
method for determining when a leader should use which decision style
The Homans Model
most widely accepted framework for explaining the evolution of informal groups
Needs-goal Theory
motivation model that hypothesizes that felt needs cause human behavior
Expectancy Theory
says that motivation strength is determined by the perceived value of the result of performing a behavior and the perceived probability that the behavior performed will cause the result to materialize
stroming
second stage of the team development process
Leader Flexibility
the notion that effective leaders must change their leadership styles as they encounter different situations
norming stage
third stage of the team devleopment process
Managing
focuses on non behavioral, as well as behavioral issues
task group
formal group cof organizational members who interact with one another to accomplish most of the organization's non-routine tasks
Committee
group of individuals charged with performing a type of specific activity and is usually classified as a task group
Two factors that influence the degree of job satisfaction (Herzberg)
hygiene and motivating factors
Situational Approach
idea that each instance of leadership is different and requires a unique set of leaders, followers, and leadership situations
Job-centered behavior
leader behavior that focuses primarily on the work a subordinate is doing
Subordinate Centered Leadership
leadership behavior that is more democratic
AII
manager asks for info from subordinates but makes the decision alone; subordinates may or may not be informed about what the situation is
_____________ is much broader in scope than ____________.
managing; leading
Job Rotation
moving employees from one task to another rather than calling for them to do only one simple/specific job over the long-term
Pygmalion Effect
occurrence in which the more that leaders believe in their subordinates can achieve, the more the employees do achieve
group solidarity stage
occurs when members become more involved in group activities and cooperate, rather than compete, with one another
Group Solidarity Stage
occurs when members become more involved in group activities as a task group
According to the Tannenbaum and Schmidt leadership continuum, managers displaying leadership behaviors that are more democratic are known as _______________ _____________.
subordinate-centered
influencing force in a subordinate
the necessary knowledge and experience needed to deal with a problem
leader-member relations, task structure, position power
three primary factors that should be considered when moving leaders into situations appropriate for their leadership styles, according to Fred Fielder's Contingency Theory
Two important premises of the VYJ Model
- organizational decisions should be of high quality (have a beneficial impact on performance) - subordinates should accept and be committed to organizational decisions that are made
Perceived value of a reward
determined by both intrinsic and extrinsic rewards that result in need satisfaction when a task is accomplished
Acquired Needs Theory
emphasizes the needs people acquire through life experiences
Authentic Leadership
entails leaders who are deeply aware of their own and others' moral perspectives and whoa re confident, hopeful, optimistic, resilient, and of high moral character
Process Theory of Motivation
explanation of motivation that emphasizes how individuals are motivated; focused on the steps that occur when an individual is motivated
Content Theory of Motivation
explanation of motivation that emphasizes people's internal characteristics; focus on understanding what needs people have and how they can be satisfied
______________ has always been considered a pre-requisite for organizational success
leadership
Consideration Behavior
leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers
CI
manager shares the situation with individual subordinates and asks for information and evaluation, subordinates to not meet as a group, and the manager alone makes the decision
