Management 120 final exam

delegating

- allowing the group to take responsibility for task decisions; a low-task, low-relationship style

transnational corporation

- an MNC that operates worldwide on a borderless basis

ecological fallacy

- assumes that a generalized cultural value applies equally well to all members of the culture

supportive leader

- can increase confidence by emphasizing individual abilities and offering needed assistance (makes work more pleasant; treats others as equals, acts friendly, shows concern) *when worker self-confidence is low

achievement-oriented leader

- helps to set goals and raise performance aspirations (sets challenging goals; expects high performance, shows confidence) *when task challenge is insufficient in a job

perceived negative inequity

- is discomfort felt over being harmed by unfair treatment

perceived positive inequity

- is discomfort felt over benefitting from unfair treatment o Associated with a sense of guilt o It is discomfort felt over benefitting from unfair treatment o The individual is motivated to restore perceived equity by doing such things as increasing the quantity or quality of work, taking on more difficult assignments, or working overtime

revolving door syndrome

- is high turnover among minorities and women

reward power

- is the capability to offer something of value as a means of achieving influence ♣ To use reward power, a manager says, "If you do what I ask, I'll give you a reward" ♣ Common rewards: pay raises, bonuses, promotions, special assignments, and compliments ♣ Reward power can work well as long as people want the reward and the manager or leader makes it continuously available ♣ Take the value of the reward or the reward itself away, and that power is quickly lost

coercive power

- is the capability to punish or withhold positive outcomes as a way of influencing others. ♣ To use coercive power, a manager says, "If you don't do what I want, I'll punish you" ♣ Possible punishments: Reprimands, pay penalties, bad job assignments, and even termination ♣ How do you feel when you receive such threats? Resent both the threat and the person making it ♣ You might act as requested or at least go through the motions, but your unlikely to continue doing so once the threat no longer exists

expert power

-is the ability to influence the behavior of others because of special knowledge and skills ♣ Implied message: "You should do what I want because of my special expertise or information" ♣ A leader's expertise comes from technical understanding or access to information relevant to the issue at hand ♣ Can be acquired through formal education and evidenced by degrees and credentials ♣ Also acquired on the job, through experience, and by gaining a reputation as a high performer that really understands the work

The rules for making the choice involve three criteria:

1.1. Decision quality- based on who has the information needed for problem solving 22. Decision acceptance- based on the importance of follower acceptance of the decision to its eventual implementation 33. Decision time- based on the time available to make and implement the decision

reality

A time of rebalancing; you are able to enjoy the new culture while accommodating its less-desirable elements.

honeymoon

A time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively.

irritation and anger

A time when the "negatives" overwhelm the "positives" and the new culture becomes a target of your criticism

small victories

Continued interactions bring some "successes," and your confidence grows in handling daily affairs.

confusion

First contacts with the new culture leave you anxious, uncomfortable, and in need of information and advice.

why is leading so important?

Leading is one of the four management functions. It is the process of inspiring others to work hard to accomplish important tasks. Managers who are effective leaders act in ways that create high levels of enthusiasm among people to use their talents fully to accomplish tasks and pursue important plans and goals.

protectionism

a call for tariffs and favorable treatments to protect domestic firms from foreign competitions

vision

a future that one hopes to create or achieve in order to improve the present state of affairs

world trade organization (WTO)

a global institution established to promote free trade and open markets around the world

people-oriented behavior

a leader high in concern for people acts warm and supportive toward followers, maintains good relations with them, respects their feelings, shows sensitivity to their needs, and displays trust in them

task oriented behavior

a leader high in concern for task plans and defined work goals, assigns task responsibilities, sets clear work standards, urges task completion, and monitors performance results

foreign subsidiary

a local operation completely owned by a foreign firm

attitude

a predisposition to act in a certain way

motivation

accounts for the level, direction, and persistence of effort expended at work

workplace rage

aggressive behaviors toward co-workers or the work setting

least-preferred co-worker scale (LPC)

an instrument used to classify our leadership styles as either task motivated, or relationship motivated

ENTJ

analytical, strategic, forceful, quick to take charge, common for leaders

bullying

antisocial behavior that is intentionally aggressive, intimidating, demeaning, and/or abusive

substitutes for leadership

are factors in the work setting that direct work efforts without the involvement of a leader

stereotype

assigns attributes commonly associated with a group to an induvial

what is one of the largest parts of management?

being able to influence other people

organizing

brings together the resources to turn plans into action

managing diversity

building an inclusive work environment that allows everyone to reach his or her potential

leading

builds the commitment and enthusiasm that allow people to apply their talents to help accomplish

international business

conducts commercial transactions across national boundaries

positive reinforcement

connects desirable behavior with pleasant consequences • strengthens a behavior by making a desirable consequence contingent on its occurrence o Example: A team leader nods to express approval to someone who makes a useful comment during a staff meeting

ISFJ

conscientious, considerate, and helpful; common among team players

global manager

culturally aware and informed on international affairs

leader-member exchange theory

describes how leaders treat in-group and out-group followers

the vroom-jago model

describes how leaders use alternative decision making methods

ambition

desire to succeed and reach high goals

charismatic leader

develops special leader-follower relationships and inspires followers in extraordinary ways

what are the four leadership styles in house's path-goal theory?

directive leader, supportive leader, achievement-oriented leaders participative leadership

cognitive dissonance

discomfort felt when attitude and behavior are inconsistent

greenfield venture

establishes a foreign subsidiary by building an entirely new operation in a foreign country

types of personal power

expert power, reference power, relationship power

selling

explaining task directions in a supportive and persuasive way; a high-task, high-relationship style

telling

explaining task directions in a supportive and persuasive way; a high-task, high-relationship style

organizational subcultures

form among people based on shared demographic and job identities

racial and ethnic subcultures

form among people from the same races, language groupings, regions, and nations

general subcultures

form among people in similar age groups

great leaders ________

get extraordinary things done in organizations by inspiring and motivating others toward a common purpose

• most favored nation status-

gives a trading partner the most favorable treatment for imports and exports

• Global corporation or multinational corporation (MNC)-

has extensive international business dealings in many foreign countries

directive leader

helps to clarify task objectives and expected rewards (lets others know what is expected; gives directions, maintains standards) *when job assignments are unclear

inclusion

how open the organization is to anyone who can perform the job

operant conditioning

influences behavior by controlling its consequences • is the process of influencing behavior by manipulating is consequences uses four reinforcement strategies: • Team leader's goal is to improve work quality by an individual performer as part of a total quality management program • Get the individual to display more positive quality behaviors and stop engaging in ones that harm or disregard quality goals • Both the positive and negative reinforcement strategies are used to strengthen desirable behaviors • The punishment and extinction strategies are used to weaken or eliminate undesirable behaviors

INTJ

insightful, free thinking, determined, common for visionaries

emotional intelligence quotient (EQ)

is a measure of a person's ability to manage emotions in leadership and social relationships

need

is an unfulfilled physiological or psychological desire that stimulate people to behave in ways that will satisfy them

laissez-faire leader

is disengaged, showing low task and people concerns

valence

is the value a person assigns to work-related outcomes

where does the second source of power come from?

it comes form the person, who you are and what your presence means in a situation. it includes expertise, reference, and relationships

where does the first source of power come from?

it comes from the position, being manager or leader. it includes rewards, coercion, and legitimacy

fred fiedler

leadership success depends on achieving a proper match between your leadership style and situation demands each of us has a predominant leadership style that is strongly rooted in our personalities. (this suggests that each person's leadership style is going to be enduring and hard to change

participative leadership

leadership- might clarify individual needs and identify appropriate rewards (involves others in decision making; asks for and uses suggestions) *when performance incentives are poor

Leadership situations are analyzed in Fiedler's model according to three contingency variables

leader—member relations, task structure, and position power

exporting

local products are sold abroad

• Foreign corrupt practices act-

makes it illegal for US firms and their representatives to engage in corrupt practices overseas

controlling

makes sure things turn out correctly

managerial power equation

managerial power = position power x personal power

Fielder's contingency model

matches leadership styles with situational differences

house's party goal theory

matches leadership styles with task and follower characteristics

hersey-blanchard situational model

matches leadership styles with the maturity of followers

task motivated leader

most successful in either very favorable (high control) or very unfavorable (low-control) situations. in contrast, a relationship-motivated leader is more successful in situations of moderate control

reshoring

moves foreign production and jobs back to domestic locations

non tariff barriers

nontax policies that governments enact to discourage imports, such as quotas and import restrictions

relationship power

o - comes from the ability to get things done through connections and social capital, or who you know ♣ Implied message: "We know one another and often help each other out. Now I'd like you to do this for me" ♣ The power that you can develop by nurturing good relationships with persons in and around your workplace and in your friendship groups ♣ A person high in relationship power is embedded in an extensive array or social networks—the person is well regarded in these networks. ♣ Relationship power comes not just from having connects, but from being viewed as a trustworthy contact who believes in reciprocity—willingness to help one another.

participating

o - emphasizing shared ideas and participative decisions on task directions; a low-task, high-relationship style

reference power

o - is the ability to influence the behavior of others because they admire and want to identify positively with you ♣ When a manager uses referent power: "You should do what I want in order to maintain a positive self-defined relationship with me" ♣ How you get referent power? "It's a lot easier to get people to do what you want when they like you than when they dislike you" ♣ Reference power largely comes from admiration and respect, things we gain by being pleasant and engaging when interacting and working with others

Work Preferences of High Need Achievers

o Individual responsibilities o Challenging but achievable goals Performance feedback

goal setting downsides

o It is important to remember that poorly set and managed goals can have a downside that actually turns the motivation to accomplish them into performance negatives rather than positives o Research offers clear warnings that goal-setting has downsides when managers and leaders set unrealistically high goals, when individuals are expected to meet high goals over and over again, and when people striving to meet high goals aren't given the support they need to accomplish them o Scholars Gary Latham and Gerard Seijts say: "It is foolish and even more immoral for organizations to assign employees stretch goals without equipping them with the resources to succeed—and still punish them when they fail to reach those goals. o This lack of guidance often leads to stress, burnout, and in some instances, unethical behavior.

• Maslow's theory is a good starting point for examining human needs and their potential influence on motivation

o Makes sense—managers should try to understand the needs of people working with and for them. And isn't it a manager's job to help others find ways of satisfying their needs through work?

• McClelland two Types of Power Needs

o Need for personal power—seeking power for person gratification (not respected in management) o Need for social power—seeking power to help people and groups achieve goals (the positive face of power)

Using consultative and group decisions offers important leadership benefits

o Participation helps improve decision quality by bringing more information to bear on the problem o Helps improve decision acceptance as others gain understanding and become committed to the process o Contributes to leadership development by allowing others to gain experience in the problem-solving process

• Potential cost of participation is lost efficiency

o Participation often adds to the time required for decision making, and leaders don't always have extra time available When problems must be resolved immediately, the authority decision may be the only option

• Four primary emotional intelligence competencies

o Self-awareness- is the ability to understand our own moods and emotions and to understand their impact on our work and on others o Social awareness- is the ability to empathize, to understand the emotions of others, and to use this understanding to better deal with them o Self-management/self-regulation- is the ability to think before acting and to be in control of otherwise disruptive impulses o Relationship management- is the ability to establish rapport with others in ways that build good relationships and influence their emotions in positive ways

core characters model has a focus on five core job characteristics

o Skill Variety- The degree to which a job requires a variety of different activities to carry out the work and involves the use of a number of different skills and talents of the individual o Task Identity- The degree to which the job requires completion of a "whole" and identifiable piece of work, one that involves doing a job from beginning to end with a visible outcome o Task Significance- The degree to which the job has a substantial impact on the lives or work of other people elsewhere in the organization or in the external environment o Autonomy- the degree to which the job gives the individual freedom, independence, and discretion in scheduling work and in choosing procedures for carrying it out Feedback from the job itself- the degree to which work activities required by the job result in the individual obtaining direct and clear information on his or her performance • The higher a job scores on the five core characteristics, the more enriched it is. But as you consider this model, don't forget the contingency logic. It recognizes that not everyone will be a good fit for a highly enriched job. Whether a person does fit will in an enriched job depends on the presence of three "moderators." People are expected to respond most favorably to job enrichment when they have strong growth needs, have appropriate job knowledge and skills, and are otherwise satisfied with the job context. When these conditions are weak or absent, the fit between the individual and an enriched job may turn out less favorable than expected.

goal setting essentials

o Task goals can be a great source of motivation. But, they become motivational only if they are the right goals and if they are set in the right ways o Goals give direction to people in their work o Goals clarify the performance expectations between leaders and followers, among co-workers, and even across subunits in an organization o Goals establish a frame of reference for task feedback, and they provide a foundation for control and self-management o Locke believes goal setting is a very practical and powerful motivational tool o What makes a goal motivational? (Locke) ♣ Specificity—the more specific the better ♣ Goal difficulty—challenging but not impossible ♣ People are more likely to accept and commit to accomplishing goals when they participate in setting them o Locke's research suggests that workers will respond positively to externally imposed goals if they trust the supervisors assigning them and they believe the supervisors will adequately support them

scheduled reinforcement

o The law of contingent reinforcement—deliver the reward only when desired behavior occurs o The law of immediate reinforcement—deliver the reward as soon as possible after the desired behavior occurs

• Consultative and group decisions are recommended when:

o The leader lacks sufficient expertise and information to solve this problem alone o The problem is unclear, and help is needed to clarify the situation o Acceptance of the decision and commitment by others are necessary for implementation o Adequate time is available to allow for true participation

• McClelland identified three acquired needs that he considers central to understand human motivation:

o The need for achievement- is the desire to do something better, to solve problems, or to master complex tasks o The need for power- is the desire to control, influence, or to be responsible for other people o The need for affiliation- is the desire to establish and maintain good relations with people

leader-member exchange theory (LMX)

o This theory recognizes that, in leadership situations, not everyone is treated the same. People either fall into "in-groups" or "out-groups" and the group you are in have quite a significant influence on your experience with the leader o Those in a leader's in-group are often considered the best performers. They enjoy special and trusted high-exchange relationships with the leader that can translate into special assignments, privileges, and access to information o Those in the out-group are often excluded from these benefits due to low-exchange relationships with the leader o For the follower in a high-LMX relationship, being part of the leader's inner circle or in-group can be a real positive—gets rewards and favorable treatments o For the follower in a low-LMX relationship, can be a real negative—brings fewer rewards and less-favorable treatment For the leader, it's nice to be able to call on and depend on the loyal support of those in the in-group. But the leader may also be missing out on opportunities that might come from working more closely with out-group members

legitimate power

o is the capacity to influence through formal authority. ♣ To use legitimate power, a manger is basically saying: "I am the boss; therefore, you are supposed to do as I ask" ♣ When an instructor assigns homework, exams, and group projects ♣ You do it because the requests seem legitimate to the course ♣ If the instructors move outside course boundaries, perhaps asking you to attend a sports event, the legitimacy is lost, and your compliance is less likely

flameout

occurs when we communicate extreme agitation in interpersonal relationships or electronic messages

leadership

one of the four functions of management the process of inspiring others to work hard to accomplish important tasks

joint venture

operates in a foreign country through co-ownership with local partners

fundamental attribution error

overestimates internal factors and underestimates external factors as influences on someone's behavior its their fault

monochromic cultures

people tend to do one thing at a time

job burnout

physical and mental exhaustion from work and stress

EU

political and economic alliance of 28 European countries

ESTJ

pracatical, decisive, logical, and quick to dig in; common among managers

leadership style

recurring pattern of behaviors exhibited by a leader

Affective or emotional component

reflect a certain feeling

high context culture

rely on nonverbal and situational cues as well as spoken or written words in communication

global economy

resources, markets, and competition worldwide in scope

what are the types of position power

reward power, coercive power, and legitimate power

planning

sets the direction and objectives

intercultural competency

skills and personal characteristics that help us be successful in cross-cultural situations

law of effect

states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not

possible substitutes for leadership

subordinate characteristics such as ability, experience, and independence; task characteristics such as how routine it is and the availability of feedback; and organizational characteristics such as clarity of plans and formalization of rules and procedures

flexibility

successful leaders adapt to fit the needs of followers and the demands of situations

creativity

successful leaders are creative and original in their thinking

honesty and integrity

successful leaders are trustworthy; they are honest, predictable, and dependable

motivation

successful leaders enjoy influencing others to achieve shared goals

drive

successful leaders have high energy, display initiative, and are tenacious

cognitive ability

successful leaders have the intelligence to integrate and interpret information

business knowledge

successful leaders know their industry and its technical foundation

self-confidence

successful leaders trust themselves and have confidence in their abilities

contingency leadership perspectives

suggest that what is successful as a leadership style varies according to the situation and the people involved

tariffs

taxes government levy on imports from abroad

what does the hersey-blanchard situational model suggest?

that successful leaders do adjust their styles • They adjust contingently, based on the maturity of followers, as indicated by their readiness to perform in a given situation "readiness"-based on how able and willing or confident followers are to perform required tasks

cultural intelligence

the ability to adapt to new cultures and work well in situations of cultural diversity

power

the ability to get someone else to do something you want done, to make things happen the way you want them to

emotional intelligence (EI)

the ability to manage our emotions in leadership and social relationships

APEC

the asia-pacific economic cooperation that links 21 nations to promote free trade and investment in the Pacific region

ethnocentrism

the belief that one's membership group or subculture is superior to all others

culture shock

the confusion and discomfort that a person experiences when in an unfamiliar culture

individualism-collectivism

the degree to which a society emphasizes individuals and their self-interests

time orientation

the degree to which a society emphasizes short-term or long-term goals

masculinity-feminity

the degree to which a society values assertiveness and materialism

authoritarianism

the degree to which someone uses power manipulatively

child labor

the full-time employment of children for work otherwise done by adults

personal wellness

the pursuit of a personal health-promotion program

proxemics

the study of how people use and value their space

self-serving bias

underestimates internal factors and overestimates external factors as influences on someone's behavior its not my fault

leaders

use power to achieve influence bring vision to teams and organizations display different traits/ styles in the quest for effectiveness

halo effect

uses one attribute to develop an overall impression of a person or situation

modern management theory

values job enrichment and its motivating potential. In true contingency fashion, however, it recognizes that not everyone wants or needs an enriched job. The core characteristics model developed by J. Richard Hackman and his associates helps managers design jobs that best fit the needs of different people.

male leaders

viewed as directive and assertive, using position power to get things done in traditional common-and-control ways

when do authority decisions work best?

when leaders have the expertise needed to solve the problem, they are confident and capable of acting alone, others are likely to accept and implement the decision they make, and little time is available for discussion

glass closet-

when lesbians, gays, bisexuals, and trans workers hide their sexual orientation and gender identity

biculturalism

when minority members adopt characteristics of majority cultures in order to succeed

leadership success results when ___

when the manager's choice of decision-making method best matches the nature of the problem to be solved

leaking pipeline problem

where glass ceilings and other obstacles cause qualitied and high-performing

Judging versus perceiving (J or P)

whether a person prefers order and control or acts with flexibility and spontaneity.

Sensing versus intuitive (S or N)

whether a person tends to focus on details or on the big picture in dealing with problems.

Thinking versus feeling (T or F)

whether a person tends to rely on logic or emotions in dealing with problems.

telling style

works best at the other extreme of low readiness, where followers are unable and unwilling or insecure

participating style

works best for low-to-moderate readiness (followers are able but unwilling or insecure)

selling style

works best for moderate-to-high readiness (followers are unable but willing or confident)

delegating style

works best in high-readiness situations with able and willing or confident followers

global supply chain

• - a network of a firm's outsourcing suppliers and contractors

employee engagement

• - a strong sense of belonging and connection with one's work employer

emotional intelligence or EI

• - an ability to understand emotions and manage relationships effectively

deep-level diversity

• - consists of psychological attributes like personality and values

transactional leadership

• - directs the efforts of others through tasks, rewards, and structures

human relations leader

• - emphasizes people over tasks o This leader is interpersonally engaging, cares about others, is sensitive to feelings and emotions, and tends to act in ways that emphasize harmony and good working relationships

sweatshops

• - employ workers at very low wages, for long hours, and in poor working conditions

democratic leader

• - encourages participation with an emphasis on task and people A manager with this high-high style shares decisions with followers, encourages participation, and supports the teamwork needed for high levels of task accomplishment

self-efficacy

• - is a person's belief that they are capable of performing a task

moral overconfidence

• - is an overly positive view of one's integrity and strength of character o Ex: "I'm a good person, so I can't be wrong on this" -a leader might say with moral overconfidence

job design

• - is the allocation of specific work tasks to individuals and groups o Its goal is a good person-job fit

servant leadership

• - means serving others and helping them use their talents to help organizations benefit society o Servant leadership is "other centered" and not "self-centered"

Political risk

• - possible loss because of instability and political changes in foreign countries

outsourcing

• - shifts local jobs to foreign locations to take advantage of lower-wage labor in other countries

deficit principle

• - states that a satisfied need is not a motivator of behavior o People act in ways that satisfy deprived needs, ones for which a "deficit" exists o Examples: We eat because we hungry; we call a friend when we are lonely; we seek approval from others when we are feeling insecure

insourcing

• - the creation of domestic jobs by foreign employers

self-monitoring

• - the degree to which someone is able to adjust behavior in response to external factors

globalization

• - the process of growing interdependence among elements of the global economy

equity theory

• The equity theory of motivation is best known in management through the work of J. Stacy Adams • Based on the logic of social comparisons, it pictures us continually checking out rewards for work accomplished against those of others • Any perceived inequities in these comparisons are uncomfortable ⎝ This makes us motivated to act in ways that restore a sense of equity to the situation • The theory is a reminder that rewards perceived as equitable should positively affect satisfaction and performance; those perceived as inequitable may create dissatisfaction and cause performance problems.

according to Hersey-blanchard, what is the correct style?

• The model implies that if the correct styles are used in lower-readiness situations, followers will "mature" and grow in ability, willingness, and confidence • This allows the leader to become less directive as followers mature • This situational leadership model is intuitively appealing, limited research has been accomplished on it to date

herzberg's 2-factor theory

• When questioned about what "turned them on," Herzberg found that workers mainly talked about the nature of the job itself—such things as a sense of achievement, feelings of recognition, a sense of responsibility, the opportunity for advancement, and feelings of personal growth. Herzberg called these Satisfier factors or Motivator factors and described them as a part of the job content. They are consistent with the higher-order needs of Maslow, growth needs of Alderfer, and achievement power needs of McClelland • When questioned about what "turned them off," Herzberg found that his respondents talked about quite different things—working conditions, interpersonal relations, organizational policies and administration, technical quality of supervision, and base wage or salary. They were telling him about where they worked, not about what they did Herzberg called these hygiene factors and describe them as part of the job context. They seem most associated with Maslow's lower-order needs, Alderfer's existence and relatedness needs, and McClelland's affiliation need.

why aren't women considered visionaries

• Women aren't considered as visionaries because they are perceived as acting less directive as leaders

franchising

• a firm pays a fee for rights to use another company's name and operating methods

glass ceiling

• a hidden barrier to the career advancement of women and minorities

destructive stress

• a negative influence on one's performance

stress

• a state of tension experiences by induvial facing extraordinary demands, constraints, or opportunities.

autocratic leader

• acts in unilateral command-and-control fashion This manager focuses on authority and obedience, delegates little, doesn't share information, and acts in a unilateral command-and-control fashion

frustration-regression principle

• an already-satisfied lower-level need can become reactivated when a higher-level need cannot be satisfied o Perhaps this is why unionized workers frustrated by assembly-line jobs (lacking growth need satisfaction) give so much attention in labor negotiations to things like job security and wage levels (offering existence need satisfaction).

incivility

• antisocial behavior in the forms of disrespectful acts, social exclusion, and use of hurtful language

higher-order needs

• are esteem and self-actualization needs in Maslow's hierarchy o Reflect psychological development and growth

lower-order needs

• are physiological, safety, and social needs in Maslow's hierarchy Focus on physical well-being and companionship

Thematic Apperception Test (TAT) of human psychology

• asks people to view pictures and write stories about what they see researchers then analyze the stories, looking for themes that display individual needs

projection

• assigns personal attributes to other individuals

multicultural organization

• based on pluralism and operates with inclusivity and respect for diversity

Herzberg is saying that you can't increase job satisfaction by

• by improving the hygiene factors. You will only get less dissatisfaction

alderfer's ERG theory

• collapses Maslow's five needs into three: existence needs, relatedness needs, and growth needs. o Existence needs- are desires for physiological and material well-being o Relatedness needs- are desires for satisfying interpersonal relationships o Growth needs- are desires for continued psychological growth and development ♣ Growth needs are essentially the higher-order needs in Maslow's hierarchy, and they are important • Alderfer suggests that any or all of the needs can influence individual at any given time • He believes that a satisfied need doesn't lose its motivational impact

surface-level diversity

• consists of more visible attributes such as age, race, and ethnicity

visionary leadership

• describes a leader who brings to the situation a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully • Visionary leadership brings meaning to people's work; it makes what they do seem worthy and valuable

diversity

• describes attributes such as national origin, race, gender, age, sexual orientation, and other individual differences

punishment

• discourages a behavior by making an unpleasant consequence contingent on its occurrence o Example: A manager issues a written reprimand to an employee whose careless work creates quality problems connects undesirable behavior with unpleasant consequences

extinction

• discourages a behavior by making the removal of a desirable consequence contingent on its occurrence o After observing that teammates are providing social approval to a disruptive employee, a team leader counsels them to stop giving this approval

global strategic alliance

• each partner hopes to achieve through cooperation things they couldn't do alone

low-context culture

• emphasize communication via spoken or written words

global sourcing

• firms purchase materials, manufacturing, or services around the world for local use

selective perception

• focuses attention on things consistent with existing beliefs, needs, or actions

occupational subcultures

• form among people doing the same kinds of work

gender sub cultures

• form among persons who share gender identities and display common patterns of behavior

moods

• generalized positive and negative states of mind

empowerment

• gives people job freedom and power to influence affairs in the organization

moral leadership

• has integrity and appears to others as "good" or "right" by ethical standards

gender similarities hypothesis

• holds that males and females have similar psychological makeups

integrity

• in leadership is honesty, credibility, and consistency in putting values into action

withdrawal behaviors

• include absenteeism (not showing up for work) and turnover (quitting)

job enrichment

• increases job content by adding work planning and evaluating duties normally performed by the supervisor o The practice of designing jobs rich in content that offer opportunities for higher-order need satisfaction • For Herzberg, an enriched job allows the individual to perform planning and controlling duties normally done by supervisors. In other words, job enrichment involves a lot of self-management

corruption

• involves illegal practices to further one's business interests

Instrumentality (Performance-outcome expectancy)

• is a person's belief that various outcomes will occur as a result of task performance

Expectancy (Effort-performance expectancy)-

• is a person's belief that working hard will result in high task performance

transformational leadership

• is inspirational and arouses extraordinary effort and performance o Use their personalities to inspire followers and get them so highly excited about their jobs and organizational goals that they strive for truly extraordinary performance accomplishments o The goal of achieving excellence in transformational leadership is a stiff personal development challenge. It is not enough to possess leadership traits, know the leadership behaviors, and understand leadership contingencies. o One must be prepared to lead in an inspirational way and with a compelling personality

shaping

• is positive reinforcement of successive approximations to the new behavior o "For the people who work for you or with you, you must lavish praise on them at all times" o "If a flower is watered, it flourishes. If not, it shrivels up and dies." Or give them money

interactive leadership

• is strong on communicating, participation, and dealing with problems by teamwork o They tend to get things done with personal power, seeking influence over others through support and interpersonal relationships

locus of control

• is the extent to which one believes what happens is within ones control

vroom-jago model

• model views a manager as having three decision options, and in true contingency fashion, no one option is always superior to others 1. Authority decision- the manager makes an individual decision about how to solve the problem and then communicates the decision to the group 2. Consultative decision- the manager makes the decision after sharing the problem with and getting suggestions from individual group members of the group as a whole 3. Group decision- the manager convenes the group, shares the problem, and then either facilitates a group decision or delegates the decision to the group

licensing

• one firm pays a fee for rights to make or sell another company's products

type A personality

• oriented toward extreme achievement, impatience, and perfectionism.

polychromic culture

• people accomplish many different things at once

to have high expectancies

• people must believe in their abilities; they must believe that if they try hard to do something, they can perform well at it. Managers can help build these expectancies by selecting workers with the right abilities for the jobs to be done, providing them with the best training and development, and supporting them with resources so that the jobs can be done very well

to have high instrumentalities

• people must perceive that their performance accomplishments will be followed by desired work outcome. In other words, they believe that performance will lead to valued rewards. Managers can create positive instrumentalities by taking care to clarify the rewards to be gained by high performance. They must also continually confirm this "promise," so to speak, by actually delivering the expected results. Any disconfirmation or failure to deliver will diminish the instrumentality

to have high and positive valences

• people must value the outcomes associated with high performance. This means that the reward being offered is what they really want. Of course, this is a major source of individual differences. But managers should be able to use insights of the content theories—Maslow, Alderfer, and McClelland, for example—to best match important individual needs with the rewards and outcomes that can be earned through high performance

constructive stress

• positive influence on effort, creativity, and diligence in work

currency risk

• possible profit loss because of fluctuating exchange rates

Cognitive component of attitude

• reflects a belief or value

Behavioral component-

• reflects a intention to behave consistent with the belief and feeling

loose cultures

• social norms are mixed and ambiguous, and conformity varies

tight cultures

• social norms are rigid and clear, and members try to conform

SADC

• southern asia development community that links 14 southern african countriesin trade and economic efforts

the progression principle

• states that people try to satisfy lower-level needs first and then move step-by-step up the hierarchy. This happens until the level of self-actualization is reached. o The more these needs are satisfied, the stronger they will grow. o Maslow believes opportunities for self-fulfillment should continue to motivate person as long as the other needs remain satisfied

negative reinforcement

• strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence o Example: A manager who criticizes a worker every day about the tardiness does stops the criticism when the worker comes to work on time

emotions

• strong feelings directed toward someone or something

what does Path-goal theory- suggest?

• suggests that leaders are effective when they help followers move along paths through which they can achieve both work goals and personal goals • Best leaders create positive path-goal linkages, raising motivation by removing barriers and rewarding progress House's path-goal theory seeks the right fit between leadership and situation similar to Fiedler's. • House suggests that the leader's job is to "add value" to a situation

NAFTA

• the North American Free Trade Agreement linking Canada, the United States, and Mexico in an economic alliance

power distance

• the degree to which a society accepts unequal distribution of power

uncertainty avoidance

• the degree to which a society tolerates risk and uncertainty

job satisfaction

• the degree to which an induvial feels positive about a job and work experience

importing

• the process of acquiring products abroad and selling them in domestic markets

attribution

• the process of creating explanations for events

perception

• the process through which people receive and interpret information from the environment

mood contagion

• the spillover of one's positive or negative mood onto others

organizational citizenship behaviors

• things people do to go the extra mile in their work

impression management

• tries to create desired perceptions in the eyes of others o when well done, it can help us advance in jobs and careers, form relationships with people we admire, and even create pathways to desired social memberships

globalization gap

• where large global firms gain disproportionately from the global economy versus smaller firms

Extraversion versus introversion (E or I)

• whether a person tends toward being outgoing and sociable or shy and quiet.

• His expectancy theory asks: What determines the willingness of an individual to work hard at tasks important to the organization? Vroom answers this question with an equation:

♣ Motivation = Expectancy x Instrumentality x Valence o Mathematically speaking, a zero at any location on the right side of the equation will result in zero motivation o This means that we cannot neglect any of the three factors—expectancy, instrumentality, or valence o For motivation to be high, all three must be positive o If expectancy is low, motivations suffers the person feels that he or she cannot achieve the performance level necessary to get promoted, so why try? o If instrumentality is low, motivations suffers the person lacks confidence that high performance will actually result in being promoted, so why try? o If valence is low, motivation suffers the person doesn't want a promotion, preferring less responsibility in the present job. So, if it isn't a valued outcome, why work hard to get it?

o Transformational leaders raise the confidence, aspirations, and performance of followers through special qualities like these:

♣ Vision- has ideas and a clear sense of direction; communicates them to others; develops excitement about accomplishing shared "dreams" ♣ Charisma- uses the power of personal reference and emotion to arouse others' enthusiasm, faith, loyalty, pride, and trust in themselves ♣ Symbolism- identifies "heroes" and holds spontaneous and planned ceremonies to celebrate excellence and high achievement ♣ Empowerment- helps other grow and develop by removing performances obstacles, sharing responsibilities, and delegating truly challenging work ♣ Intellectual stimulation- gains the involvement of others by creating awareness of problems and stirring their imaginations Integrity- is honest and credible; acts consistently and out of personal conviction; follows through on commitments