MGMT 371 Iowa state Final review

Learning Orientation:

This is where building competence is deemed more important than demonstrating competence. These types of people enjoy learning new tasks, even if they fail during the early experiences. These types of failures are viewed as gaining more knowledge.

organizational culture

This is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees.

Continuous Reinforcement:

This is the simplest schedule and happens when a specific consequence follows each and every occurrence of a desired behavior.

Exchange

This is used when the requester offers a rewards or resource to the target in return for performing a request

Tacit Knowledge

This is what employees can typically learn only through experience *hard to communicate *can be the most important

Coalitions

This occurs when the influencer enlists other people such as peers, subordinates, or superiors to help influence the target

Use of Emotions:

This reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they're seeking to do.

(types of )cognitive ability

Verbal, quantitative, reasoning, spatial, and perceptual ability

the FIVE dimensions of cultural values suggested by Geert Hofstede

1. individualism-collectivism 2. power distance 3. Masculinity-femininity 4. uncertainty avoidance 5. short-term vs. long-term orientation

groupthink

A drive toward conformity at the expense of other team priorities.

Social Learning Theory:

It argues the people have the ability to learn through observing others.

types of emotional ability:

Self-awareness: Other awareness: Emotion regulation: Use of Emotions:

a) role taking phase, b) a role making phase.

According to the leader-member exchange theory, new leader-member relationships are typically marked by (a) _____________, which may be supplemented by (b) ________________

C) the ratio bias effect.

Although Hal did not win the drawing for the statewide lottery, which sells thousands of tickets, he is much more confident of winning the drawing for the nationwide lottery, which sells millions of tickets. The reason is that whereas he bought just one ticket for the statewide game, he bought ten tickets for the nationwide one. Hal's reasoning is an example of A) representativeness. B) a self-serving bias. C) the ratio bias effect. D) the gambler's fallacy. E) fundamental attribution error.

processes that help keep cultures strong

Attraction-Selection-Attrition (ASA) and Socialization

cohesion

The emotional attachment that tends to foster high levels of motivation and commitment to the team and as a consequence, tends to promote high levels of team performance

D) programmed

Beverly is the night manager at a motel near an interstate highway. In the wee hours of the morning, a tour bus breaks down and she is inundated with more than fifty unexpected guests. Rather than go into panic mode, however, she marshals the help of one other person on duty and speeds the tour group through check-in, placing them all in rooms in less than an hour's time. Though it took some effort, the whole process went relatively smoothly for Beverly because she has checked in countless guests over the years. Handling the unexpected influx of guests involved a series of ________ decisions for her. A) rational B) intuitive C) nonintuitive D) programmed E) nonprogrammed

D) legitimate

By virtue of being vice president in charge of retails at Apple, Inc., Angela Ahrendts has ________ power. A) collaborative B) substitutable C) diplomatic D) legitimate E) referent

D) the similarity-attraction approach to diversity.

Elizabeth is on the same team as Reece, but she never interacts with him because she knows they are on opposite sides of the political ideological spectrum. As a result, their team generates few ideas to help the company. This is an example of A) deep-level diversity. B) the role of devil's advocate C) comprehensive interdependence. D) the similarity-attraction approach to diversity. E) the value in diversity problem-solving approach.

B) surface-level diversity.

Halle is on a team that has just been formed. There are people of a wide variety of ages and ethnicities, and there is an even blend of men and women. Halle's team demonstrates A) deep-level diversity. B) surface-level diversity. C) high task interdependence. D) conjunctive task completion. E) low outcome interdependence.

social loafing

Having the feeling of reduced accountability may cause members to exert less effort when working on team tasks compared the level of effort they would put into those same tasks if they were to work alone.

D) conscientiousness.

Herb's office is impeccably organized. Herb always shows up on time and can be counted to volunteer when someone is needed to go above and beyond usual duties. Herb says he will run the company someday, and he is willing to put in as many hours and as much suffering as it takes to get there. Herb exemplifies the personality trait of A) neuroticism. B) extraversion. C) agreeableness. D) conscientiousness. E) openness to experience.

the TWO dimensions of leadership behavior

Initiating structure Consideration

D) recency.

Kate's firm does marketing research studies for film production companies, and this week they showed carefully selected test audiences a soon-to-be released blockbuster called Love, Explosions, and Laughter. Afterward they presented participants with a series of questions, including one that asked them to rate their favorite movie of all time. Production company executives were thrilled to see that viewers rated Love, Explosions, and Laughter higher than such classics as Citizen Kane and The Wizard of Oz, but most likely the reason for this was a decision-making bias known as A) representativeness. B) anchoring. C) framing. D) recency. E) contrast.

B) strength and stamina

Lars has applied for a job delivering packages for a major shipping company. He will most likely be tested for what abilities? A) fine manipulative abilities B) strength and stamina C) hearing sensitivity D) other awareness E) originality

the FOUR common reasons for making bad decisions:

Limited information, faulty perceptions, faulty attributions, and escalation of commitment

personal appeals

Occur when the requester asks for something based on personal friendship or loyalty

Apprising

Occurs when the requester clearly explains why performing the request will benefit the target personally

B) apparent sincerity

Of Joey it is often said, "He's the real deal." Coworkers perceive him as a straight shooter whom they can trust to speak the truth. Therefore if Joey says something, people tend to put great store by it. Joey's behavior illustrates ________, a dimension of political skill. A) social astuteness B) apparent sincerity C) networking ability D) organizational politics E) interpersonal influence

B) cognitive

Ollie is taking the Scholastic Assessment Test (SAT), which is an evaluation of the literacy and writing skills required for academic success in college. The SAT is testing Ollie's ________ ability. A) emotional B) cognitive C) physical D) coping E) social

Socialization

Organizations also maintain their culture by shaping and molding new employees. This is the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture. It's a process that begins before an employee starts work and doesn't end until an employee leaves the organization.

the SIX personality types suggested by Holland (RIASEC model):

Realistic- enjoys practical, real-world, hands-on tasks. Frank, practical, determined. Investigative- enjoys abstract, analytical, theory-oriented tasks Artistic- enjoys entertaining and fascinating other using imagination Social- enjoys helping, serving, or assisting others Enterprising- enjoys persuading, leading, or outperforming others. Conventional- enjoys organizing, counting, or regulating people or things

cognitive ability:

Refers to capabilities related to the acquisition and application of knowledge in problem solving

Ability

Refers to the relatively stable capabilities people have to perform a particular range of different but related activities.

personality

Refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior.

Learning

Reflects relatively permanent changes in an employee's knowledge or skills that result from experience.

C) positive reinforcement and punishment.

Soon after becoming the new manager of operations at the Cooper Motors, a local car dealership, Finn discovers that employees are coming in late to work, taking long breaks, and behaving unprofessionally while on the job. After considering the situation, he introduces a new set of guidelines, along with contingencies of reinforcement. Those who show up on time, do not exceed their allotted break schedules, and show themselves behaving professionally at all times while on duty during the next month will enjoy a steak dinner, courtesy of management. Those who fail to meet the requirements, on the other hand, will be invited to stay late for three nights in a row and attend an unpaid training session. The contingencies Finn is planning to implement—the steak dinner on the one hand and the unpaid training sessions on the other—are, respectively, A) punishment and extinction. B) negative reinforcement and extinction. C) positive reinforcement and punishment. D) punishment and negative reinforcement. E) positive reinforcement and negative reinforcement.

A) conscientiousness.

The Big Five personality dimension that has the biggest influence on job performance is A) conscientiousness. B) extraversion. C) agreeableness. D) openness to experience. E) neuroticism.

C) social identity theory

The dean of the college of arts and sciences held a mixer last night, but was dismayed to see that rather than mixing, the students tended to split off into groups by major: arts and humanities students there, students majoring in the natural sciences there, and social-science majors over there. This is an example of ________ in action. A) fundamental attribution error B) communities of practice C) social identity theory D) climate for transfer E) self-serving bias

C) escalation of commitment.

The president of a country has dedicated the bulk of the country's military power to an invasion of a neighboring country. For a time, the war seems to be going his way. Then the enemy begins to take the offensive, conducting massive encircling movements, taking tens of thousands of prisoners, and forcing whole divisions into retreat. Still the president presses on, ordering more troops to the front, in spite of protests from his generals. This is known as A) transfer of training. B) communities of practice. C) escalation of commitment. D) a nonprogrammed decision. E) a fundamental attribution error

c) framing

The senator was having trouble getting support for his pet piece of legislation, called The Omnibus Tax Increase Act. After soliciting input from his staff, he renamed it An Act to Protect the American Way of Life. Suddenly, public opinion was on his side, and he soon had the votes he needed. The reason lies in a decision-making bias known as A) recency. B) contrast. C) framing. D) anchoring. E) representativeness.

Pressure

The use of coercive power through threats and demands

integration

The use of favors, compliments, or friendly behavior to make the target feel better about the influencer

leadership

The use of power and influence to direct the activities of followers toward goal achievement

Cultural Values:

They are defined as shared beliefs about desirable end states or modes of conduct in a given culture.

2. Other awareness:

They have the ability to recognize and understand other's emotions.

leader effectiveness

This degree to which leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of the mutual trust, respect, and obligation in the leader-member dyads.

transformational leadership

This involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from a new perspective.

3. Emotion regulation:

This is being able to recover quickly from emotional experiences

1. individualism-collectivism

This is divided into individualistic,which is where the culture is loosely knit social framework where people take care of themselves and their immediate family, and collectivistic, which is where the culture is a tight social framework in which people take care of members of the broader group and act loyal to it.

2. power distance

This is divided into low, which is the when the culture prefers that power be distributed uniformly, and high where the culture accepts the fact that power is distributed unequally.

4. uncertainty avoidance

This is divided into low, which is when the culture tolerates uncertain and ambiguous situations and values unusual ideas and behaviors, and high, which is when the culture feels threatened by uncertain and ambiguous situations on relies on formal rules to create stability.

3. Masculinity-femininity

This is divided into masculine, which is when the culture values stereotypically male traits, and feminine, which is when the culture values traits stereotypically female.

short-term vs. long-term orientation

This is divided into short-term, which is when the culture stresses values that are most past and present-oriented, and long-term, which is when the culture stresses values that are more future-oriented.

E) Amy yells at Jacob to go away when he asks her how she is doing, then brings him coffee with a big smile an hour later.

Which of the following scenarios describes a worker with a neurotic personality? A) Raul greets everyone entering the office with a handshake and a funny story. B) Lynn stays two hours after closing all week to complete her blueprints perfectly. C) Tyler envisions and then experiments with a new approach to do his job every week. D) David takes on a substantial part of Jo's workload just to help her and everyone on the team have a pleasant day. E) Amy yells at Jacob to go away when he asks her how she is doing, then brings him coffee with a big smile an hour later.

B) General cognitive

________ ability is a strong predictor of task performance. A) Emotional B) General cognitive C) Spatial D) Psychomotor E) Sensory

tacit knowledge

about 90% of knowledge is____

whats negative reinforcement

an unwanted outcome is removed following a desired behavior.

chain of command

answers the question of "who reports to whom" and signifies formal authority relationships

organic organizations

are flexible, adaptable, outward-focused that thrive in dynamic environments.

the five elements of organizational structure

chain of command, work specialization, span of control, formalization

the FIVE personality dimensions (i.e., the Big Five):

conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion

expert power

derives fro a person's expertise, skill, or knowledge which others depend on

organizational power

derives from a person's position within the organization.

mechanistic organizations

efficient, rigid, predictable, and standardized that thrive in stable environments.

referent power

exists when others have a desire to identify and be associated with a person

the TWO types of personal power

expert power and referent power

list the 6 remaining influence tactics

integration, personal appeals, apprising, pressure, coalitions, and exchange

what is punishment

occurs when an unwanted outcome follows an unwanted behavior.

extinction

occurs when there's the removal of a consequence following an unwanted behavior

the FOUR contingencies of reinforcement

positive and negative reinforcement, punishment, and extinction

positive reinforcement

positive outcome follows a desired behavior.

the FOUR most effective influence tactics

rational persuasion inspirational appeal consultation collaboration

Consideration-

reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.

Initiating structure

reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.

Centralization

reflects where decisions are formally made in organizations.

span of control

represents how many employees each manager in the organization has responsibility for.

cognitive, emotional, and physical ability

the THREE general categories into which abilities can be grouped:

Legitimate, Reward, and Coercive power

the THREE types of organizational power

power

the ability to influence the behavior of others and resist unwanted influence in return.

potency

the degree to which members believe that the ream can be effective across a variety of situations and tasks.

formalization

the degree to which rules and procedures are used to standardize behaviors and decision in an organization

work specialization

the degree to which tasks in an organization are divided into separate jobs

task interdependence

the degree to which team members interact with and rely on other team members for the info, materials, and resources needed to accomplish work for the team.

deep-level diversity

the diversity with respect to attributes that are less easy to observe initially, that can be inferred after more direct experience.

Transactional Leadership

the leader rewards or disciplines the follower depending on the adequacy of the follower's performance.

Decision Making:

the process of generating and choosing from a set of alternatives to solve a problem

Self-awareness:

they have the ability to understand their emotions, acknowledge them, and express them naturally.

Attraction-Selection-Attrition (ASA)

this holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants won't apply due to perceived lack of fit. In addition, organizations will select candidates based on whether their personalities fit the culture.

process gain and process loss

when you get more from the team than you would expect and This is when you get less from the team than you would expect