MGT 300 Exam 3 Mecca set, HRIM 365 Ch 12, chapter 13: Leadership: Power and Negotiation, Chapter 13 Quiz, Chapter 13 Power and Negotiation in Leadership, CHAPTER 13, Chapter 14. Leadership: Styles and Behaviors, CHAPTER 16 OB, CHAPTER 16, CHAPTER 14,...

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Employee Stock Option

A financial instrument that entitles the bearer to buy shares of organization's stock at a certain price during a certain period of time of under certain conditions

Functional team

A formal, longstanding working group organized around specific tasks, processes, or roles

Cross-functional team

A formal, longstanding working group with representation from diverse divisions, departments, and levels of authority

Cross-functional team

A formal, longstanding working group with representation from diverse divisions, departments, and levels of authority is known as a

Gossip chain

A format in which several individuals spread information, which is sometimes false or misleading, through an organization

Stages of group development

A four-stage process by which team become more effective and efficient over time; the stages are Forming, Storming, Norming, and Performing

Management team

A functional or cross-functional working group of managers formed to plan, organize, lead, and control organizational performance

Management team

A functional or cross-functional working group of managers formed to plan, organized, lead and control organizational performance

Management team

A functional or cross-functional working group of manages formed to plan, organize, lead, and control

Internet

A global system of computer networks

Inovation adoption curve

A staged model that describes the evolution of an innovation's acceptance with customers: innovators, early adopters, early majority, late majority, and laggards

Written communication

A system in which the sender writes emails, reports, memos, letters, or other documents

Communication network

A system of resources used as a channel for groups of people to connect to each other, such as the Internet

Communication network

A system of resources used as a channel for groups of people to connect to each other, such as the internet

Gainsharing Program

A system that allows employee to share in any cost savings made by the firm.

Gainsharing program

A system that allows employees to share in any cost saving made by the firm

Gainsharing program

A system that allows employees to share in any cost savings made by the firm

gainsharing

A system that allows employees to share in any cost savings made by the firm is called

Electronic communication

A system that includes emails, Skype, videoconferencing, blogs, instant messaging, texting, and social networking

Scanlon Plan

A system that recognizes and rewards individuals for collaboration, leadership, education and training given to another individual or group cohesively

Scanlon plan

A system that recognizes and rewards individuals for collaboration, leadership, education, and training given to another individual or group cohesively

ERG Theory of Motivation

A system that sets out three categories of human needs related to organizational behaviors, existence needs, relatedness needs, and growth needs

ERG Theory of Motivation

A system that sets out three categories of human needs related to organizational behaviors: existence needs, relatedness needs, and growth needs

ERG Theory of Motivation

A system that sets out three categories of human needs related to organizational behaviors:existence needs, relatedness needs, and growth needs.

Equity theory

A system which holds that individuals are more motivated if the perceive they are being treated as fairly as their fellow workers or those in other firms

Teams differ from groups because:

A group is just a collection on 2 or more people, where a team is a special type of group, where the members work interdependently over some time period to accomplish common goals related to some task oriented purpose.

Cluster chain

A group of people who disseminate information within their group or cluster

Formal Group

A group that managers establish to achieve organizational goals

Informal Group

A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs

Team

A group whose members work intensely with each other to achieve a specific, common goal or objective

Equity theory

A system which holds that individuals are more motivated if they perceive they are being treated as fairly as their fellow workers or those in other firms

Which of the following best describes the function of the role of an orienter in a group?

Determines the direction of the team's discusision

Neuroticism is associated with a(n) _______ to stressors, meaning that neurotic people are less likely to believe they can cope with the stressors that they experience.

Differential reactivity

Trait Model

Focused on identifying personal characteristics that cause effective leadership

Stacey Adams Equity Theory

Focuses on employee perceptions as to how fairly they think they are being treated to others. Employees are motivated to resolve feelings of injustice in subjective comparisons to the rewards that others receive for task performance. (Inputs, Outputs, and Comparison)

Task structure

Extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it

The two Big Five dimensions most dependent on genes are:

Extraversion, and openness

______, who are more energetic and outgoing, are perceived to be more "leader like"

Extraverts

T or F? Rational persuasion, consultation, inspirational appeals, and collaboration take advantage of organizational rather than personal power

F (false)

Management by Wandering Around

Face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns

True or False? High levels of organizational politics have been shown to be beneficial to company performance as a whole.

False

Laissez-faire leadership

Far left, takes no responsibility in their leadership

Positional Rotation

Final level of cross-training, gives members actual experience carrying out the responsibilities of their teammates

Guidelines for effective meetings

Find ways to discourage lateness Set time limits for the meeting Set a purpose for the meeting

Innovation adoption curve

A staged model that describes the evolution of an innovation's acceptance with customers Innovators Early Adopters Early majority Late majority Laggards

_____ reflects the degree to which the leader effectively weights the recommendations of the members.

Hierarchical sensitivity

Avoidance learning

A benefits theory, also called negative reinforcement which postulates that behavior is strengthened by the removal of negative statements

Avoidance learning

A benefits theory, also called negative reinforcement, which postulates that behavior is strengthened by the removal of negative statements or actions

Wave venture

A business strategy defined by a systemic change in business and market environments

Aggregation venture

A business strategy defined by acquiring, merging, and coordinating existing market products

Aggregation venture

A business strategy defined by acquiring, merging, and coordinating existing market products, services, and companies

New new venture

A business strategy defined by offering a new category of consumers a new product or service

New-new venture

A business strategy defined by offering a new category of consumers a new product or service, typically distinguished with higher risk and higher returns compared to new-existing ventures

New existing venture

A business strategy defined by offering a new product or service to an existing category of consumers

New-existing venture

A business strategy defined by offering a new product or service to an existing category of consumers

New- existing venture

A business strategy defined by offering new product or service to an existing category of consumers

System change venture

A business strategy responding to a significant change in political environments, governmental legislation, and regulations

Discovery venture

A business strategy that seeks to invent a brand new product or service or find a new resource

Discovery venture

A business strategy that seeks to invent a brand-new product or service or find a new resource

Value chain venture

A business strategy that seeks to redesign or augment an offering in an existing business or management process, such as outsourcing of information technology and research

value chain venture

A business strategy that seeks to redesign or augment an offering in an existing business or management process, such as outsourcing of information technology and research is known as a(n):

Transplant venture

A business strategy where an idea that achieves market success in one market region is transferred to other geographic markets

A collaborative conflict resolution style should be used during which of the following situations? A. When an issue is trivial B. To merge insights from people with different perspectives C. On issues vital to company welfare when you know you are right D. When goals are important but not worth the effort of potential disruption E. When others can resolve the conflict more effectively

A collaborative conflict resolution style should be used to merge insights from people with different perspectives. Collaboration (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. It is seen as a win-win form of conflict resolution. Refer To: Table 13-4

Intranets

A company-wide system of computer networks for information sharing by employees inside the firm

Merit Pay Plan

A compensation plan that bases pay on based on individual, group and/or organization performance

House's Path-Goal Theory

A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by: 1. Clearly identifying the outcomes that subordinates are trying to obtain from their jobs 2. Rewarding subordinates with these outcomes for high-performance and attainment of work goals 3. Clarifying the paths leading to the attainment of work goals

Which of the following decision-making styles is characterized by the highest level of follower control? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

A delegative style is classified as the highest follower control decision making leadership style. Refer To: Figure 14-2

Which of the following decision-making styles is characterized by the highest level of follower control?

A delegative style is classified as the highest follower control decision-making leadership style. Refer To: Figure 14-2

McClelland's Need for Power

A desire to control or influence others

Management by Wandering Around

A face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns

organizational effectiveness

a measure of how appropriate organizational goals are and how well those goals are being met

Q- level

a measurement that determines the optimum level of group size and interaction to achieve successful creative output

Q-level

a measurement that determines the optimum level of group size and interaction to achieve successful creative output.

Behavior modification

a method of shaping actions by the use of positive reinforcement.

Start-up company

a newly formed organization with limited or no operational history

balanced scorecard

a performance measurement tool that examines more than just the financial perspective

Body ( nonverbal ) language

a person's facial expression and body movements that express communication and emotion without the use of words.

Affiliation

a person's perceived connection to a group, based on purpose, demographics, function, and other intangible dimensions.

Cognitive Dissonance

a physical discomfort a person experiences between his or her cognitive attitude and incompatible behavior

PDCA cycle

a plan-do-check-act cycle using observed data for continuous improvement of operations

Role structure

a prescribed set of behavioral and performance expectations for a position or job

Disruptive Innovation

a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors

conflict

a process in which one party perceives that its interests are being opposed or negatively affected by another party

9. Negotiation

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

Innovation

a process that results in new market value through the creation of a product or service

Creativity

a process through which individuals and groups transform ideas into reality

Teaming

a process whereby an adaptive working group is formed to address unexpected environmental changes, challenges, and opportunities

Business model

a proposed method for creating and sustaining market value.

business model

a proposed method for creating and sustaining market value.

Team

a purposeful group formed to accomplish a project, task or goal

Human Resource Inventory

a report listing your organizations employees by name, education, training, languages, and important information

Positive reinforcement

a reward given to motivate a person or group which is usually stated verbally or with "pats on the back" and words of encouragement

Six Sigma

a rigorous statistical analysis process that reduces defects in manufacturing a service-related industries

flextime

a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits.

Enterpreneurial ecosystem

a set of stakeholders that are necessary to support the innovation and creation of new market value

Organizational Development

a set of techniques for implementing planned change to make people and organizations more effective

shared leadership

a simultaneous, ongoing, mutual influence process in which people share responsibility for leading

team

a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Innovation adoption curve

a staged model that describes the evolution of an innovation's acceptance with customers: innovators, early adopters, early majority, late majority, and laggards

Burnout

a state of emotional, mental, and even physical exhaustion

statistical process control

a statistical technique that uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability

balance sheet

a summary of an organization's overall financial worth-assets and liabilities-at a specific point in time

Written communication

a system in which sender writes emails, reports, memos, letters

Written communication

a system in which the sender writes emails, reports, memos, letters or other documents.

Communication Network

a system of resources used as a channel for groups of people to connect to each other, such as the internet.

Electronic communication

a system that includes emails, Skype, videoconferencing, blogs, instant messaging, texting and social networking.

Scanlon plan

a system that recognizes and rewards individuals for collaboration, leadership, education

Management information systems (mis)

a system used to provide management with needed information on a regular basis

Equity theory

a system which holds that individuals are more motivated if they perceive they are being treated as fairly as their fellow workers or those in other firms.

Action Learning

a team is given a real problem, developing an action plan, and finally carrying out the action plan

special-purpose team

a team that meets to solve a special or one time problem

task force

a temporary committee or team formed to tackle a specific short term problem affecting several departments.

Team Process

a term that reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goal

Reward system

a theory that provides prizes, incentives for tasks and jobs well done, special recognitions

Expectancy Theory

a theory which holds which individuals are more likely to be motivated and perform well if they expect to receive desired rewards.

Two-Factor Theory of Motivation

a theory, also known as " motivation-hygiene theory" or "dual theory", which is based on job satisfaction and /or job dissatisfaction and the extent to which attitudes influence outcomes

internal audit

a verification of an organization's financial accounts and statements by the organization's own professional staff

Which type of network structure in communication has the least degree of centralization?

all channel

reward power

all managers have, power that results from managers authority to reward their subordinates

legitimate power

all managers have, power that results from managers formal positions within the organization

coercive power

all managers have, results from managers authority to punish their subordinates

incremental budgeting

allocating increased or decreased funds to a department by using the last budget period as a reference point; only incremental changes in the budget request are reviewed

fixed budget

allocation of resources on the basis of a single estimate of costs

variable budget

allowing the allocation of resources to vary in proportion with various levels of activity

______ activities refer to communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team.

ambassador activities

Position Power

amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization

decentralized control

an approach to organizational control that is characterized by informal and organic structural arrangements; the opposite of bureaucratic control

Intervention

an attempt to correct the diagnosed problems

Resistance to Change

an emotional/ behavioral response to real or imagined threats to an established work routine

Motivation

an incentive or drive to complete a task, a function, or an idea.

charismatic leadership

an individual inspiration and motivational characteristic of particular leaders

Generalization

an individual or group perspective that is formed through limited data or experiences

Employee engagement

an individual's involvement, satisfaction, and enthusiasm for work, difference in engagement between countries and sectors

Grapevine

an informal line of communication where information is passed from one person to another

mechanistic organization

an organization design that is rigid and tightly controlled.

virtual organization

an organization that consist of a small core of full time employees and outside specialist temporarily hired as needed to work on projects.

learning organization

an organization that has developed the capacity to continuously learn, adapt, and change.

network organization

an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes

boundary-less organization

an organization whose design is not defined by or limited to the horizontal, vertical, or external boundaries imposed by a predefined structure

Formal Appraisals

conducted at specific times throughout the year and based on performance measures that have been established in advance

Informal Appraisals

conducted on an unscheduled basis ad consists of less rigorous indications of employee performance

norming

conflicts are resolved, close relationships develop, and unity and harmony emerge

Role ambiguity

confusion that arises from an employee not understanding the expectations, intentions or purpose of this or her position

The Big Five personality dimension that has the biggest influence on job performance is _________.

conscientiousness

ch.9- Which of the following is not a "dimension" of the big five taxonomy?(whatever choice isn't one of these 5 )

conscientiousness, agreeableness, neuroticism, openness & extraversion ARE)

continuous improvement teams

consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace and quality related

Network Structure

defined as the pattern of communication that occurs regularly among each member of the team

Which of the following leader behaviors is characterized by low initiating structure and low consideration?

delegating

Which of the following decision-making styles is characterized by the highest level of follower control?

delegative style

Which of the following is the style of decision making where the leader plays no role in deliberations unless asked?

delegative style

a form of social skill that fundamentally contributes to effective environmental adaption through the capacity for self-regulation of behavior to changing demands or cues is referred to as _____.

ego resiliency

______ can be beneficial to teams if it stimulates conversations that result in the development and expression of new ideas

emotions

Communications that reflect incompatibilities with respect to personal values or preferences refer to:

emotions and emotional intelligence

leader-member exchange model of leadership

emphasizes that leaders have different sorts of relationships with different subordinates

Organizational Citizenship Behavior

employee behaviors that are not directly part of employee's job descriptions, that exceed their work- role requirements

Transformational leadership

far right, strict and take strong responsibility. Transforms employees to pursue organizational goals over self-interests. Good in Rapidly changing situations

Social Loafing

feelings of reduced accountability, in turn, cause members to exert less effort when working on team tasks then they would if they worked along on those same tasks

Modern approach of job design

fit jobs to people

Traditional approach of job design

fit people to jobs and they will gradually adapt to any work situation

servant leaders

focus on providing increased service to others - meeting the goals of both followers and the organization - rather than to themselves

Affirmative Action

focuses on achieving equality of opportunity within an organization including establishment of minority hiring goals

Transactional leadership

focuses on clarifying employees' roles and task requirements and providing rewards and punishments that are contingent on performance

Situational Interview

focuses on hypothetical situations

transactional leadership

focusing on clarifying employees's roles and task requirements and providing rewards and punishments contingent on performance

Ready

leaders communicate a clear vision. associates understand the vision and why it is important to them and the business

performing

members concentrate on solving problems and completing the assigned task

Brainstorming results in production blocking because:

members have to wait their turn to express their ideas.

Workplace Discrimination

occurs when people are hired or promoted - or denied hiring or promotion - for reasons not relevant to the job

iii. Apprising

occurs when the requestor clearly explains why performing the request will benefit the target personally

. Engagement/internalization

occurs when the target of influence agrees with and becomes committed to the influence request (behaviors and attitudes)

ii. Resistance

occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it

i. Compliance

occurs when the targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence (behaviors but not attitudes)

continuous improvement

ongoing, small, incremental improvements in all parts of an organization

open innovation

opening up the search for new ideas beyond the organizations boundaries and allowing innovations to easily transfer inward and outward

b. Centrality

represents how important a person's job is and how many people depend on that person to accomplish their tasks

Recency Effect

tendency to remember recent information better than earlier information, more recent performance easier to remember than more distant performance

Creativity

the ability to combine ideas in a unique way or make an unusual association

Leadership

the ability to influence employees to voluntarily pursue organizational goals

leadership

the ability to influence employees to voluntarily pursue organizational goals

social intelligence refers to

the ability to understand and manage people

Range of variation

the acceptable parameters of variant between actual performance and the standard.

organizational performance

the accumulated results of all the organizations work activities

listening

the active effort to understand, learn, and obtain information from others

Value creation

the activities and processes that increase the worth of a product or service

Casual Attribution

the activity of inferring causes for observed behavior

stress

the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.

productivity

the amount of goods or services produced divided by the inputs needed to generate that output

Early adopters

the approximately 14 percent of a market's population that uses a new product after innovators have used and tested it

Laggards

the approximately 16 percent of a market's population that is the last to use a product or service

Early majority

the approximately 34 percent of a market's population that uses a product or service after early adopters have used it

Late majority

the approximately 34 percent of a market's population that uses a product or service after the early majority has used it

Expectancy

the belief that a particular level of effort will lead to a particular level of performance

Expectancy

the belief that effort (input) will result in a certain level of performance

Instrumentality

the belief that performance results in the attainment of outcomes

Performance Management

the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement

chain of command

the continuous line of authority that extends from upper levels of an organization of the lowest levels of the organization (Clarifies who reports to who)

Scaling

the degree to which a company or its business can grow, given the necessary resources.

centralization

the degree to which decision making is concentrated at the upper levels of the organization.

cohesiveness

the degree to which individuals in a working group exhibit loyalty and norm consistencies.

formalization

the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.

Decentralization

the degree to which lower level employees provide input or actually make decisions

Need for power

Desire to be responsible for or control other people

Piece-rate incentives

Awards and prizes given at a specific rate as accomplishments occurs rather than all at one time

Pay for performance

Bases pay on one's results. (piece rate, commission)

Communication

The act of transmitting information, thoughts and processes through various channels.

Communication

The act of transmitting information, thoughts, and processes through various channels

Listening

The active effort to understand, learn, and obtain information from others

value creation

The activities and processes that increase the worth of a product or service

moderate assertiveness and moderate cooperation represent which style of conflict resolution?

compromise

which form of conflict resolution is most common?

compromise

Relationship orientated leadership model

concerned with people

Task oriented leadership model

concerned with the task at hand

Production Blocking

occurs when members have to wait on one another before they can do their part of the team task

Page 20 Quote

"As a leader, you will face plenty of obstacles and opposition... There will be times when commitment is the only thing that carries you forward."

Mr. B - Financial Services (Leading People)

"At its core, management today is the same as it was 200 years ago. It's getting people to do what you want them to do. It's all about getting things done through other people. How you motivate people hasn't changed in a long time. People are motivated through a combination of compensation, recognition, consideration, and ownership in something beyond just being and employee."

Credibility Quote Page 27

"Credibility precedes great communication. There are two ways to covey credibility to your audience. First, believe in what you say... Second, live what you say;" that is, have integrity.

What did Jobs say about other people's thoughts? DOGMA

"Don't be trapped by other people's thinking [DOGMA]. Stay hungry. Stay foolish

Dr. M - Healthcare (Communication)

"Effective communication is all about building trust. That is the key thing."

Mr. W - Healthcare (Teams)

"Get the best minds that you can around you. If you play lone-ranger, you may hit home-runs, but they will be few and far between." NOTE: The best leaders surrounding themselves with the smartest people they can get. Otherwise, although we may be "successful" to a degree, we may not be attaining OPTIMAL SUCCESS- as much as we really could

Diagnostic Tool for Measuring How Well We Really Do Work With People- Page 108

"How are your people skills? Do you mix well with strangers? Do you interact well with all kinds of people? Can you find common ground readily?" We find common ground with people by asking about them (This is just like the "Forming" stage in the Four Stages of Team Development)

Page 8 Quote

"How can you have charisma? Be more concerned about making others feel good about themselves than you are making them feel good about you."

Jonathan Austin

"I don't teach lessons, I teach students."

Boeing's Senior Vice President of Operations

"I have never fired anyone in 30 years for engineering failures, but only for human failures."

Jeff Bezos: Choices

"I will hazard a prediction. When you are 80 years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, WE ARE OUR CHOICES. Build yourself a great story."

The Fundamental Law of Motion

"If you cannot, or will not, get people to do what they otherwise naturally would not do, you will never succeed in management."

Quote Page 70

"Initiators don't wait for other people to motivate them. They know it is their responsibility to push themselves beyond their comfort zone." In other words, they have a strong internal locus of control.

What was his lesson about connecting the dots?

"It is impossible. So trust that all will work out okay." NOTE: "If you consistently and persistently do what is good and right today, there is no way that you will end up in a bad place."

Page 77 Quote Peter Drucker (True/False)

"Peter Drucker, the father of American management, believes that 60 percent of all management problems are the result of faulty communications."

William James Quote

"The greatest discovery of my generation is that human beings can alter their lives by altering their attitude of mind." Page 88

Mr. R - Business Services (Teams)

"The most important thing is being able to bring people together to form a consensus that everyone agrees on... There must be a strong common bond in order for the company to be THE MOST SUCCESSFUL it can be. So all along the way you must consistently reintroduce, and rejuvenate that idea."

Mr. O - Conglomerate (Teams)

"The most important thing that contributes to your success as a manager is THE PEOPLE THAT YOU SURROUND YOURSELF WITH. Without a... team that you can rely on, you cannot be successful even with the best of ideas. So never be afraid to allow others to contribute to your success. You can accomplish whatever you want, and go as far as you want, with OTHERS BY YOUR SIDE."

Mr. G - Business Services (Communication)

"The only advice I have always given staff is to understand the client, the person at the other side of the table. Be it a customer, or a peer, or a subordinate, try to figure out their side of the conversation. Understand what they are thinking; understand what they are trying to do, what they are trying to achieve. It gives you a much better position."

Relatedness needs

(Mid level), Desire to have meaningful relationships with people who are significant to us

c. Collaboration

(high assertiveness, high cooperation) - occurs when both parties work together to maximize outcomes

Selling

(high initiating structure, high consideration) - The leader explains key issues and provides opportunities for clarification.

Telling

(high initiating structure, low consideration) - The leader provides specific instructions and closely supervises performance.

Growth needs

(high level), Desire to grow as human beings and to use our abilities to their fullest potential

Motivation factors

(higher level), associated with job satisfaction which affects the job content or the rewards of work performance

Laissez-Fair Leadership

(i.e. hands-off) - Is the avoidance of leadership altogether.

b. Accommodating

(low assertiveness, high cooperation) - occurs when one party gives in to the other and acts in a completely unselfish way

a. Avoiding

(low assertiveness, low cooperation) - occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down

Participating

(low initiating structure, high consideration) - The leader shares ideas and tries to help the group conduct its affairs.

Delegating

(low initiating structure, low consideration) - The leader turns responsibility for key behaviors over to the employees.

Existence needs

(low level), Desire for physiological and material well-being

Hygiene Factors

(lower level), associated with job dissatisfaction which affect the job context in which people work.

d. Compromise

(moderate assertiveness, moderate cooperation) - occurs when conflict is resolved through give-and-take concessions

Interpersonal Processes (Continued)

*Relationship Conflict-Refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences

Information Richness

*the amount and depth of information that gets transmitted in a message

alternative dispute resolution

- a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

Techniques for reducing resistance to change

1) Education and Communication 2)participation 3)facilitation and support 4)negotiation 5) Manipulation and co-optation 6) coercion

external forces for change

1) changing consumer needs and wants. 2)new governmental laws 3)changing technology 4)economic changes

Internal forces for change

1) new organizational strategy 2)change in composition of workforce 3)new equipment 4) changing employee attitudes

Why do people resist change?

1) the ambiguity and uncertainty that change introduces 2) The comfort of old habits 3) A concern over personal loss of status, money, authority, friendships, and personal convenience. 4) The perception that change is incompatible with the goals and interest of the organization.

Three Kinds of change least to most threatening

1. Adaptive Change 2. Innovative Change 3. Radically innovative change

Charismatic Leader

1. An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be 2. Being excited and clearly communicating excitement to subordinates 3. Openly sharing information with employees so that everyone is aware of problems and the need for change

Decision-Making Styles (4)

1. Autocratic Style 2. Consultative Style 3. Facilitative Style 4. Delegative Style

Piece-rate incentives

Awards and prizes given at a specific rate as a accomplishments occurs rather than all at one time

Seven Selection Tools

1. Background Information 2. Interviews a. Structured b. Unstructured 3. Paper and Pencil Tests a. Knowledge b. Personality 4. Physical Ability Tests 5. Ability Test 6. Assessment Center (most valid tool) 7. References (least valid tool)

Time-Driven Model of Leadership (7)

1. Decision Significance 2. Importance of Commitment 3. Leader Expertise 4. Likelihood of Commitment 5. Shared Objectives 6. Employee Expertise 7. Teamwork Skills

How to Run A Better Meeting

1. Every meeting must have an objective to be accomplished 2. Prepare to be ready to contribute 3. Two-way interaction is vital for success 4. Balancing opposites brings enlightenment 5. Be decisive

Sources of Managerial Power

1. Expert 2. Referent 3. Legitimate 4. Coercive 5. Reward

Big 5 Personality Dimensions

1. Extroversion 2. Agreeableness 3. Conscientiousness 4. Emotional Stability 5. Openness to Experience

Four Stages of Team Development

1. Forming 2. Norming 3. Storming 4. Performing

The Five Stages of Group Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Goal Setting

1. Goals should point to a higher purpose 2. They are specific, not vague: use numbers; do not say, "Do your best" 3. Difficult, but not impossible: use the "And One" method 4. Boss and employee should set goals together 5. Worker can see steps to achievement 6. Worker receives clear and timely feedback about their performance

Transformational Leadership

1. Makes subordinates aware of the importance of their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals 2. Makes subordinates aware of their own needs for personal growth, development, and accomplishment 3. Motivates workers to work for the good of the organization, not just for their own personal gain or benefit

Three Alternative Views on Motivation

1. Morally and practically it is impossible to manipulate a person's motivation- their individual psychological state

Communication Skills for Managers as Receivers

1. Pay Attention 2. Be a good listener 3. Be empathetic

Synergy

1. People working in a group are able to produce more or higher-quality outputs than would have been produced if each person had worked separately 2. Performance gains that result when individuals and departments coordinate their actions

Operant Conditioning: B.F. Skinner

1. Positive Reinforcement: "Getting a desirable outcome for performing a correct behavior" 2. Negative Reinforcement: "Eliminating undesired outcomes once the desired behavior occurs" 3. Punishment: "Administering a negative outcome in consequence of an undesired behavior" 4. Extinction: "Eliminating the performance of a dysfunctional behavior by removing whatever is reinforcing it"

Six Steps to Giving Performance Feedback Effectively

1. Praise the employee 2. Be specific 3. Focus on correctable behavior 4. Give them suggestions for improvement 5. Set a timetable for improvement 6. Express confidence in them

Communication Skills for Managers as Senders

1. Send clear and complete messages 2. Encode messages in symbols the receiver understands 3. Select a medium appropriate for the message 4. Avoid filtering and information distortion

The Communication Process

1. Sender 2. Message 3. Encoding 4. Noise 5. Receiver 6. Medium 7. Decoding

2 elements of job design perspectives

1. The division of an organization's work among its employees 2. The application of motivational theories to jobs to increase satisfaction and performance

Communication

1. The sharing of information between two or more individuals or groups to reach a common understanding 2. It is a human endeavor and involves individuals and groups. 3. It does not take place unless a common understanding is reached.

Three Ways to Appraise People

1. Trait Appraisal: Most common and most useless. Judging people based on subjective personal opinion 2. Behavior Appraisal: Do employees follow instructions? Look at their actions 3. Results Appraisal: The most objective; judgment based on what people have actually accomplished

Job Design Perspectives

2 elements, 2 perspectives

Compensation

3 parts: wages or salaries, incentives, benefits

Wayne Huizenga, Entrepreneur Behind Blockbuster and AutoNation, Dies at 80

A RESTLESS entrepreneur, he favored service businesses with regular streams of income . He found parallels between Blockbuster and the Miami Dolphins: one involved renting videos, the other stadium seats. "We're certainly not smarter than the next guy," Mr. Huizenga said, "But we work harder, and when we focus in on something we are consumed by it." "Work smarter, not harder" does not make sense. The only way to become smarter is to work harder first. Maxwell 10 on initiative and Maxwell 3 on commitment

variable-interval schedule

A _____ is employed after a varying period of time to reward successful performance in the forms of bonuses, promotions, or other benefits.

gossip chain

A _____ occurs when several individuals manifest and spread generally inaccurate or misleading information throughout the organization.

fixed-interval schedule

A _____ reinforces behaviors after a set period of time; for example, employees might be paid weekly or once or twice a month, so long as they work during that pay period or interval.

Role

A behavioral and performance expectation that is consciously or unconsciously defined by a group

Reinforcement theory

A behavioral construct in which individuals may be rewarded or punished based on the consequences of their behavior

Extinction

A behavioral method that involves withholding praise or a positive reward

extinction

A behavioral method that involves withholding praise or a positive reward is known as:

A high level of _____ exists when employees definitively agree about the way things are supposed to happen within the organization and when their subsequent behaviors are consistent with those expectations. A. culture shock B. culture strength C. ASA framework D. safety culture E. reality shock

A high level of culture strength exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity).

_____ involves the leader helping complete the task, providing required resources, or removing obstacles that make task completion difficult. A. Rational persuasion B. Personal appeal C. Collaboration D. Ingratiation E. Internalization

A leader uses collaboration by attempting to make it easier for the target to complete a request. Collaboration could involve the leader helping complete the task, providing required resources, or removing obstacles that make task completion difficult.

Servant Leader

A leader who has a strong desire to serve and work for the benefit of others

Servant leader

A leader who has a strong desire to serve and work for the benefit of others

A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem.

A leader's decision-making style reflects the process the leader uses to generate and choose from a set of alternatives to solve a problem.

A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem. A. operational efficiency B. day-to-day behavior C. decision making style D. emergence style E. operational style

A leader's decision-making style reflects the process the leader uses to generate and choose from a set of alternatives to solve a problem.

Role Taking (phase)

A manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.

Q-level

A measurement that determines the optimum level of group size and interaction to achieve successful creative output

Behavior modification

A method of shaping actions by the use of positive reinforcement

Behavior modification

A method of shaping actions by use of positive reinforcement

Start-up company

A newly formed organization with limited or no operational history

angel investor

A person who provides an entrepreneur with funding and mentorship is considered a(n)

Self-efficacy

A person's belief about his or her ability to perform a behavior successfully

Linguistic Style

A person's characteristic way of speaking

Body language

A person's facial expression and body movements

Body (nonverbal) language

A person's facial expression and body movements that express communication and emotion without the use of words

Affiliation

A person's perceived connection to a group, based on purpose, demographics, function, and other intangible dimensions

Instrumentality

A person's perception about the extent to which performance at a certain level results in the attainment of outcomes

Which of the following culture types reduces treatment errors in medical settings? A. Creativity culture B. Service culture C. Safety culture D. Diversity culture E. Communal culture

A positive safety culture has been shown to reduce accidents and increase safety-based citizenship behaviors. A safety culture also reduces treatment errors in medical settings.

Role structure

A prescribed set of behavioral and performance expectations for a position or job

Organizational Design

A process involving decisions about 6 key elements 1) work specialization 2)Departmentalization 3)Chain of Commmand 4)Span of control 5)Centralization and decentralization 6) Formalization

Innovation

A process that results in a new market value through the creation of a product or service

Creativity

A process through which individuals and groups transform ideas into reality

Teaming

A process whereby an adaptive working group is formed to address unexpected environmental changes, challenges, and opportunitues

Business model

A proposed method for creating and sustaining market value

Maslow's Hierachy of needs

A psychological theory that suggests that people are motivated by a number of needs, which are displayed in order. They are physiological needs, safety needs, love / belongingness needs, esteem needs, and self-actualization needs

Maslow's hierarchy of needs

A psychological theory that suggests that people are motivated by a number of needs, which are displayed in order. They are physiological needs, safety needs, love/belongingness needs, esteem needs, and self-actualization needs.

Team

A purposeful group formed to accomplish a project, task, or goal is a:

Team

A purposeful group formed to accomplish a project, task, or goal.

Need

A requirement or necessity for survival and well-being

Positive reinforcement

A reward given to motivate a person or group which is usually stated verbally or with "pats on the back"

Positive reinforcement

A reward given to motivate a person or group which is usually stated verbally or with "pats on the back" and words of encouragement

Entrepreneurial ecosystem

A set of stakeholders that are necessary to support the innovation and creation of new market value

Two-factor theory of motivation

A theory based on job satisfaction and the extent to which attitudes influence outcomes

Expectancy Theory

A theory in which holds which individuals are more likely to be motivated and perform well if they expect to receive desired rewards

Equity Theory

A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs

Expectancy theory

A theory of motivation that suggests that individuals are more likely to be motivated and perform well if they expect to receive desired rewards

Goal-setting theory

A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects; must be specific and difficult

Reward system

A theory that provides prizes, incentives for tasks and jobs well done, and special recognition

Social Learning Theory

A theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior

Expectancy theory

A theory which holds which individuals are more likely to be motivated and perform well if they expect to receive desired rewards

Two-factor theory of motivation

A theory, also known as "motivation-hygiene theory" or "dual theory," which is based on job satisfaction and/or job dissatisfaction and the extent to which attitudes influence outcomes

Blog

A website on which an individual, group, or organization posts information, commentary, and opinions and to which readers can often respond with their own com- mentary and opinions.

Social Networking Site

A website that enables people to communicate with others with whom they have some common interest or connection

Quality circle

A working group comprised of management and staff with the purpose of minimizing performance errors and variance

Task-based team

A working group established to accomplish a specific objective, with a tightly defined time frame for completion

Formal team

A working group formed by an organization's management to achieve specific, agreed-upon strategies, plans, and outcomes

Problem-solving team

A working group formed to minimize the negative impacts of a specific organizational challenge

Virtual team

A working group that conducts the majority of its collaborations via electronic communications

Informal team

A working group, generally not intended to be permanent, formed by team members to accomplish self-defined tasks and objectives

aggregation

A(n) _____ venture is a business strategy defined by acquiring, merging, and coordinating existing market products, services, and companies

ASA in the "ASA framework," a process that can help keep culture of the organization strong, stands for: A. anticipation-socialization-articulation. B. attraction-selection-attrition. C. ask-substitute-attract. D. allocation-submission-anticipation. E. assertion-supplementation-apprehension.

ASA stands for Attraction-Selection-Attrition. The ASA framework holds that potential employees will be attracted to organizations whose cultures match their own personality, meaning that some potential job applicants will not apply due to a perceived lack of fit

Information power

Access to and control over important information

Which conflict resolution style is typically used by leaders when an issue is really not that important to them but is very important to the other party? A. Competing B. Accommodating C. Avoiding D. Collaboration E. Compromise

Accommodating

Low assertiveness and high cooperation represent which style of conflict resolution?

Accommodating (lose-win)

Low assertiveness and high cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Accommodating (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way.

Meredith and Sally had a major argument while designing the interiors of a restaurant. The conflict was finally settled when Meredith gave in completely to Sally in an unselfish manner. In this situation, Meredith used the _____ style of conflict resolution. A. accommodating B. compromise C. collaborating D. competing E. avoiding

Accommodating (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way.

Piece-rate incentives

Awards and prizes given at a specific rate as accomplishments occur rather than all at one time

An accommodating conflict resolution style should be used: A. when quick decisive action is vital. B. on important issues for which unpopular actions need implementation. C. on issues vital to company welfare when you know you are right. D. against people who take advantage of noncompetitive people. E. to build social credits for later issues.

Accommodating (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way. It should be used to build social credits for later issues. Refer To: Table 13-4

Scenario: City Place, Inc. Samuel, Linda, Shirley, and Matt are part of the project team at Ltronix International, a company producing home appliances. They had been assigned the task of selecting two out of five new products to be introduced in the next quarter. The team is at conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chooses to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments which were finally resolved when Linda gave in to Shirley's demands. Shirley who was the most experienced among the four continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choice of products in exchange for one of her choices. Linda used the _____ style to resolve the conflict between Shirley and her. A. competing B. compromising C. avoiding D. accommodating E. collaborating

Accommodating (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way. It's also an important strategy to think about when the leader has less power than the other party.

Which conflict resolution style is typically used by leaders when an issue is really not that important to them but is very important to the other party? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Accommodating (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way. Leaders will typically use an accommodating strategy when the issue is really not that important to them but is very important to the other party. It's also an important strategy to think about when the leader has less power than the other party.

Affiliation/belongingness needs

According to Maslow's Hierarchy, the desire to be accepted by others and to find our place within certain working groups reflects which of the following?

opportunity, capacity

According to The Eight Conditions for Flow in the Workplace, when employees are assigned challenging tasks that are achievable and within their capabilities, it is an example of a balance between _____ and

channel

According to the Shannon-Weaver Communications Model, the sender encodes a message through a communication _____ and then the receiver must decode the message that is being delivered.

In the time-driven model of leadership, which style is reserved for decisions that are insignificant or where employee commitment is unimportant or when the leader's expertise is high and the leader is trusted? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Supportive

According to the time-driven model of leadership, autocratic styles are reserved for decisions that are insignificant or for which employee commitment is unimportant. The only exception is when the leader's expertise is high and the leader is trusted. An autocratic style in these situations should result in an accurate decision that makes the most efficient use of employees' time.

In the time-driven model of leadership, which style is reserved for circumstances in which employees have strong teamwork skills and are not likely to just commit to whatever decision the leader makes?

According to the time-driven model of leadership, delegative styles should be reserved for circumstances in which employees have strong teamwork skills and are not likely to commit blindly to whatever decision the leader provides.

Motivators

Achievement; Recognition; Work itself; Responsibility; Advancement; Growth

Systems monitoring and helping behaviors are examples of :

Action processes

With ______, the leader arranges to monitor mistakes and errors dynamically and takes corrective action when required.

Active management-by-exception

Entrepreneurship

Activities associated with seeking opportunities that generate new value, with an array of unknown forces

Tasks for which the contributions resulting from the abilities of every member are considered in total to determine team performance are called _____.

Additive Task

In the ______ stage of group development, members experience anxiety and other emotions as they disengage and ultimately separate from the team.

Adjourning

Punishment

Administering an undesired or negative consequence to immediately stop a dysfunctional behavior

Esteem Needs

After they meet their social needs, people focus on such matters as self-respect, status, reputation, recognition, and self-confidence

When a fight broke out between two workers at Leo Motors, James the manager, decided to walk away and let the situation resolve on its own. In the context of the Big Five taxonomy, the personality dimension _____ best describes James

Aggreeableness

ch.9- Critical, selfish, and rude are opposite traits for which personality dimension of the Big Five?

Agreeableness

ch.9- Which of theses dimensions in the Big Five taxonomy is associated with the trait adjectives kind, cooperative, sympathetic, and warm?

Agreeableness

Gender and Leadership

Although there are relatively more women in management positions today than there were 10 years ago, there are still relatively few women in top management and, in some organizations, even in middle management. Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused. Research indicates that actually there is no gender-based difference in leadership effectiveness. Women are seen to be more participative than men because they adopt the participative approach to overcome subordinate resistance to them as managers and they have better interpersonal skills.

Which of the following activities are boundary-spanning activities?

Ambassador activities, task coordinator activities, and scout activities

Maslow's Hierarchy of Needs

An arrangement of five basic needs that motivate behavior Proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time

Maslow's hierarchy of needs

An arrangement of five basic needs that motivate behavior; proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time

Charismatic Leader

An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be

Gregory is a manager in an insurance company and heads a team of 30 agents. In order to meet the company's target, every agent needs to increase his or her target for the month by 15 percent. Gregory promises his agents a bonus if the company's target is met. Which influence tactic is Gregory using? A. Pressure B. Ingratiation C. Coalition D. Personal appeal E. Exchange

An exchange tactic is used when the requestor offers a reward or resource to the target in return for performing a request. This type of request requires that the requestor have something of value to offer.

Motivation

An incentive or drive to complete a task, a function, or an idea

Valence

An individual opinion of the value of outcomes

Generalization

An individual or group perspective that is formed through limited data or experiences

Leader

An individual who is able to exert influence over other people to help achieve group or organizational goals

Grapevine

An informal communication network along which unofficial information flows

Grapevine

An informal line of communication where information is passed from one person to another

stock

An initial public offering (IPO) is the first time a company sells its equity shares on the _____ market.

In your final semester, you are interviewing at Raintree, Inc. You have collected preliminary information from Raintree's Web site and other employees. You are getting additional information during the interview process from the managers. You can be described at which stage of the socialization process? A. Encounter B. Attrition C. Anticipatory D. Adaptation and understanding E. Selection

Anticipatory socialization begins as soon as a potential employee develops an image of what it must be like to work for a given company. The bulk of the information acquired during this stage occurs during the recruitment and selection processes that employees go through prior to joining an organization.

Laura, currently employed at Regent International, is looking for a new job. In the process of doing so, she comes across the Web site of Global Vision and finds that the values and culture of the company match with her own personal values. She also learns about the various activities that take place in Global Vision on a yearly basis and its various achievements. It is clear from this example that Laura is in the _____ stage of the socialization process. A. anticipatory B. encounter C. understanding D. adaptation E. attrition

Self-reinforcer

Any desired or attractive outcome or award that a person can give himself or herself for good performance

Input

Anything a person contributes to his or her job or organization: time effort, skills, knowledge, work behaviors

Outcome

Anything a person gets form a job or an organization: pay, job security, benefits, vacation time

Noise

Anything that hampers any stage of the communication process

Which of the following occurs when the requestor clearly explains why performing a request will benefit the target personally? A. Apprising B. Ingratiation C. Coalition D. Personal appeal E. Exchange

Apprising occurs when the requestor clearly explains why performing a request will benefit the target personally. It differs from rational persuasion in that it focuses solely on the benefit to the target as opposed to simple logic or benefits to the group or organization.

Organizing

Arranging and structuring work to accomplish an organizations goals.

According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure and low consideration. A. telling B. selling C. participating D. delegating E. performing

At R1 level of readiness, the optimal combination of leader behaviors is telling. Telling is characterized by high initiating structure and low consideration and the leader provides specific instructions and closely supervises performance.

The life cycle theory of leadership suggests that _____ leader behavior comprises high initiating structure and low consideration.

According to the life cycle theory of leadership, the optimal combination of leader behavior in the R3 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating

At the R3 stage of readiness, employees have learned to work together well, though they still need support and collaboration from the leader to help them adjust to their more self-managed state of affairs. Here participating becomes the optimal combination of leader behaviors.

According to the life cycle theory of leadership, participating leader behavior comprises _____ initiating structure and _____ consideration. A. moderate; low B. low; high C. low; low D. high; high E. moderate; moderate

At the R3 stage of readiness, participating behavior is appropriate. Participation is characterized by low initiating structure and high consideration.

Line of authority

Authority that entitles a manager to direct the work of an employee

Shirley, Linda, Samuel, and Matt are part of the project team at Ltronix International, a company producing home appliances. They were assigned the task of selecting two out of five new products to be introduced in the next quarter. The team was in conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chose to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments, which were finally resolved when Linda gave in to Shirley's demands. Shirley, who is the most experienced among the four, continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choices of products in exchange for his agreeing to one of her choices. Samuel, who chose to remain neutral, adopted which style of conflict resolution? A. Competing B. Compromising C. Collaborating D. Avoiding E. Accommodating

Avoiding

_____occurs when one party wants to remain neutral or stay away from conflict to let things cool down.

Avoiding

Low assertiveness and low cooperation represent which style of conflict resolution

Avoiding (lose-lose)

Low assertiveness and low cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Avoiding (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.

Scenario: City Place, Inc. Samuel, Linda, Shirley, and Matt are part of the project team at Ltronix International, a company producing home appliances. They had been assigned the task of selecting two out of five new products to be introduced in the next quarter. The team is at conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chooses to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments which were finally resolved when Linda gave in to Shirley's demands. Shirley who was the most experienced among the four continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choice of products in exchange for one of her choices. Samuel, who chose to remain neutral, adopted which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Avoiding (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.

_____ occurs when one party wants to remain neutral or stay away from conflict to let things cool down. A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Avoiding (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.

Which style of conflict resolution is considered a lose-lose approach? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Avoiding (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down. Avoiding usually results in an unfavorable result for everyone.

Which of the following can never really resolve a conflict? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Avoiding (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down. Most important, avoiding never really resolves the conflict.

_____ are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. A. Espoused values B. Stories C. Basic underlying assumptions D. Rituals E. Observable artifacts

_____ represent the deepest and least observable part of a culture. A. Espoused values B. Stories C. Basic underlying assumptions D. Rituals E. Observable artifacts

Basic underlying assumptions are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. These assumptions represent the deepest and least observable part of a culture and may not be consciously apparent, even to organizational veterans.

Transition Processes

Become important as soon as teams first begin their work. Transition Processes are teamwork activities that focus on preparation for future work Ex: Mission Analysis-involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work Strategy Formulation- the development of courses of action and contingency plans, then adapting those plans

Intellectual Stimulation

Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision

Consideration

Behavior indicating that a manager trusts, respects and cares about subordinates

Intrinsically Motivated

Behavior performed for its own sake The motivation that comes from actually performing the behavior The sense of accomplishment and achievement derived from doing the work itself

Extrinsically Motivated

Behavior performed to acquire material or social rewards or to avoid punishment The source of the motivation is the consequences of the behavior and not the behavior itself

Intrinsically Motivated Behavior

Behavior that is performed for its own sake

Extrinsically Motivated Behavior

Behavior that is performed to acquire material or social rewards or to avoid punishment

Initiating structure

Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptable, and the organization is efficient and effective

Edward Thorndike's Law of Effect

Behavior that results in a pleasant outcome is likely to be readapted and behavior that results in unpleasant outcomes is not likely to be repeated

Overload

Behavioral and system strains that occur when expectations for positions or working groups exceed their capacity to perform

Herzberg's Ideas

Believed there was something missing from Maslow's five needs Maslow's two lower needs (Physical & Safety) he called "Hygiene Needs" These "Hygiene Needs" do not motivate people, but they do play an important role in motivation. Their absence de-motivates people. Hygiene Needs are necessary but not sufficient for motivation

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Which of the following behaviors would be best suited to deal with Ben's readiness? A. Delegating B. Telling C. Selling D. Participating E. Negotiating

Ben is at the R3 stage of readiness. He has learned to work together well, though he still needs support and collaboration from John to adjust to a more self-managed state of affairs. Here participating becomes the optimal combination of leader behaviors.

Creative Behavior

Brainstorming- *best known activity that teams use to foster behavior*. brainstorming involves a face-to-face meeting of team members in which sessions center around the following rules 1. Express all ideas that come to mind 2. Go for quantity of ideas rather than quality 3. Don't criticize or evaluate the ideas of others 4. Build on the ideas of others

Characteristics of effective teams

Clear purpose Good communication Healthy conflict Effective decision making Accountability Strong relationships Commitment Shared Leadership

Techniques for recognizing excellence

Clearly stated purpose Program award levels Nomination Procedure Timing Award presentation

Norming

Close ties and consensus begin to develop between group members

E-leadership

Can involve one-to-one, one-to-many, within-group, between-group, and collective interactions via information technology

Entrepreneurial skills

Capacities, activities, and strengths that enable individuals to manage successfully in high-risk business environments

Entrepreneurial skills

Capacities, activities, and strengths that enable individuals to manage successfully in high-risk business environments are:

Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others. These leaders are exhibiting the contingency factor called _____. A. centrality B. discretion C. substitutability D. ingratiation E. visibility

Centrality represents how important a person's job is and how many people depend on that person to accomplish their tasks. Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others.

_____ represents how important a person's job is and how many people depend on that person to accomplish their tasks. A. Centrality B. Discretion C. Substitutability D. Ingratiation E. Visibility

Every year, 7 Days, a large retail chain, organizes a large annual function in which it gives an "Employee of the Year" award to a deserving employee, along with a $5,000 cash prize and an opportunity to launch the retail chain's new product. This is an example of which of the following components of organizational culture? A. Stories B. Symbols C. Espoused values D. Basic underlying assumptions E. Ceremonies

Ceremonies are formal events, generally performed in front of an audience of organizational members. Some types of ceremonies revolve around celebrations for meeting quality goals, reaching a certain level of profitability, or launching a new product.

Formal events that are generally performed in front of an audience of organizational members are known as: A. rituals. B. stories. C. ceremonies. D. language. E. symbols.

Michelangelo Story

Change its title to "Michelangelo Commits Heresy!" Specifically that he committed heresy to the conventional culture wisdom of today by being committed to tasks even when it wasn't his passion pages 16-18 "But[!] once Michelangelo accepted the assignment, he thoroughly committed himself to it." "The impact of Michelangelo's commitment was far-reaching." "Undoubtedly Michelangelo's talent created the potential for greatness, but without commitment, his influence would have been minimal."

Information Distortion

Changes in the meaning of a message as the message passes through a series of senders and receivers

Types of change, People

Changing attitudes, expectations, perceptions, and behaviors of the workforce; something that is not easy to do.

Leadership Substitute

Characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

Chapter 2

Charisma

Which two network structures fall between the extremes in terms of the level of centralization?

Circle and Y structures

In order to bring Steven, the marketing manager, on board with the idea of introducing a line of new products at Gold Coffee, Bree, the operations manager, enlisted the help of Natalie and Noah, the top two salespeople at the company. Bree is using which of the following influence tactics? A. Pressure B. Apprising C. Personal appeal D. Ingratiation E. Coalition

Coalition

In order to bring Steven, the marketing manager, on board with the idea of introducing a line of new products at Gold Coffee, Bree, the operations manager, enlisted the help of Natalie and Noah, the top two salespeople at the company. Bree is using which of the following influence tactics? A. Apprising B. Ingratiation C. Coalition D. Personal appeal E. Pressure

Coalitions occur when an influencer enlists other people to help influence the target. These people could be peers, subordinates, or one of the target's superiors. Coalitions are generally used in combination with one of the other tactics effort in accomplishing what they are asked to do.

Scenario: Palliative Care Home Andy, Ben, and Carl are employees at Palliative Care Home (PCH). They report to Lisa who is the department manager. Lisa has a tremendous amount of freedom to make decisions on how she manages her employees. She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award. In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH. He admires Carl and has learned several things about the job by just observing him. Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month's award. Ben is utilizing the _____ influence tactic on Lisa, to win the employee-of-the-month award for the following month. A. pressure B. ingratiation C. coalition D. personal appeal E. exchange

Coalitions occur when the influencer enlists other people to help influence the target. These people could be peers, subordinates, or one of the target's superiors. Ben has started to enlist other employees in the department to help influence Lisa for next month's award. This shows that Ben is utilizing coalition.

Which type of power exists when a person has control over punishments in an organization? A. Reward B. Legitimate C. Coercive D. Referent E. Expert

Coercive power exists when a person has control over punishments in an organization. Coercive power operates primarily on the principle of fear.

Which type of power operates primarily on the principle of fear? A. Legitimate B. Expert C. Reward D. Referent E. Coercive

Coercive power exists when a person has control over punishments in an organization. Coercive power operates primarily on the principle of fear.

_____ power is generally regarded as a poor form of power to use regularly, because it tends to result in negative feelings toward those that wield it. A. Referent B. Expert C. Reward D. Coercive E. Legitimate

Coercive power exists when a person has control over punishments in an organization. Coercive power operates primarily on the principle of fear. It is generally regarded as a poor form of power to use regularly, because it tends to result in negative feelings toward those that wield it.

High assertiveness and high cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Collaboration (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes.

Which style of conflict resolution is generally regarded as the most effective? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Collaboration (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. Collaboration is seen as a win-win form of conflict resolution. Collaboration is generally regarded as the most effective form of conflict resolution, especially in reference to task-oriented rather than personal conflicts.

Which form of conflict resolution requires the complete sharing of information by both parties, a full discussion of concerns, relatively equal power between parties, and a lot of time investment to arrive at a resolution? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Collaboration (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. Collaboration is seen as a win-win form of conflict resolution. However, it's also the most difficult to come by because it requires full sharing of information by both parties, a full discussion of concerns, relatively equal power between parties, and a lot of time investment to arrive at a resolution.

Which style of conflict resolution is considered a win-win approach? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Collaboration (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. Collaboration is seen as a win-win form of conflict.

Which style of conflict resolution occurs when both parties work together to maximize outcomes? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Collaboration (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. Collaboration is seen as a win-win form of conflict.

Chapter 3

Commitment

Chapter 4

Commmunication

Communicator Issues

Communication Competence- the skills involved in encoding, transmitting, and receiving messages

Oral communication

Communication used to provide verbal discussions

Oral communication

Communication used to provide verbal discussions, ideas, and processes, either one on one or as a group ( face-to-face)

Oral communication

Communication used to provide verbal discussions, ideas, and processes, either one on one or as a group (face-to-face)

demotivating

Delayed or limited feedback can be _____ for employees as they will experience uncertainty about their own performance if they have no way of knowing the extent of their progress.

Stock Options

Company stocks given to employees as additional compensation or incentives, usually at a discounted price for a limited time

Stock options

Company stocks given to employees as additional compensation or incentives, usually at a discounted price for a limited time

A competing style of conflict resolution should be used: A. when an issue is trivial. B. when potential disruption outweighs the benefits of resolution. C. for issues vital to company welfare when you know you are right. D. to let people cool down and regain perspective. E. when others can resolve the conflict more effectively.

Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. A competing style of conflict resolution should be used for issues vital to company welfare when you know you are right. Refer To: Table 13-4

High assertiveness and low cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

In a conflict situation, when John attempts to get his own goals met without concern for the other party, he is utilizing which of the following conflict resolution styles? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Which style of conflict resolution is considered as a win-lose approach? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Which conflict resolution style occurs most often when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management. Competing occurs most often when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict.

Which conflict resolution style is best used in situations in which the leader knows he or she is right and a quick decision needs to be made? A. Avoiding B. Compromise C. Collaboration D. Competing E. Accommodating

Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management. It's best used in situations in which the leader knows he or she is right and a quick decision needs to be made.

_____ reflects a shift in the behaviors of employees but not their attitudes

Compliance

_____ occurs when the targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence. A. Resistance B. Ingratiation C. Compliance D. Internalization E. Engagement

Compliance occurs when targets of influence are willing to do to what the leader asks, but they do it with a degree of ambivalence. Compliance reflects a shift in the behaviors of employees but not their attitudes.

_____ reflects a shift in the behaviors of employees but not their attitudes. A. Resistance B. Ingratiation C. Compliance D. Internalization E. Engagement

The highest level of interaction and coordination among members is required in ________ interdependence

Comprehensive

Moderate assertiveness and moderate cooperation represent which style of conflict resolution? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Compromise (moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions.

Scenario: City Place, Inc. Samuel, Linda, Shirley, and Matt are part of the project team at Ltronix International, a company producing home appliances. They had been assigned the task of selecting two out of five new products to be introduced in the next quarter. The team is at conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chooses to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments which were finally resolved when Linda gave in to Shirley's demands. Shirley who was the most experienced among the four continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choice of products in exchange for one of her choices. Which style did Shirley use to resolve her conflict with Matt? A. Competing B. Avoiding C. Collaboration D. Compromise E. Accommodating

Compromise (moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions. Compromise is perhaps the most common form of conflict resolution, whereby each party's losses are offset by gains and vice versa. It is seen as an easy form of resolution, maintains relations between parties, and generally results in favorable evaluations for the leader.

Referent power

Derived from personal attraction

Leader-Member Exchange Theory

Describes how leader-member relationships develop over time and dyadic basis, can explain why those differences exist.

Which form of conflict resolution is the most common? A. Accommodating B. Compromise C. Collaboration D. Competing E. Avoiding

Shirley, Samuel, Linda, and Matt are part of the project team at Ltronix International, a company producing home appliances. They were assigned the task of selecting two out of five new products to be introduced in the next quarter. The team was at conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chose to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments, which were finally resolved when Linda gave in to Shirley's demands. Shirley who is the most experienced among the four continued, to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choices of products in exchange for his agreeing to one of her choices. Which style did Shirley use to resolve her conflict with Matt? A. Compromising B. Accommodating C. Collaborating D. Competing E. Avoiding

Compromising

Groupware

Computer software that enables members of groups and teams to share information with one another

Meta-ideas

Concepts that create, nurture, and support other concepts

McClelland's Need of Affiliation

Concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other

Role ambiguity

Confusion that aries from an employee not understanding the expectations, intentions, or purpose of his or her position

Tasks for which the team's performance depends on the abilities of the "weakest link" are called _____.

Conjunctive Task

ch.9 - Melissa was reading her slam book from junior high, in which most of her friends described her as a dependable and realiable individual. In the context of the Big Five taxonomy, the personality dimension________ best describes Melissa.

Conscientiousness

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

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

_____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness of employee feelings. A. Transformation B. Delegating C. Consideration D. Participation E. Initiating structure

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

Joey, the manager of Tarts Inc., has always been supportive toward the employees and used to understand their feelings. In most occasions, he overlooked their mistakes and gave them opportunities to develop a friendly atmosphere in office. He often took their work in order to reduce their burden. Joey would score high on:

Consideration reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings. Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. They might do personal favors for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as equals.

Strategic Human Resource Planning

Consists of developing a systematic comprehensive strategy for understanding current employee needs and predicting future employee needs, derived from goals and needs articulated in strategic plan

Human Resource Management

Consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce

Which of the following is a tactic designed to discourage adaptation to the organization's culture? A. Orient new employees along with a group of other new employees. B. Provide hurdles that are required to be met prior to organizational membership. C. Provide role models for newcomers. D. Put newcomers through orientation apart from current organizational members. E. Constantly affirm to newcomers that they are to be themselves and that they were chosen for the organization based on who they are.

Constantly affirming to newcomers that they are to be themselves and that they were chosen for the organization based on who they are discourages adaptation to the organization's culture. Refer: Table 16-4

Which of the following tactics is designed to encourage adaptation to the organization's culture? A. Use no examples of what an employee is supposed to be like. B. Constantly remind newcomers that they are now part of a group and that this new group helps define who they are. C. Allow newcomers to interact with current employees while they are being oriented. D. Allow organizational membership regardless of whether or not any specific requirements have been met. E. Orient new employees by themselves.

Constantly reminding newcomers that they are now part of a group and that this new group helps define who they are helps in encouraging adaptation to the organization's culture. Refer: Table 16-4

The dean of a highly reputed business school has decided to pursue a coveted accreditation for the college. To get the faculty's buy-in and support, she created a faculty-driven process whereby members of the faculty participate and carry out the accreditation process under her guidance. This approach has increased the commitment of the faculty, who now have a stake in seeing the process succeed and the goal of accreditation accomplished. What influence tactic did the dean use? A. Rational persuasion B. Exchange C. Personal appeals D. Ingratiation E. Consultation

Consultation

The dean of a reputed B-school has decided to pursue a coveted accreditation for the college. To get the faculty's buy-in and support, he has created a faculty-driven process whereby members of the faculty participate and carry out the accreditation process under his guidance. This approach has increased the commitment of the faculty, who now have a stake in seeing the process succeed and the goal of accreditation accomplished. Identify the influence tactic used by the dean. A. Rational persuasion B. Personal appeals C. Consultation D. Ingratiation E. Exchange

Consultation occurs when the target is allowed to participate in deciding how to carry out or implement a request. This tactic increases commitment from the target, who now has a stake in seeing that his or her opinions were right.

Which of the following influence tactics increases commitment from the target who has a stake in seeing that his or her opinions were right? A. Rational persuasion B. Personal appeals C. Consultation D. Ingratiation E. Exchange

Ben just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation. Which of the following styles of leadership is being used by Ben in this case? A. Laissez-faire B. Contingent reward C. Passive management-by-exception D. Active management-by-exception E. Transformational

Contingent reward represents a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

E.I.V.

Create in the minds of your employees three ideas... 1. Expectation: hard work produces good results 2. Instrumentality: good results will be rewarded 3. Value: they will like the reward

horizontal

Cross-functional teams are known as _________________ teams

In organizations with networked cultures, we tend to find _____ sociability and _____ solidarity. A. low; low B. low; moderate C. high; low D. moderate; high E. moderate; low

Cultures in which all employees are friendly to one another, but everyone thinks differently and does his/her own thing, are networked cultures. Refer: Figure 16-2

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Cathy's firm can be described as having which culture type? A. Communal B. Mercenary C. Networked D. Fragmented E. Complex

Cultures in which all employees are friendly to one another, but everyone thinks differently and does his/her own thing, are networked cultures. Refer: Figure 16-2

_____ cultures are those where all employees are friendly to one another, but everyone thinks differently and does his/her own thing. A. Communal B. Mercenary C. Networked D. Fragmented E. Complex

Cultures in which all employees are friendly to one another, but everyone thinks differently and does his/her own thing, are networked cultures. Many highly creative organizations have a networked culture.

Extinction

Curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing it

Victor Frankl

Death camp survivor "The last of our human freedoms is to choose our attitude in any given circumstances."

Decision Making

Decision Informity- reflects whether members possess adequate information about their own task responsibilities Staff Validity- refers to the degree to which members make good recommendations to the leader

_______ reflects whether members possess adequate information about their own task responsibilities.

Decision informity

Need for affiliation

Desire for friendly and warm relations with other people

Discretion is defined as: A. the degree to which people have alternatives in accessing resources. B. the degree to which managers have the right to make decisions on their own. C. the use of favors, compliments, or friendly behavior to make the target feel better about the influencer. D. the degree of importance of a person's job and how many people depend on that person to accomplish their tasks. E. the level of awareness others have of a leader's power and position.

Nathan is the administrative manager at Woodlands, Inc. The organizational procedures and policies of the company prevent Nathan from implementing many of his ideas to increase efficiency. This indicates a low degree of _____, which reduces Nathan's ability to influence others. A. centrality B. discretion C. substitutability D. ingratiation E. visibility

Rebecca is the head of the primary department at La Perouse High School. She believes that children will absorb and retain more information if they are taken on educational tours and field trips. But the school's rules and policies do not encourage such activities and Rebecca feels her endeavor to improve the children's education is being stifled. This low degree of _____ is reducing Rebecca's ability to influence others. A. centrality B. discretion C. substitutability D. ingratiation E. visibility

Scenario: Palliative Care Home Andy, Ben, and Carl are employees at Palliative Care Home (PCH). They report to Lisa who is the department manager. Lisa has a tremendous amount of freedom to make decisions on how she manages her employees. She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award. In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH. He admires Carl and has learned several things about the job by just observing him. Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month's award. Lisa's freedom to make her own decisions is indicative of the _____ contingency factor of power. A. centrality B. discretion C. substitutability D. ingratiation E. visibility

Discretion is the degree to which managers have the right to make decisions on their own. If managers are forced to follow organizational policies and rules, their ability to influence others is reduced. Lisa is given absolute freedom in running her department. This shows that Lisa has a high degree of discretion.

James participated in a problem-solving quiz competition with his friends. As Mark was the most familiar with the types of problems on the quiz, the team's performance depended entirely on Mark's performance. This type of task is called a(n):

Disjunctive Task

In tasks with an objectively verifiable best solution, the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team. These types of tasks are called ______.

Disjunctive tasks

which of the following involves a win-lose negotiation over a "fixed-pie" of resources?

Distributive Bargaining

In distributive bargaining, when one person gains, the other person loses. This is also known as a: A. total-sum condition. B. partial-sum condition. C. positive-sum condition. D. zero-sum condition. E. negative-sum condition.

Distributive bargaining involves win-lose negotiating over a "fixed-pie" of resources. That is, when one person gains, the other person loses (also known as a "zero-sum" condition).

Which of the following involves a win-lose negotiation over a "fixed-pie" of resources? A. Substitutability B. Ingratiation C. Distributive bargaining D. Coalition building E. Integrative bargaining

Distributive bargaining involves win-lose negotiating over a "fixed-pie" of resources. That is, when one person gains, the other person loses (also known as a "zero-sum" condition).

Distributive bargaining is similar in nature to which of the following approaches to conflict resolution? A. Avoiding B. Compromise C. Competing D. Collaboration E. Accommodating

Distributive bargaining involves win-lose negotiating over a "fixed-pie" of resources. That is, when one person gains, the other person loses (also known as a "zero-sum" condition). Distributive bargaining is similar in nature to a competing approach to conflict resolution.

Shared Objectives

Do employees share and support the same objectives, or do they have an agenda of their own?

Employee Expertise

Do the employees have significant knowledge or expertise regarding the problem?

Teamwork Skills

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?

Leader Expertise

Does the leader have significant knowledge or expertise regarding the problem?

Having recently started his job at 7 Days Supermarket, Peter was heard making a comment that "Working at 7 Days Supermarket was not nearly what I expected it to be." This is an example of _____ that occurs in the _____ stage of the socialization process. A. counterculture; encounter B. reverse adaptation; attrition C. culture shock; anticipatory D. reality shock; encounter E. reverse adaptation; understanding

During the encounter stage, new employees compare the information they acquired as outsiders during the anticipatory stage with what the organization is really like now that they are insiders. To the degree that the information in the two stages is similar, employees will have a smoother time adjusting to the organization. Problems occur when the two sets of information do not quite match. This mismatch of information is called reality shock.

During the _____ phase of the leader-member exchange theory, the employees' own expectations for the dyad get mixed in with those of the leader. A. role taking B. role selling C. participating D. role making E. role allocating

During the role making phase of the leader-member exchange theory, the employees' own expectations for the dyad get mixed in with those of the leader.

Alderfer's ERG theory, Three kinds of needs

ERG theory, Existence needs, Relatedness needs, Growth needs, Regression hypothesis. Different individuals place different levels of importance on each of these needs

Fiedler's Contingency Model

Effective leadership is contingent on both the characteristics of the leader and of the situation Leader style is a manager's characteristic approach to leadership If it doesn't work, need a backup

Fiedler's Model

Effective leadership is contingent on both the characteristics of the leader and of the situation; leader style is a manager's characteristic approach to leadership

Negative Reinforcement

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors

Leader-membership Exchange (LMX)

Emphasizes that leaders have different sorts of relationships with different subordinates

increase, decrease

Equity theory would suggest that relative to employees reassigned to equal status positions, employees reassigned to higher status offices _____ their performance, while employees reassigned to lower-status offices _____ their performance.

Which of the following are the beliefs, philosophies, and norms that a company explicitly states? A. Rituals B. Stories C. Ceremonies D. Espoused values E. Observable artifacts

Espoused values are the beliefs, philosophies, and norms that a company explicitly states.

Quest, Inc., has a sign hanging in every employee's cubicle that reads: "Together we are greater than any one of us." This is an example of a(n): A. ritual. B. espoused value. C. enacted value. D. basic underlying assumption. E. physical structure.

Espoused values are the beliefs, philosophies, and norms that a company explicitly states. Espoused values can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.

The published mission statement at Dunlop, Inc., is an example of: A. espoused values. B. stories. C. basic underlying assumptions. D. rituals. E. observable artifacts.

Walker International has recently published its vision statement. This is an example of: A. observable artifacts. B. stories. C. basic underlying assumptions. D. rituals. E. espoused values.

The Work Place Safety Act

Established the Occupational Safety & Health Administration (OSHA) to mandate procedures for safe working conditions

Leadership Across Cultures

European managers tend to be more people-oriented than American or Japanese managers; Japanese managers are group-oriented, U.S. managers focuses more on profitability

Alderfer's ERG Theory

Existence needs Relatedness needs Growth needs

Pay as a Motivator

Expectancy: Instrumentality, the association between performance and outcomes, must be high for motivation to be high.

Norms

Expectations implicitly or explicitly defined by a group that result in a consistent set of behavior or beliefs

Norms

Expectations implicitly or explicitly defined by a group that result in a consistent set of behaviors or beliefs

Norms

Expectations implicitly or explicitly defined by a group that results in a consistent set of behaviors or beliefs

Jake is well-known for his excellent diagnoses of skin-related problems. The other dermatologists in the hospital where he works often consult him when dealing with difficult cases. This gives Jake _____ power in the hospital. A. coercive B. structural C. reward D. referent E. expert

Expert power derives from a person's expertise, skill, or knowledge on which others depend. When people have a track record of high performance, the ability to solve problems, or specific knowledge that is necessary to accomplish tasks, they are more likely to be able to influence other people who need that expertise.

Which type of power is derived from a person's skill or knowledge on which others depend? A. Referent B. Expert C. Reward D. Coercive E. Legitimate

Leader-member relations

Extent to which followers like, trust, and are loyal to their leader

Herzberg's Motivation-Hygiene Theory

Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction; unsatisfied hygiene needs create dissatisfaction; satisfaction of hygiene needs does not lead to motivation or job satisfaction

Servant Leaders

Focuses on providing increased service to others- meeting the goals of both the followers and the organization, rather than the goals of one's self.

Stages of group development

Forming Storming Norming Performing

Which of the following represents the predictable sequence of stages in team development?

Forming, storming, norming, performing, adjourning (FSNPA) -* Florida State's Nursing Program is Awesome

Venture capital

Funding that supports the starting and growing of high-risk business ventures

value capital

Funding that supports the starting and growing of high-risk business ventures

National Labor Relations Act

Gave unions power to represent individuals to management.. This is called "collective bargaining;" it gives employees far more power in dealing with management than trying to bargain individually

MicroTrac allows its engineers to spend 20 percent of their working time pursuing projects that they are passionate about to encourage innovation at the organization. This describes which of the following specific cultures? A. Creativity culture B. Service culture C. Safety culture D. Diversity culture E. Communal culture

Given the importance of new ideas and innovation in many industries, it is understandable that some organizations focus on fostering a creativity culture. Creativity cultures affect both the quantity and quality of creative ideas within an organization.

Positive Reinforcement

Gives people outcomes they desire when they perform organizationally functionally behaviors

Bridges; Managing transitions (NEUTRAL ZONE)

Going through an in-between time when the old is gone but the new isn't fully operational.

Storming

Group members experience conflict because some members do not wish to submit to demands of other group members

Forming

Group members get to know each other and reach common understanding

The Moods of Leaders

Groups whose leaders experienced positive moods had better coordination; Groups whose leaders experienced negative moods exerted more effort

Cohesion (continued)

Groupthink- drive toward conformity at the expense of other team priorities

Collaboration Software

Groupware that promotes and facilitates collaborative, highly interdependent interactions and provides an electronic meeting site for communication among team members

Management

Guiding employees to complete their various roles and tasks, providing rewards and punishments contingent on performance, best in stable situations

Toys 'R' Us Founder Charles Lazarus Has Died at 94

Had a simple and powerful idea: build a supermarket for toys [a CONCENTRATION/FOCUS STRATEGY, just like McDonald's, Walmart, and Coca-Cola ] At the time of his passing, a company representative said, "He visited us in New Jersey just last year and we will forever be grateful for his positive energy, passion for the customer, and love for children everywhere."

Contingent Reward

Happens when the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Which of the following leadership behaviors' should John adopt to deal with Harry's readiness? A. Delegating B. Telling C. Selling D. Participating E. Negotiating

Harry is at the R1 readiness level. Here the optimal combination of leader-behaviors is telling in which case the leader provides specific instructions and closely supervises performance.

Maslow's Hierarchy of Needs

Help Satisfy Employees' Five Basic Needs 1. Physical Needs 2. Safety Needs 3. Social Needs 4. Esteem 5. Self-Actualization The point for managers is NOT whether the needs only move in one direction as Maslow once taught. The main lesson from Maslow is to know each employee's individual, personal needs by getting in touch with him or her.

Emotional Intelligence

Helps leaders develop a vision for their firm; motivate subordinates to commit to the vision; energizes subordinates to work to achieve the vision

Decision Making (Continued)

Hierarchical Sensitivity- reflects the degree to which the leader effectively weighs the recommendations of the members

Which of the following characteristics is most closely related to leader effectiveness? A. Low agreeableness B. High conscientiousness C. High introversion D. Low neuroticism E. High openness to experience

High openness to experience, high extraversion, high cognitive ability, high energy level, high stress tolerance, and high self-confidence are related to leader effectiveness. Refer: Table 14-2

Likelihood of Commitment

How likely is it that employees will trust the leader's decision and commit to it?

Behavioral Model

Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates; consideration, initiating structure

In practice, there are two common ways to change a culture. They are: A. ASA framework and socialization. B. changes in leadership and mergers or acquisitions. C. ASA framework and changes in leadership. D. socialization and mergers or acquisitions. E. mergers and ASA framework.

In practice, two ways are common methods to change a culture: changes in leadership and mergers or acquisitions.

According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure and high consideration. A. telling B. selling C. participating D. delegating E. performing

In the R2 level of readiness, the optimal combination of leader behaviors is selling. Selling involves high initiating structure and high consideration and the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

Which leader behavior, according to the life cycle theory of leadership, comprises high initiating structure and high consideration?

According to the life cycle theory of leadership, the optimal combination of leader behavior in the R2 stage is _____. A. delegating B. telling C. selling D. participating E. negotiating

In the R2 stage of readiness, the members have begun working together and, as typically happens, are finding that their work is more difficult than they had anticipated. As eagerness turns to dissatisfaction, the optimal combination of leader behaviors is selling where the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

Merit-based rewards

In the area of education, teachers might be awarded a bonus if their students perform well in their classes or on exams. This is an example of which of the following?

In case of _____, the leader avoids getting involved when important issues arise and leader's power goes unutilized.

In the laissez-faire leadership style, the leader avoids getting involved when important issues arise. Important actions are delayed, responsibility is ignored, and power and influence go unutilized.

In case of _____, the leader avoids getting involved when important issues arise and leader's power goes unutilized. A. passive management-by-exception B. transactional leadership C. laissez-faire leadership D. active management-by-exception E. transformational leadership

In the laissez-faire leadership style, the leader avoids getting involved when important issues arise. Important actions are delayed, responsibility is ignored, and power and influence go unutilized.

In the _____ leader behavior the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

In the selling leader behavior leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

Developmental Consideration

Manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job

In the _____ leader behavior the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees. A. delegating B. telling C. selling D. participating E. negotiating

In the selling leader behavior leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees.

As the level of task interdependence ______, members must spend ______ amounts of time communicating and coordinating with other members to complete tasks.

Increases & increasing

Locus on control

Indicates how much people believe they control their fate through their own efforts, internals need less supervision while externals crave structured jobs

Angel Investor

Individual who provide entrepreneurs with funding and mentorship.

_____ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

Individualized consideration involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

_____ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring. A. Laissez-faire leadership B. Inspirational motivation C. Transactional leadership D. Intellectual stimulation E. Individualized consideration

Individualized consideration involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

Entrepreneurs

Individuals who plan, organize, and lead high-risk business opportunities

Angel investor

Individuals who provide entrepreneurs with funding and mentorship

_____ is the use of an actual behavior that causes behavioral or attitudinal changes in others. A. Influence B. Discretion C. Power D. Internalization E. Visibility

Influence is the use of an actual behavior that causes behavioral or attitudinal changes in others. Influence can be seen as directional. It most frequently occurs downward. Influence is all relative. The absolute power of the "influencer" and "influencee" isn't as important as the disparity between them.

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

Ingratiation

_____ is the use of favors, compliments, or friendly behavior to make the target feel better about the influencer. A. Centrality B. Personal appeal C. Consultation D. Ingratiation E. Internalization

Ingratiation is the use of favors, compliments, or friendly behavior to make the target feel better about the influencer. Ingratiation has been shown to be more effective when used as a long-term strategy and not nearly as effective when used immediately prior to making an influence attempt.

"Sucking up" refers to which of the following influence tactics? A. Apprising B. Ingratiation C. Coalition D. Personal appeals E. Exchange

Ingratiation is the use of favors, compliments, or friendly behavior to make the target feel better about the influencer. You might more commonly hear this referred to as "sucking up," especially when used in an upward influence sense.

Initiating structure

Initiating Structure-Focuses on getting things done and performing behavior that organizes and defines what group members should be doing Consideration- Focuses on building trust, supporting feelings, and establishing a warm and supportive climate

Which of the following behaviors, according to the studies at Ohio State, is an initiating structure behavior? A. Representation B. Integration C. Recognition D. Organization E. Membership

Initiating structure behaviors include initiation, organization and production. Refer To: Table 14-3

Which of the following reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment? A. Initiating structure B. Delegative structure C. Consideration structure D. Participative structure E. Transformational structure

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

Which of the following behaviors, according to the studies at Ohio State, is an initiating structure behavior?

Initiation, Organization, and Production

Chapter 10

Initiative

Which of the following is a team task role?

Initiator- Contributer, coordinator, orienter, Devil's Advocate, Energizer, Procedural-Technician.

Which of the following is an example of a team task role rather than an individualistic role?

Initiator- Contributer, coordinator, orienter, Devil's Advocate, Energizer, Procedural-Technician.

Just before the final football game of the season, the captain of the team made an emotional appeal to all his teammates to win the last game for their coach, who passed away recently. Which of the following influence tactics did the captain use? A. Rational appeal B. Inspirational appeal C. Consultation D. Collaboration E. Coalition

Inspirational appeal is a tactic designed to appeal to a target's values and ideals, thereby creating an emotional or attitudinal reaction. To use this tactic effectively, leaders must have insight into what kinds of things are important to the target.

To influence others using _____, leaders must have insight into the kinds of things are important to the target. A. rational persuasion B. inspirational appeals C. consultation D. internalization E. pressure tactics

Inspirational appeal is a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction. To use this tactic effectively, leaders must have insight into what kinds of things are important to the target.

4 Key behaviors of transformational leaders

Inspirational motivation, Idealize influence, Individualize consideration, Provide intellectual stimulation

_____ is aimed at accomplishing a win-win scenario by using problem solving and mutual respect to achieve an outcome that is satisfying to both parties. A. Substitutability B. Ingratiation C. Distributive bargaining D. Coalition building E. Integrative bargaining

Integrative bargaining is aimed at accomplishing a win-win scenario. It involves the use of problem solving and mutual respect to achieve an outcome that is satisfying for both parties.

_____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Intellectual stimulation involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

_____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. A. Laissez-faire leadership B. Inspirational motivation C. Transactional leadership D. Intellectual stimulation E. Individualized consideration

Intellectual stimulation involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

______ are expressions of personality that influence behavior through preferences for certain environments and activities.

Interest

Which of the following occurs when the target of influence agrees with and becomes committed to the influence request? A. Resistance B. Ingratiation C. Compliance D. Collaboration E. Internalization

Internalization occurs when the target of influence agrees with and becomes committed to the influence request. For a leader, this is the best outcome, because it results in employees putting forth the greatest level of effort in accomplishing what they are asked to do. Internalization reflects a shift in both the behaviors and the attitudes of employees.

_____ reflects a shift in both the behaviors and the attitudes of employees. For a leader, this is the best outcome, because it results in employees putting forth the greatest level of effort in accomplishing what they are asked to do. A. Resistance B. Ingratiation C. Compliance D. Collaboration E. Internalization

Decoding

Interpreting and trying to make sense of a message

According to the RIASEC model, a(n) _______ person enjoys abstract, analytical, and theory-oriented tasks.

Investigative

Intellectual Stimulation

Involves behaving in ways that challenge followers to be innovative and creative by questing assumptions and re-framing old situations in new ways. -"The leader gets other to look at the problems from many different angles."

Idealized Influence

Involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader. - "The leader instills pride in me for being associated with him/her."

Inspirational Motivation

Involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future. -"The leader articulates a compelling vision of the future."

Individualized Consideration

Involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring. -"The leader spends time teaching and coaching."

Transformation Leadership

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 new perspectives.

Cross-Training

Involves training members in the duties and responsibilities of their teammates. The idea of cross-training is that team members can develop shared mental models of what's involved in each of the roles in the team and how the roles fit together to form a system

Readiness

Is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks. -Readiness varies from R1 (unable and unwilling) > R2 (unable but willing) > R3 (able but unwilling) > R4 (able and willing)

Importance of Commitment

Is it important that employees "buy in" to the decision?

Decision Significance

Is the decision significant to the success of the project or the organization?

Leader Effectiveness

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

Leadership

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

Valence

It is an individual opinion of the value of outcomes.

Manufacturing and medical companies have a tendency to create which of the following specific culture types? A. Creativity culture B. Networked culture C. Safety culture D. Diversity culture E. Communal culture

It is not uncommon for manufacturing or medical companies to go through a string of accidents or injuries that potentially harm their employees. For these organizations, creating a safety culture is of paramount importance.

University of Michigan Leadership Model

Job-centered behavior- close attention to job and work procedures with the principal concerns being achieving production efficiency, keeping costs down, and meeting schedules. Employee-centered behavior- Managers pay more attention to employee satisfaction and making work groups cohesive

Social loafing

John, a member of a class project team, contributes less effort than other members of the team. He arrives late or misses group meetings and does not complete his assigned work on time or with acceptable quality. John is an example of

quality circle

Jose meets in the workplace with a team of his fellow employees once per month. Their purpose is to minimize performance errors and variance in the workplace. This type of team is often known as a

"Approaching tasks by planning and setting goals" describes the _______ type of Myers-Briggs indicator.

Judging

Spotify CEO Danial Ek: Once the Music Industry's Slayer, Now Its Savior

Just like Margaret Thatcher (in Maxwell 17) went from being the most unpopular woman in all of Britain, to a highly popular and successful Prime Minister, Daniel Ek, CEO of Spotify, has moved from the disruptor of the music industry to the savior of it. Thanks in part to Ek and Spotify, the music industry's overall revenue declined 40% between 1999 and 2014, BUT it has rebounded since then. Is steadfast in his beliefs. Like Margaret Thatcher, and all secure leaders (Maxwell 17), he knows what he stands for and why

Which of the following styles represents avoidance of leadership altogether?

Laissez-faire (i.e., hands-off) leadership is the avoidance of leadership altogether.

Which of the following styles represents avoidance of leadership altogether? A. Passive management-by-exception B. Contingent reward transactional C. Laissez-faire D. Active management-by-exception E. Transformational

Laissez-faire (i.e., hands-off) leadership is the avoidance of leadership altogether.

_____ reflect(s) the jargon, slang, and slogans used within the walls of an organization. A. Rituals B. Beliefs C. Values D. Language E. Symbols

Language reflects the jargon, slang, and slogans used within the walls of an organization.

The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads refers to: A. out-group readiness. B. leader effectiveness. C. leader emergence. D. leader focus. E. individualized consideration.

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

Which of the following refers to how well people actually do in a leadership role?

Leader emergence refers to who becomes a leader in the first place whereas leader effectiveness refers to how well people actually do in a leadership role.

Which of the following refers to how well people actually do in a leadership role? A. Leader personality B. Leader effectiveness C. Leader emergence D. Leader perception E. Leader characteristic

Leader emergence refers to who becomes a leader in the first place whereas leader effectiveness refers to how well people actually do in a leadership role.

Shared leadership

Leaders and followers need each other, and the quality of the relationship determines how they behave.

Relationship-Oriented Style

Leaders concerned with developing good relations with their subordinates and to be liked by them

Relationship-oriented style

Leaders concerned with developing good relations with their subordinates and to be liked by them

Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions with them. Alice can be described as a manager who scores high on: A. initiating structure. B. autocratic leadership. C. consideration. D. managerial control. E. discipline.

Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. They might do personal favors for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as equals.

Task-oriented style

Leaders whose primary concern is t ensure that subordinates perform at a high level so the job gets done

Task-Oriented Style

Leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done

Full-Range Leadership

Leadership behaviors vary along a full range of leadership styles

Which of the following refers to the use of power and influence to direct the activities of followers toward goal achievement? A. Pressure B. Administration C. Ingratiation D. Leadership E. Sustainability

Leadership can be defined as the use of power and influence to direct the activities of followers toward goal achievement. That direction can affect followers' interpretation of events, the organization of their work activities, their commitment to key goals, their relationships with other followers, and their access to cooperation and support from other work units.

Transactional Leaders

Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance

Transactional Leadership

Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance

Transformational Leadership

Leadership that: 1. Makes subordinates aware of how important their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals 2. Makes subordinates aware of their own needs for personal growth, development, and accomplishment 3. Motivates workers to work for the good of the organization, not just for their own personal gain or benefit

Extrinsic Motivation

Leads to behavior that is performed to acquire something, or to avoid something. The source of extrinsic motivation is the consequences of the behavior.

Intrinsic Motivation

Leads to behaviors that are performed for their own sake. The source of intrinsic motivation is actually engaging in that behavior. Intrinsic motivation gives a sense of accomplishment derived from doing the task well.

Scenario: Palliative Care Home Andy, Ben, and Carl are employees at Palliative Care Home (PCH). They report to Lisa who is the department manager. Lisa has a tremendous amount of freedom to make decisions on how she manages her employees. She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award. In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH. He admires Carl and has learned several things about the job by just observing him. Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month's award. Given her position as the department manager, Lisa has _____ power. A. personal B. legitimate C. coercive D. referent E. expert

Legitimate power derives from a position of authority inside the organization and is sometimes referred to as "formal authority." People with legitimate power have some title. Lisa is the department manager and this shows that she possess legitimate powers.

Joanne is the store manager at Glitter, a jewelry store. New merchandise has arrived which needs to be priced and displayed soon, before the festive season. She asks all the sales staff to stay back after work hours to get this task done. Joanne is exercising her _____ power that she gets from her position of authority. A. reward B. legitimate C. coercive D. referent E. expert

Legitimate power derives from a position of authority inside the organization and is sometimes referred to as "formal authority." People with legitimate power have some title—some term on an organizational chart or on their door.

Martin George is the vice president (Finance) of Rutherford Inc. His position and title in the company gives him _____ power. A. collaborative B. diplomatic C. substitutable D. referent E. legitimate

Which type of power is sometimes referred to as "formal authority?" A. Structural B. Personal C. Legitimate D. Referent E. Expert

_____ power is derived from a position of authority inside the organization. A. Legitimate B. Structural C. Personal D. Expert E. Referent

Sources of power

Legitimate power, Reward power, Coercive power, Expert power, Referent power, Relationship or Connection power, Information power

Organizational power includes:

Legitimate power, reward power, and coercive power

Michelangelo Lesson

Like with Michelangelo, duty to honoring a purpose HIGHER THAN YOURSELF gives you the power of COMMITMENT to work through things that are not your "passion." You do not necessarily have to like what you are doing to do a great work. For example, those who worked in the coal mines, tobacco fields, and factory sweatshops did not much enjoy their work, but they did it for something far greater than for their own self-serving, self-centered "passion." They did it for the sake of others- for their families.

Chapter 11

Listening

Which of the following observations about member conscientiousness is true?

Low Conscientiousness = Negative Effect on the team High Conscientiousness = Positive Effect on the team

The Right and Wrong Way to Manage Up at the Office

MANAGING UP, that is building smooth, productive relationships with higher-ups is an ability that can shape your career more than almost any other- but many employees don't know how to do it. It requires understanding and adapting to your boss's communication and decision-making style. Many people are promoted because of the quality of their work, but as new managers aim to rise in the ranks, assuming their work will speak for itself becomes increasingly HAZARDOUS to their careers. Why? Because ALLIES at work are the building block of success and job security. NOTE: see Maxwell 15 on Relationships, and what Mr. O, the conglomerate CEO said, "The most important thing that contributes to your success as a manager."

Nominal group technique decreases social loafing and production blocking problems with brainstorming by:

Making people write down ideas on their own

Growth accelerants

Market Opportunity Human Resources Products/Services Marketing Research and Development

show commitment to

Members of effective teams _____ their project and the rest of the team by arriving on time, meeting deadlines, and taking full responsibility for their roles in the assignment.

A process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization refers to: A. mentoring. B. promotion. C. ASA framework. D. socialization. E. orientation.

Mentoring is a process by which a junior-level employee (protégé) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization.

Most merged companies operate under a _____ for an extended period of time. A. strong culture B. weak culture C. subculture D. differentiated culture E. counterculture

Mergers rarely result in the strong culture that managers hope will appear when they make the decision to merge. In fact, most merged companies operate under a differentiated culture for an extended period of time.

_____ refers to the notion of who becomes a leader rather than how well people do in a leadership role. A. Leader efficiency B. Leader effectiveness C. Leader emergence D. Leader substitution E. Leader efficacy

Most studies have concluded that traits are more predictive of leader emergence (i.e., who becomes a leader in the first place. than they are of leader effectiveness (i.e., how well people actually do in a leadership role).

Which of the following is a personal characteristic that fosters organizational politics? A. Limited resources B. High performance pressure C. Unclear performance evaluations D. Ambiguity in roles E. Need for power

Need for power

A process in which two or more independent individuals discuss and attempt to come to an agreement about their different preferences refers to: A. ingratiation. B. negotiation. C. substitutability. D. coalition. E. internalization.

Negotiation is a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences. Negotiations can take place inside the organization or when dealing with organizational outsiders. Negotiations can involve settling a contract dispute between labor and management.

ii. Exchanging information

Negotiation stages-each party makes a case for its position and attempts to put all favorable information on the table

iv. Closing and commitment

Negotiation stages-entails the process of formalizing an agreement reached during the previous stage

iii. Bargaining

Negotiation stages-the goal for each party is to walk away feeling like it has gained something of value (regardless of actual strategy)

The Big Five dimension _______ is also called by its flip side: "Emotional Stability" or "Emotional Adjustment"

Neuroticism

ch.9- The day before Jackson takes up an important quiz test in school, he shows a tendency to get annoyed easily. In context of the big five taxonomy, the personality dimension ______ best describes Jackson

Neuroticism

Which of the following reduces the importance of the leader with no beneficial impact on performance? A. Substitutes B. Transactions C. Training programs D. Neutralizers E. Enhancers

Neutralizers only reduce the importance of the leader; they themselves have no beneficial impact on performance.

Positional Modeling

Next level of cross-training, involves team members observing how other members perform their roles

More Companies Teach Workers What Colleges Don't

One of the top skills that employers demand today is "CRITICAL THINKING:" to problem solve multi-faceted and complex business scenarios using data, analysis, and intuitive creativity [just like DAOID], and to express it clearly and convincingly using logic and analytic reasoning

Adjourning

Only for task forces that are temporary Group is dispersed

Neutralizers

Only reduce the importance of the leader. -They themselves have no beneficial impact on performance.

Which of the following has the characteristics of a team building role?

The Harmonizer, Encourager, Compromiser, Gatekeeper/ Expediter, Standard Setter,& Follower

To Keep Up with AI, We'll Need High-Tech Brains

No big revolution here; advances in TECHNOLOGY ALWAYS work faster than humans THE SINGULARITY- a point in time when MACHINES SURPASS humans in intelligence [NOT JSUT human speed and reach.] All of us will be swept by the changes brought on by this fifth revolution: 1. Domestication of plants and animals that allowed for settlement and civilization 2. The steam engine moved us from agricultural to urban societies 3. Electricity ushered in mass production and created consumer culture 4. Computers and the internet shifted the economy from manufacturing into services 5. Thinking machines with artificial "intelligence" may become able to generate new activities without human guidance TO KEEP UP with the machines we're creating, we must move quickly to UPGRADE OUR OWN ORGANIC computing machines: We must create "technologies" to enhance the processing and learning capabilities of the human brain. LESSON: HOW CAN THE HUMAN SPECIES KEEP UP? The traditional answer is education. But re-training people takes time, and not everybody can (or wants to) switch their life path. Therefore, we must actively shape our future. We need to ENHANCE OUR COGNITIVE CAPABILITIES by directly intervening in our own minds through practices like MINDFULNESS [far more than simply meditation, it involves OBSERVING, UNDERSTANDING, AND PURPOSEFULLY MANAGING the intersection of our own thoughts and feelings]. Thus, with more focused effort, enhanced cognition could be within reach for all of us. As taught with Maxwell 13, our BRAIN STRUCTURE IS SUBJECT TO our choices and actions. The things that we do habitually, the environments that we choose, and what we persist in listening to or thinking all shape our brains. This is called "NEUROPLASTICITY," and it is a very real and powerful capability of our minds.

Creative Behavior (Continued)

Nominal Group Technique- A team process used to generate creative ideas, whereby team members individually write down their ideas and then take turns sharing them with the group

In the _____ stage of team development, members come to realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another .

Norming

Global OD

OD techniques that work for US organizations may be inappropriate in other countries and cultures

_____ are the manifestations of an organizational culture that everyone can see or talk about. A. Basic underlying assumptions B. Observable artifacts C. Espoused values D. Safety cultures E. Service cultures

Observable artifacts are the manifestations of an organization's culture that employees can easily see or talk about.

Which of the following supply the primary means of transmitting an organization's culture to its workforce? A. Underlying assumptions B. Artifacts C. Espoused values D. Competitive responses E. Norms

Observable artifacts are the manifestations of an organization's culture that employees can easily see or talk about. Artifacts supply the primary means of transmitting an organization's culture to its workforce.

The physical layout of workspaces, dress codes, and the level of technology used are all examples of _____ that are represented by the organization's culture. A. basic underlying assumptions B. espoused values C. observable artifacts D. mnemonics E. symbols

During her stay at the Renaissance Hotel, Ginny noticed that all the staff wore the same color and style of clothes. Which of the following layers of organizational culture would such a dress code represent? A. Espoused values B. Enacted values C. Observable artifacts D. Mnemonics E. Basic underlying assumptions

Observable artifacts are the manifestations of an organization's culture that employees can easily see or talk about. There are six major types of artifacts: symbols, physical structures, language, stories, rituals, and ceremonies. Symbols can be found throughout an organization, from its corporate logo to the images it places on its Web site to the uniforms its employees wear.

Barriers to communication

Obstacles that interrupt the flow of conveying and receiving messages

Barriers to communication

Obstacles that interrupt the flow of conveying and receiving messages.

Vicarious Learning

Occurs when a person becomes motivated to perform a behavior by watching another person perform the behavior and be positively reinforced for doing so; also called observational learning

Transactional Leadership

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

Love needs

Once basic needs and security are taken care of, people look for love, friendship and affection

Which of the following is a disadvantage of a strong culture? A. It differentiates the organization from others. B. It allows employees to identify themselves in the organization. C. It attracts and retains similar kinds of employees. D. It creates stability within the organization. E. It facilitates the desired behaviors among employees.

One disadvantage of a strong culture is that it attracts and retains similar kinds of employees, thereby limiting diversity of thought. Refer: Table 16-2

Which of the following is an advantage of a strong culture? A. It makes merging with another organization more simple. B. It allows employees to identify themselves with the organization. C. It can be "too much of a good thing" if it creates extreme behaviors. D. It makes adapting to the environment less difficult. E. It attracts and retains similar kinds of employees.

One of the main advantages of strong culture is that it allows employees to identify with the organization. Refer: Table 16-2

Life Cycle Theory of Leadership (5)

Optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit. 1. Readiness 2. Telling 3. Selling 4. Participating 5. Delegating

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees refers to organizational: A. structure. B. chart. C. strength. D. culture. E. rituals.

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

When actions by individuals in an organization are directed toward the goal of furthering their own self-interests, it is termed as _____. A. leadership B. internalization C. negotiation D. organizational politics E. substitutability

Organizational politics can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests. A leader needs to be able to push his or her ideas and influence others through the use of organizational politics.

iii. Coercive power

Organizational power-exists when a person has control over punishments in an organization

ii. Reward power

Organizational power-exists when someone has control over the resources or rewards another person wants

At NoFrills Corporation, employees are distant and disconnected from one another. Based on this, the organizational culture at NoFrills can be described as: A. communal. B. mercenary. C. networked. D. fragmented. E. collective.

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in which employees are distant and disconnected from one another.

In organizations with fragmented cultures, there is _____ sociability and _____ solidarity. A. low; low B. moderate; high C. high; moderate D. high; high E. moderate; moderate

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in which employees are distant and disconnected from one another. Refer: Figure 16-2

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Molly's firm can be described as having which of the following culture types? A. Communal B. Mercenary C. Networked D. Fragmented E. Collective

Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in which employees are distant and disconnected from one another. Refer: Figure 16-2

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered _____ cultures. A. communal B. mercenary C. networked D. fragmented E. collective

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures.

In organizations with mercenary cultures, we tend to find _____ sociability and _____ solidarity. A. moderate; low B. low; high C. high; low D. high; moderate E. moderate; moderate

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures. Refer: Figure 16-2

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Rosy's firm can be described as having a(n) _____ culture. A. Communal B. Mercenary C. Networked D. Fragmented E. Collective

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures. Refer: Figure 16-2

The environment at National Studio, Inc., is very political and employees generally are always thinking "What's in it for me?" Such a culture can be described as which of the following? A. Communal B. Mercenary C. Networked D. Fragmented E. Collective

Organizations that have cultures in which employees think alike but are not friendly to one another can be considered mercenary cultures. These types of organizations are likely to be very political, "what's in it for me" environments.

Organizations that have successfully created a _____ culture have been shown to change employee attitudes and behaviors toward customers. A. service B. mercenary C. safety D. fragmented E. creativity

Organizations that have successfully created a service culture have been shown to change employee attitudes and behaviors toward customers.

In organizations with communal cultures, there is _____ sociability and _____ solidarity. A. low; low B. moderate; high C. moderate; low D. high; high E. low; moderate

Organizations with friendly employees who all think alike are communal cultures.

Organizations with friendly employees who all think alike are _____ cultures. A. communal B. mercenary C. networked D. fragmented E. individualistic

Organizations with friendly employees who all think alike are communal cultures.

Scenario: Four Friends Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly but they think differently and do their own thing. Lily's firm can be described as having a(n) _____ culture. A. communal B. mercenary C. networked D. fragmented E. individualistic

Organizations with friendly employees who all think alike are communal cultures. Refer: Figure 16-2

Neuroplasticity

Our brain structure is also subject to our choices and actions. Just as with DNA triggers, the things that we do habitually, the environments that we choose, what we persist in listening to or thinking, shape our brains

According to the leader-member exchange theory, the two general types of leader-member dyads are: A. role taking exchange and role selling exchange. B. high-quality exchange and low-quality exchange. C. intrinsic and extrinsic. D. role making and role selling. E. participating exchange and observing exchange.

Over time, the role taking and role making processes result in two general types of leader-member dyads. One type is the "high-quality exchange" dyad, marked by the frequent exchange of information, influence, latitude, support, and attention. The other type is the "low-quality exchange" dyad, marked by a more limited exchange of information, influence, latitude, support, and attention.

Fairness/Equality/Justice

P (my O/I)>= P (their O/I) P= perception or point of view O= out-take (what is obtained from the job) I= Input (what is put into the work) Am I getting as much out of this job, considering how much I put into it, in relation to others?

Which of the following teams focuses on providing recommendations and resolving issues?

Parallel Team

Quality circles, which consist of individuals who normally perform core production tasks but also meet regularly to identify production-related problems and opportunities for improvement, are an example of :

Parallel team

Operant Conditioning

People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences

Some employees are willing to manipulate and deceive others to acquire power. Which of the following tendencies do such employees have? A. Ingratiating tendencies B. Egoistic tendencies C. Machiavellian tendencies D. Central tendencies E. Narcissistic tendencies

People with "Machiavellian" tendencies manipulate and deceive others to acquire power.

Which of the following statements about legitimate power is false?

People with legitimate power have a desire to identify and be associated with a specific individual

_____ is the degree to which an individual's personality and values match the culture of an organization. A. ASA framework B. Person-organization fit C. Socialization D. Mentoring E. Organizational commitment

Person-organization fit is the degree to which a person's personality and values match the culture of an organization.

i. Referent power

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

Maslow's Hierarchy of Needs

Physiological needs, Safety Needs, Love Needs, Esteem Needs, Self-Actualization Needs

Which of the following refers to the ability to effectively understand others at work and to use that knowledge to influence others in ways that enhance personal and/or organizational objectives? A. Conceptual skill B. Ingratiation C. Political skill D. Negotiation E. Technical skill

Political skill is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives. Two aspects of political skill are networking ability, or an adeptness at identifying and developing diverse contacts, and social astuteness, or the tendency to observe others and accurately interpret their behavior.

The type of task interdependence with the lowest degree of required coordination among team members is _______ interdependence.

Pooled interdependence

Staff Authority

Positions with some authority that have been created to support, assist, and advise those holding line authority

Chapter 13

Positive Attitude

Merit-based rewards

Positive reinforcement based on specific accomplishments, with rewards given for achievement of specified measurements

Merit-based rewards

Positive reinforcement based on specific accomplishments, with rewards given for achievement of specified measurements.

4 types of reinforcement

Positive reinforcement, Negative reinforcement, Extinction, Punishment

Direction

Possible behaviors the individual could engage in

______ can be defined as the ability to influence the behavior of others and to resist unwanted influence in return.

Power

Power and influence have a _____ effect on job performance and organizational commitment. A. moderate positive B. strong negative C. moderate negative D. strong positive E. weak positive

Power and influence have a moderate positive effect on performance. When used effectively, they can increase engagement and compliance, which facilitates task performance. Power and influence can have a moderate positive effect on commitment. The use of personal forms of power, such as expert and referent, is associated with increased affective commitment. Refer To: Figure 13-7

_____ can be defined as the ability to influence the behavior of others and to resist unwanted influence in return. A. Pressure B. Power C. Ingratiation D. Leadership E. Force

Power can be defined as the ability to influence the behavior of others and resist unwanted influence in return. Just because a person has the ability to influence others does not mean he or she will actually choose to do so. In many organizations, the most powerful employees don't even realize how influential they could be.

Alderfer's ERG theory

The Theory that three universal needs for existence, relatedness, and growth- constitute hierarchy of needs and motivate behavior; proposed that needs at more than one level can be motivational at the same time

Major types of power can be grouped along two dimensions: A. internal and external. B. personal and social. C. organizational and personal. D. professional and organizational. E. upward and downward.

Power in organizations can come from a number of different sources. There are five major types of power that can be grouped along two dimensions: organizational power and personal power.

Referent Power

Power that comes from subordinates' and coworkers' respect , admiration, and loyalty Possessed by managers who are likable and whom subordinates wish to use as a role model

Referent Power

Power that comes from subordinates' and coworkers' respect, admiration, and loyalty; possessed by managers who are likable and whom subordinates wish to use as a role model

Expert Power

Power that is based on special knowledge, skills and expertise that the leader possesses; tends to be used in a guiding or coaching manner

Expert Power

Power that is based on special knowledge, skills, and expertise that the leader possesses Tends to be used in a guiding or coaching manner

Which of the following is the use of coercive power through treats and demands?

Pressure

Which of the following is the use of coercive power through threats and demands? A. Apprising B. Ingratiation C. Coalition D. Centrality E. Pressure

Pressure is the use of coercive power through threats and demands. Such coercion is a poor way to influence others and may only bring benefits over the short term.

Interpersonal Processes

Processes in this category are important before, during, or between periods of taskwork, and each relates to the manner in which team members manage their relationships. Ex: Motivating and Confidence Building-things team members do or say that affect the degree to which members are motivated to work hard on the team's task Effective Management-involves activities that foster a sense of emotional balance and unity

Merit Pay

Profit Sharing and Employee Stock Ownership

A planning team comprising engineers, architects, designers, and builders, charged with designing a suburban town center is a(n) ______ team.

Project

Herzberg's Two-factor theory

Proposed that work satisfaction and dissatisfaction arise from two different factors-work satisfaction from so-called motivating factors and work dissatisfaction from hygiene factors

According to the life cycle theory of leadership, a group of employees who are working together for the first time and are eager to begin, but lack the experience and confidence needed to perform their roles are at which level of readiness? A. R1 B. R2 C. R3 D. R4 E. R5

R1 refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles.

Scenario: Eva Mineral Water, Inc. Ron, Tom, Ben, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is not able but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Harry is at the _____ readiness level.

R1 refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles.

Scenario: Eva Mineral Water, Inc. Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is unable but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Harry is at the _____ readiness level. A. R1 B. R2 C. R3 D. R4 E. R5

R1 refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles.

Samuel, Linda, Shirley, and Matt are part of the project team at Ltronix International, a company producing home appliances. They were assigned the task of selecting two out of five new products to be introduced in the next quarter. The team was in conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chose to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments, which were finally resolved when Linda gave in to Shirley's demands. Shirley, who is the most experienced among the four, continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choices of products in exchange for his agreeing to one of her choices. Which influence tactic should Shirley, who is the most experienced in the team, have used to convince the others of her choice? A. Pressure B. Personal appeals C. Rational persuasion D. Ingratiation E. Exchange

Rational persuasion

_____ is the use of logical arguments and hard facts to show the target that a request is a worthwhile one. A. Rational persuasion B. Internalization C. Consultation D. Ingratiation E. Visibility

Rational persuasion is the use of logical arguments and hard facts to show the target that the request is a worthwhile one.

At Delta Diamonds, Inc., managers start every week with a two-hour meeting, focusing on goals for that week and open communication between team members in their department and ways to achieve the goals. This routine describes: A. a ritual. B. a story. C. the company's values. D. the company's language. E. a symbol.

Rituals are the daily or weekly planned routines that occur in an organization.

innovators

The _____ initially use and test a new product or service

Scenario: City Place, Inc. Samuel, Linda, Shirley, and Matt are part of the project team at Ltronix International, a company producing home appliances. They had been assigned the task of selecting two out of five new products to be introduced in the next quarter. The team is at conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chooses to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments which were finally resolved when Linda gave in to Shirley's demands. Shirley who was the most experienced among the four continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choice of products in exchange for one of her choices. Which influence tactic could Shirley, who is the most experienced in the team, have used to convince the others of her choice? A. Rational persuasion B. Ingratiation C. Personal appeals D. Pressure E. Exchange

Rational persuasion is the use of logical arguments and hard facts to show the target that the request is a worthwhile one. Research shows that rational persuasion is most effective when it helps show that the proposal is important and feasible. Shirley could have used her experience and knowledge to support her choice and convince other members in the team.

_____ is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks. A. Integration B. Effectiveness C. Efficiency D. Readiness E. Emergence

Readiness is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks.

Realistic job previews occur during which stage of socialization? A. Encounter B. Attrition C. Anticipatory D. Adaptation E. Understanding

Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment process.

Which of the following involve(s) making sure a potential employee has an accurate picture of what working for an organization is going to be like by providing both the positive and the negative aspects of the job? A. Mentoring B. Reality shock C. Off-the-job training D. Realistic job previews E. Countercultures

Realistic job previews (RJPs) occur during the anticipatory stage of socialization during the recruitment process. They involve making sure a potential employee has an accurate picture of what working for an organization is going to be like by highlighting both the positive and the negative aspects of the job.

In ______ interdependence, members interact with a subset of other members to complete the team's work.

Reciprocal

Herzberg's Two-factory theory

Recognition Achievement Responsibility

Substitutes

Reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

All the statements below are true about legitimate power EXCEPT: A. people with legitimate power have an organizational title. B. people with legitimate power have the right to ask others to do things that are within the scope of their authority. C. the higher up in an organization a person is, the more legitimate power he or she generally possesses. D. people with legitimate power have a desire to identify and be associated with a specific individual. E. it can be a very weak form of power if it used ineffectively.