Org. Learning
what is Tuckman's 5 Stages
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning The 5 stages are not necessarily of the same duration or intensity.
a group becomes a team when...
1. Leadership becomes a shared activity 2. Accountability shifts from strictly individual to both individual and collective 3. The group develops its own purpose or mission 4. Problem solving becomes a way of life, not a part-time activity 5. Effectiveness is measured by the group's collective outcomes and products
what are 4 key workplace attitudes?
1. Organizational commitment 2. Employee engagement 3. Perceived organizational support 4. Job satisfaction
3 Global Values Essential for Promoting Positive Organizational Behavior
1. Restorative Justice 2. Compassion 3. Temperance
what are the 3 general models of change?
1. adaptive 2. innovative 3. radically innovative
what are the 3 components of attitudes?
1. affective, "i feel" 2. cognitive, "i believe" 3. behavioral, "i intend"
4 types of organizational culture
1. clan/collaborate 2. Adhocracy/Create 3. Hierarchy/Control 4. Market/Compete
what is the 3 step approach: closing the gap
1. define the problem 2. identify OB concepts to solve the problem 3. make recommendations and take action
what are 4 key external forces?
1. demographic characteristics 2. technological advancements 3. shareholder, customer, market changes 4. social and political pressures
what are the 3 types of justice?
1. distributive: the perceived fairness of how resources and rewards are distributed 2. Procedural: the perceived fairness of the process and procedures used to make decisions 3. Interactional: quality of the treatment people receives when procedures are implemented.
what are the 3 process theories of motivation?
1. equity/justice theory 2. expectancy theory 3. goal-setting theory
What are the 8 steps of Kotter's?
1. establish a sense of urgency 2. create the guiding coalition 3. develop a vision and strategy 4. communicate the change vision 5. empower the broad-based action by eliminating barriers to change 6. generate short term wins 7. consolidate gains and produce more change 8. anchor new approaches in the culture by reinforcing the changes
what are the 4 categories of Core Self-Evaluations (CSEs)
1. generalized self-efficacy 2. self esteem 3. locus of control 4. emotional stability
4 ways to reduce voluntary turnover
1. hire people who "fit" with the organizations culutre/values 2. spend time fostering employee engagement 3. provide effective onboarding 4. recognize and reward high performing employees
what are 2 key internal forces?
1. human resource issues 2. managerial behavior and decisions
4 key leader behaviors of transformaitonal leaders:
1. inspirational motivation 2. idealized influence 3. individual consideration 4. intellectual stimulation
what is contingency perspective?
1. no one best way to manage people, teams, or organizations 2. the best/most effective course of action instead depends on the situation
what are the 3 levels that organizational culture operates at?
1. observable artifacts 2. espoused vs enacted values 3. basic underlying assumptions
what are the 4 layers of diversity
1. personality (surface level) 2. internal dimensions (deep level), apparent to others 3. external dimensions, tkae time to emerge 4. organizational dimensions
what are 4 characteristics of organizational culture?
1. shared concept 2. learned over time 3. influences our behavior at work 4. impacts outcomes at multiple levels
what are the 4 types of behaviors displayed by effective leaders?
1. task oriented 2. relationship oriented 3. passive 4. transformational
What are the steps in The Ted Five-Step Protocol?
1: Frame your story 2: Plan your delivery 3: Develop stage prescence 4: Plan your multimedia 5: Put it together
positive practices and resources that reduce the impact of negative events and stressors.
Buffering Effect
Janell is having an argument with her father. He believes that focusing on her computer knowledge (hard skills) is the most important of Janell's college experience. Janell disagrees, arguing that ________ is/are the more critical and will help her in the hiring process a. problem solving b. self awareness c. soft skills d. an ethical perspective e. business knowledge
C
____ is a shared value that drives people to help others who are suffering. ____ is a shared belief in showing restraint and control when faced with temptation and provocation. ____ reflects a shared belief in the importance of resolving conflict multilaterally through the inclusion of victims, offenders, etc.
Compassion Temperance Restorative Justice
this theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.
Expectancy Theory
what are the 2 major contingency theories?
Fiedler's House's
this model believes that leaders have 1 dominant or natural leadership style that is resistant to change.
Fiedler's contingency model
occurs when policies enable employees to do their work from different locations besides the office.
Flexspace
occurs when achievement is pursured for its own sake
Flourish
_____ reflects the extent to which our lives contain PERMA
Flourishing
when employees are physicially, cognitively, and emotionally engaged in an activity or project.
Flow
Those with high levels of PsyCap have high levels of...
Hope Efficacy Resilience Optimism
provides specific recommendations about behaviors and activities needed to lead organizational change
Kotter's Steps for Leading Organizational Change
guess the type of leadership style: "hands off", gives individuals freedom and control over their job. Minimal regulation, employees within the company make their own choices with minimal input from the person guiding them.
Laissez-Faire
what is Maslow's Need Hierarchy?
Maslow proposed that motivation is a function of 5 basic needs (physiological, safety, love, esteem, and self-actualization)
when someone feels a sense of belonging and serving something that is bigger than self.
Meaningfulness
the awareness that emerges through paying attention on purpose. In the present moment. Nonjudgemental to the unfolding experience moment by moment. Requires effort because the brain works in ways that detract from staying focused. Improves interpersonal communication.
Mindfulness
___ are the attitudes, opinions, feelings, or actions shared by 2 or more people that guide behavior.
Norms
shared phenomena. Apply to group, team, or organization.
Norms
Well-being is the combined impact of 5 elements...what are they?
P: Positive emotions E: Engagement R: Relationships M: Meaning A: Achievement
What does Positive Organizational Behavior focus on? What is it used to improve?
Positive Organizational Behavior focuses on positive human characteristics that can be measured, developed, and effectively managed for performance improvement in today's workplace.
the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life-giving and away from that which is life-depleting.
Positivity Effect
Confidence in your ability to accomplish a specific task is called ...
Self-efficacy
guess the type of leadership style: this leader focuses on addressing the employees and customers needs. Put others before self.
Servant
guess the type of leadership style: results driven approach, follows a distinct organizational hierarchy. If individuals achieve the set goals, they are rewarded. If they fail, they are held accountable. Most favorable within large-scale companies.
Transactional
A(n) ________ culture encourages collaboration, trust, and mutual support among employees. a. Clan b. Market c. Hierarchy d. Adhocracy e. Hybrid
a
CEO's with high ________ positively influence their organization's drive to take risks, innovate, and seek new opportunities, especially in strong dynamic business environments. a. core self-evaluations b. emotional intelligence c. introversion d. extraversion e. openness to experience
a
Contingency theories propose that the effectiveness of a particular style of leader behavior depends on the a. Situation b. Leader c. Manager d. Employee e. Relationship
a
Eileen is on a five-person team in her business strategy class. The team is responsible for participating in a 10-week simulation of a firm in the airline industry. Eileen contributes frequently in discussions in the twice-weekly team meetings. She is exhibiting the ________ style of listening. a. Active b. Involved c. Passive d. Detached e. Immediate
a
Ethics is primarily concerned with a. right and wrong b. legal and illegal c. moral and immoral d. religious and nonreligious e. public and nonpublic
a
Gabe has a supervisor who supports his work and understands his needs. He is rewarded for meeting his sales goals, but his salary isn't fair compared to those with the same job description and experience level. He also feels he puts more work into following up with sales leads than his colleagues. Gabe is lacking in what model of job satisfaction? a. equity b. need fulfillment c. met expectations d. value attainment e. disposition/genetic components
a
In the Organizing Framework a. inputs lead to processes, which lead to outcomes b. inputs lead directly to outcomes c. outcomes never affect inputs d. outcomes never affect processes e. inputs are unrelated to processes
a
In your job search you have narrowed it down to two companies. One job offer is from a company that is offering great benefits in a town you'd like to live in, and the other job offer is from a company that is offering a salary one and a half times as much as the other company along with a sign-on bonus. You decide to take the second job offer based on the financial rewards. What type of reward system do you value? a. extrinsic b. intrinsic c. results d. total e. self-serving
a
Kara is a very likable employee. Recently, her boss rated her at the highest level in all areas of performance, even though in some areas her performance did not warrant this judgment. This is an example of a ________ perceptual error. a. halo b. leniency c. central tendency d. recency e. contrast
a
Laura is head of ABC Systems. She needs to allocate a fixed amount of funds to various projects. There are two top projects that Laura believes hold the most promise. She decides to arrange a structured debate for the two top proposals. Importantly, the assumptions of each proposal are identified, and a conflicting counterproposal is generated based on a different set of assumptions. Advocates of each position present and debate the merits of their proposal before Laura makes her decision. Which technique is Laura using to help her make a better decision. a. Dialectic method b. Negotiation c. Devil's advocacy d. Avoidance e. Mediation
a
Maria needs to talk to her coworker, Wayne, about his offensive behavior at the group dinner. To discuss this effectively, which of the following should Maria AVOID? a. Accuse Wayne of improper actions b. Describe what happened c. Make is safe for Wayne to respond d. Focus on the mutual purpose e. Share the facts
a
Mario is setting up an after-school program for inner-city youth. The population is a mix of white, African American and Latinos, with Latinos comprising the majority of participants. Which of the following would help the group overcome stereotypes? a. Create project opportunities using a mix of populations with equal status. b. Ignore stereotypes and the students will do the same. c. Ask the Latino students to be "nice" to the minority groups. d. Prevent any discussion of stereotypes. e. Treat the minority factions differently from the Latinos.
a
Norman is elected president of the debate club. He is known as a team player. That means that Norman is a. Committed, collaborative, and competent b. Committed, controlled, and collaborative c. Controlled, capable, and content d. Committed, capable, and competent e. Committed, capable, and consistent
a
Of the following options, which is the BEST action to address any type of diversity issue? a. Mutual adaptation b. Exclusion c. Denial d. Isolation e. Assimilation
a
Sam has worked for the company for 30 years and is very good, although slow at his job of putting together reports on the department's performance. Recently, Susan, his new manager, talked with him about adopting a new software program that would make his job easier and quicker to accomplish, and allow him to take on additional responsibilities. Sam doesn't want to adopt this new software because his old way of doing the reports has worked just fine. How would you describe the most likely cause of Sam's resistance? Fear of failure Loss of status Dispositional resistance Past success Peer pressure
a
Sophia is on a four-person team in her management class. The team produces four reports during the term, and each person leads one of these projects. The project Sophia leads earned an A, while the team receives Cs on the other three reports. Sophia believes that her project was successful because of her leadership abilities, while the other projects were not as good because of the inadequate skills of the other team members. She demonstrates ________ in her beliefs. a. Negativity bias b. Self-serving bias c. Central tendency d. Halo effect e. Leniency effect
a
The functions of organizational culture are a. Organizational identity, collective commitment, social system stability, and sense-making b. Clan, market, adhocracy, and hierarchy c. Stability, flexibility, internal, and external d. Anticipatory, encounter, and acquisition e. Inboarding and outboarding
a
The head of ABC Company announces that the company is going to start a weekend project teaching self-defense techniques to underprivileged kids in the neighborhood. Thomas decides to register for the project, as he is a trained kickboxer. This action of Thomas reflects the ________ component of his attitude. a. behavioral b. affective c. cognitive d. normative e. intellectual
a
The use of implicit cognitions a. Leads people to make biased decisions b. Causes individuals to form stereotypes c. Influences managers to hire good candidates d. Fosters cultural change e. Is consistent with affirmative action programs
a
Thinking about what your audience already knows about your subject is part of the ________ step of the TED protocol for effective presentations. a. Frame your story b. Plan your delivery c. Plan your multimedia d. Develop your stage presence e. Put it together
a
Values represent beliefs that influence behaviors ________; attitudes relate to behavior ________. a. across all situations; toward specific targets b. toward specific targets, across all situations c. across all situations, toward people d. toward specific objects, toward specific people e. toward specific people, toward specific objects
a
When Jackson exceeds his sales goal for the month, he will get a 20 percent bonus along with recognition in the monthly corporate newsletter. This is an example of which type of motivation? a. extrinsic motivation b. intrinsic motivation c. job satisfaction d. job dissatisfaction e. organizational citizenship behavior
a
When Mr. Brown, the new CEO of XYZ Department Stores, took over, his first action was to get rid of the organization's existing marketing strategy, which was heavily based on couponing. He replaced it with a strategy of low prices every day, a policy with which some of its competitors were having much success. This was a(n) ________ change. Innovative Adaptive Radically innovative Product Process
a
You cannot lead without having ________ and you cannot follow without having ________. a. Followers; leaders b. Leaders; followers c. Helpers; leaders d. Independents; rebels e. Followers; helpers
a
_______ is your general belief about your own self-worth. a. self-esteem b. self-efficacy c. self-expectancy d. core self evaluation e. self-expectation
a
________ focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance. a. Transactional leadership b. Transformational leadership c. Consideration d. Empowerment e. Initiating structure
a
the ______ perspective is based on recognition that the organization's markets and constituencies are culturally diverse
access and legitmacy
Pertaining to the extent to which you have a self-directed life, containing success for its own sake.
achievement
McClelland's Aquired Needs Theory states what 3 needs?
achievement, affiliation, power
Positive practices from one individual result in additional positive practices by others, which spur positivity in others, which generate other positive outcomes (play it forward)
amplifying effect
this phase of organizational socialization occurs before an individual actually joins an organization
anticipatory socialization
what is the 3 phase model of organizational socialization?
anticipatory socialization encounter change and acquisition
what about values yields many benefits in the workplace?
attracting employees whose personal values align with those of the organization. lower employee turnover higher employee retention higher employee engagement increased customer satisfaction
guess the type of leadership style: requires explicit power over an organization/group. Rarely involve others.
autocratic
. ABC Airlines hires flight attendants from diverse backgrounds and puts them through an extensive training and orientation program before they are approved to fly. In addition to learning about responding to medical issues and FAA guidelines, they also must learn the company's many rules and processes as contained in an extensive procedures and policies manual. ABC Airlines is adopting a(n) ________ option for managing diversity. a. Deny b. Assimilate c. Suppress d. Tolerate e. Mutual adaptation
b
A(n) theory attempts to describe how various person and environmental factors affect motivation. a. content b. process c. extrinsic d. intrinsic e. integrated
b
As a senior student representative on the ethics advisory board of your university, you feel strongly that cheating on college exams is unethical. You never cheated on any exam. However, this semester your best friend was desperate for your help, and you allowed him to take a quick "peek" at your answer sheet. Since then, you feel uncomfortable every time you think of the situation. Which of the following concepts best explains your psychological discomfort? a. job detachment b. cognitive dissonance c. emotional labor d. emotional dissonance e. affective detachment
b
At Regal Company, employees and teams had higher performance, greater job satisfaction, and increased organizational commitment when their managers showed ________ behaviors. a. relatedness b. theory Y c. self-actualization d. theory x e. achievement
b
Bill wants to work for the Chocolate Factory. He applies for a job and at the same time tries to find out as much as he can about the company on the Internet. He also asks for his friend Charles, who already works there, about the work environment and employee benefits that the company offers. Which phase of organizational socialization is Bill currently in? a. Encounter b. Anticipatory c. Integration d. Arrival e. Change and acquisition
b
Fiedler's contingency model identifies which leadership styles? a. Transactional or transformational b. Task-motivated or relationship-motivated c. Servant or Laissez-faire d. Active or passive e. Trait or behavioral
b
Flourishing represents the extent to which our lives contain PERMA-- a. Positive emotions, enrichments, realism, meaning, and action b. Positive emotions, engagement, relationships, meaning, and achievement c. Position, equanimity, respect, money, and acceptance d. Peace, emotions, reflection, management, and action e.Positive emotions, enrichment, relationships, money, and acceptance
b
Genevieve is a very religious person who does volunteer work for her church on weekends. When it came to selecting who would chair the United Fund drive for the department, her manager immediately thought of her and asked her to serve. The manager's action reflects the ________ model of job satisfaction. a. dispositional components b. value attainment c. met expectations d. need fulfillment e. equity
b
In the last step of Kotter's model of change, ________, reinforcing the changes is probably the most powerful way to get others to follow. Changing Anchoring Motivation Resistance Unfreezing
b
Individual issues such as "What's my role here?" and group issues such as "Why are we fighting over who is in charge and who does what?" are part of which stage of group development? Individual issues such as "What's my role here?" and group issues such as "Why are we fighting over who is in charge and who does what?" are part of which stage of group development? a. Forming b. Storming c. Norming d. Performing e. Adjourning
b
Javier's supervisor asks him to create a PowerPoint presentation for the next staff meeting based on a series of note cards he provided. Javier is experiencing ________ because he is proficient at PowerPoint. a. hope b. efficacy c. PERMA d. health e. resilience
b
Jim is head of the marketing department and must decide how to allocate a fixed amount of funds. There are two top projects that Jim believes hold the most promise. Recently, the majority of funds have been allocated to Project A, but Jim wonders if it is time to provide Project B with a larger share of the money. Jim decides to assign a particular individual, Clara, to thoroughly criticize the proposal for Project B, looking for every possible flaw. Which technique is Jim using to help him make a better decision? a. Diagnostic process b. Devil's advocacy c. Mediation d. Dialectic method e. Negotiation
b
Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership? a. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. b. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. c. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. d. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. e. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.
b
Kelley hypothesized that people make causal attributions by observing a. External and internal factors and perceptions b. Consensus, distinctiveness, and consistency c. Effort, consistency, and ability d. Implicit and explicit factors e. Stereotypes and implicit cognition
b
Maria is a successful attorney specializing in corporate law. While it has nothing to do with her field of employment, Maria has always been interested in the history of religion. Using what little free time she has, she decided to take a course in comparative religion at the local university. She thinks that the course would be interesting and enjoyable. Maria is not pursuing a degree in the subject, nor is she taking the class for a grade. What can you say about Maria's motivation for taking the class? a. she has a high need for power b. she is intrinsically motivated c. she has a high need for affiliation d. she is not serious about her career e. she sees that a degree in religion studies might help her advance in her job
b
Organizations typically rely on ________ schedules, such as hourly wages and annual reviews and raises. a. continuous b. fixed interval and fixed ratio c. variable ratio and variable interval d. fixed interval and variable interval e. fixed ratio and variable interval
b
Petra made a large mistake on a report she submitted to her boss, and it ended up costing the company a significant amount of money. When asked why this had occurred, she blamed one of her coworkers for giving her erroneous information for the report. Petra is expressing a. low agreeableness b. an external locus of control c. organizational citizenship behavior d. counterproductive work behavior e. low emotional stability
b
Tanya is the night supervisor for a data processing company. She supervises 26 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Tanya is following the transformational model of leadership? a. Tanya wants to develop a partnership with her team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. b. Tanya seeks to motivate employees to pursue organizational goals above their own self-interests. c. Tanya likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. d. Tanya sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. e. Tanya's leadership skills are most effective when applied to match the characteristics of the situation at hand.
b
The components of attitudes include a. values, beliefs, emotions b. affective, cognitive, behavioral c. personal and workplace d. perceived and real e. public and personal
b
The steps in the process of stereotype formation and maintenance in order are a. Categorization, expectations, inferences, maintenance b. Categorization, inferences, expectations, maintenance c. Expectations, categorization, Inferences, maintenance d. Inferences, categorization, expectations, maintenance e. Inferences, expectations, categorization, maintenance
b
Wendy is a large-scale project manager. She can break down a project into its component parts, create the project timelines, and ensure that milestones are met. Wendy is much more focused on end results than specific roles or the overall mission of the organization. This is an example of ________ leadership. a. Relationship-oriented b. Task-oriented c. Work group d. Optimal e. Position-oriented
b
What are the three global values that are essential for promoting positive OB? a. Hope, optimism, and resilience b. Restorative justice, compassion, and temperance c. Positive emotions, engagement and meaning d. Flourishing, motivation, and satisfaction e. Social support, information support, and instrumental support
b
Which of the following is NOT an appropriate measure of goal achievement? a. timeliness b. lack of interpersonal conflict c. quantity d. quality e. financial measures
b
Which of the following statements is TRUE about Tuckman's five-stage model of group development? Which of the following statements is TRUE about Tuckman's five-stage model of group development? a. Tuckman's five-stage model of group development has limited practical application. b. The five stages are not necessarily of the same duration or intensity. c. The five stages of group development represent the punctuated equilibrium model. d. The five stages model establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. e. The five-stage model includes forming, storming, elaborating, evaluating and energizing.
b
Which three roles are especially important to groups? Which three roles are especially important to groups? a. Energizer, harmonizer, gatekeeper b. Initiator, orienter, energizer c. Coordinator, procedural technician, gatekeeper d. Compromiser, commentator, evaluator e. Opinion seeker/giver, standard setter, initiator
b
Why is it critical for managers to develop policies and procedures governing the appropriate use of social media? a. They need to ensure that social media will always be beneficial to the organization. b. It can create many legal, financial, and personnel risks. c. It can make employees happy to keep up with their friends during the day. d. People are always more productive using social media. e. It's more efficient than having employees make personal calls at work.
b
Yuki was dissatisfied with his job. He said that the company policy, supervision, and working conditions were responsible for his dissatisfaction. According to Frederick Herzberg's theory, ________ are the extrinsic factors that create job dissatisfaction. a. motivators b. hygiene factors c. affiliation factors d. wellness factors e. achievement factors
b
___ are discussions between two or more people where the stakes are high, opinions vary, and emotions run strong. a. Critical incidents b. Crucial conversations c. Defensive communications d. TED presentations e. Social dilemmas
b
___ is the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. a. Organizational climate b. Organizational culture c. Organizational strategy d. Strategic vision e. Strategic values
b
____ is the combination of stable physical, behavioral, and mental characteristics that gives individuals their unique identity. a. intelligence b. personality c. a person's value profile d. self-efficacy e. self-esteem
b
_____ can be developed because it involves a person's belief about his or her chances of successfully accomplishing a specific task. a. intelligence b. self-efficacy c. emotions d. personality e. self-esteem
b
_______ results when an individual gains satisfaction and self-praise from an assignment. a. extrinsic motivation b. intrinsic motivation c. job satisfaction d. job dissatisfaction e. organizational citizenship behavior
b
________ are relatively stable and can stem from our parents' beliefs, our experiences in childhood and throughout our life, and from our religious or spiritual beliefs. a. behaviors b. values c. ambitions d. attitudes e. attributes
b
________ are the key links between ________ in Azjen's Theory of Planned Behavior. a. attitudes, intentions, and planned behavior b. intentions, attitudes, planned behavior c. norms, intentions, planned behavior d. intentions, norms, attitudes e. perceived behaviors, intentions, planned behavior
b
________ highlight the fact that choosing among available options is not always a choice between right and wrong. a. organizational theories b. ethical dilemmas c. ethical lapses d. management theories e. ill-conceived goals
b
________ is the first step on the three-step journey (or approach) of the Organizing Framework. a. identifying OB concepts b. define the problem c. making recommendations d. taking action e. delegating the problem
b
________ occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job. a. Affirmative action b. Discrimination c. Diversity d. Self-serving bias e. Attribution bias
b
A feeling of team spirit is sometimes experienced during the ________ stage because members believe they have found their proper roles. Group cohesiveness, defined as the "we feeling" that binds members of a group together, is a principal by-product of Stage 3. A feeling of team spirit is sometimes experienced during the ________ stage because members believe they have found their proper roles. Group cohesiveness, defined as the "we feeling" that binds members of a group together, is a principal by-product of Stage 3. a. Forming b. Storming c. Norming d. Conforming e. Performing
c
A state of ________ exists when employees are physically, cognitively, and emotionally engaged in an activity or project. a. committment b. positivity c. flow d. mindfulness e. hyperactivity
c
A(n) ________ culture develops reliable internal processes, extensive measurement, and a variety of control mechanisms. a. Clan b. Market c. Hierarchy d. Adhocracy e. Hybrid
c
Accurately and appropriately monitoring and evaluating BOTH ________ and ________ are critical components of effective performance management. a. intrinsic values; extrinsic values b. timeliness; technology c. progress; outcomes d. halo effect; leniency e. skills; experience
c
Communication competence is a. The ability of a person to choose the right medium b. Sensitivity to media richness c. An individual's ability to effectively use communication behaviors in a given context d. An individual's ability to listen actively e. An individual's ability to interpret nonverbal communication
c
Deep-level characteristics of diversity a. Are the most stable b. Are unchangeable c. Include attitudes, opinions, and values d. Are not under our control e. Include our ethnicity
c
Dr. Watson, dean of students at ABC University, has been assigned the task of working with faculty and students when they have disputes about course grades. During these discussions, he attempts to help the parties arrange a solution but he has no formal authority to impose one. He is most likely a(n) a. Facilitator b. Arbitrator c. Ombudsman d. Conciliator e. Negotiator
c
Ellen and George work for the same company. Ellen, a mother of three young children, really appreciates the on-site child-care opportunities, which George, takes advantage of flexspace since he has over an hour commute. These policies are examples of a. Dysfunctional conflict b. Family-support philosophy c. Work-life balance d. Work-family conflict e. Intergroup conflict
c
Ever since Damien interned at an accounting firm the summer after his freshman year of college, he's wanted to become a CPA working at a large firm. Now, several years later after graduating from college, passing the CPA exam, and working at a medium-sized firm, he's been offered a job at a large national firm with the potential to become a partner in five years. Which of the five needs has Damien attained? a. love b. esteem c. self-actualization d. safety e. physiological
c
Experimental University's president recently announced that instead of professors giving grades to students in their classes, students would give themselves grades. This would be a(n) ________ change. . Innovative Adaptive Radically innovative Product Process
c
Frances quit her job because she felt that her department's reward system favored men. This would be diagnosed as a(n) level problem. a. individual b. group c. organizational d. interactional e. situation
c
Frank is the manager for a grocery store. He supervises 18 workers who perform service and clerical work that requires minimal training. Which of the following statements would indicate that Frank is following the servant-leadership model of leadership? a. Frank seeks to develop leadership in others nd focuses on objectives that surpass the immediate needs of the group. b. Frank sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. c. Frank refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. d. Frank wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. e. Frank likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.
c
Grace is going to be leading a meeting of her colleagues to discuss how they might redesign one of their work processes. She decides that she will use a PowerPoint presentation to lay out the problems with the existing workflow. She is in the ________ step of the TED protocol for effective presentations. a. Frame your story b. Plan your delivery c. Plan your multimedia d. Develop your stage presence e. Put it together
c
Hope consists of a. faith and charity b. optimism and creativity c. willpower and waypower d. dependability and compassion e. self-confidence and kindness
c
In the ________ phase of organizational socialization, employees' values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like. a. Mentoring b. Anticipatory c. Encounter d. Change and acquistion e. Networking
c
Jamie is a prize-winning weightlifter who desires to increase the amount of weight she can bench press in a matter of weeks. When a person aims for a goal with a deadline, it can be a source of stress. However, Jamie has enough time to work steadily toward a realistic goal. This is known as "good" stress or Un-stress De-stress Eustress Positive stress Distress
c
Jenna and Martin complete their part of Project Zenith. Their progress is best measured against ________ goals. a. behavioral b. objective c. task d. learning e. reinforcement
c
Marion is frustrated with her OB project group. She frequently asks: "What's the problem with our group? We don't seem to be getting anywhere." This is a(n) ________ function. Marion is frustrated with her OB project group. She frequently asks: "What's the problem with our group? We don't seem to be getting anywhere." This is a(n) ________ function. a. Peripheral b. Informal c. Task d. Maintenance e. Formal
c
Nathan is dependable, responsible, and achievement-oriented, while Martin is relaxed and unworried. Nathan is likely to score high on a. openness to experience b. introversion c. conscientiousness d. internal locus of control e. agreeableness
c
Part professional association, social club, and networking group, the Brighton Beach Drummers Association meets at a variety of musical venues in New York. Members share a love of music and drums, but also discuss common experiences at work. This is an example of a. Human capital b. Coaching c. Social capital d. Mentoring e. Sponsorship
c
Person factors and ________ are the two broad categories of OB concepts and theories. a. the 3 levels at work b. ethical factors c. situation factors d. problem solving e. system processes
c
Positive practices that escalate positive outcomes because o their associations with positive emotions and social capital are having a(n) ________ effect. a. positivity b. buffering c. amplifying d. mindful e. attentional
c
Southwest Airlines ________ is "dedicated to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and company spirit." Strategic plan Vision statement Mission statement SWOT analysis Organizational structure
c
The ________ effect is the attraction of all living systems toward that which is life-giving and away from that which is life-depleting. a. buffering b. attentional c. positivity d. amplifying e. deviant
c
The first step of change, the ________ step, involves unfreezing the organization using a compelling reason to accept why change is necessary, which involves breaking down the existing status quo before you can build up a new way of operating. According to Kotter, it is important to develop a compelling message showing why the existing way of doing things cannot continue. Reinforcing Resisting Urgency Changing Freezing
c
The levels of organizational culture are a. Strategy, mission, and values b. External environment and internal environment c. Observable artifacts, espoused values, and basic underlying assumptions d. Espoused values and enacted values e. Identity, commitment and stability
c
The two basic types of negotiation are a. Integrating and avoiding b. Dominating and obliging c. Distributive and integrative d. Interpersonal and intrapersonal e. Organizational and individual
c
The two general categories of motivation theories are a. extrinsic and intrinsic b. reward and punishment c. content and process d. job satisfaction and job dissatisfaction e. internal and external
c
Tony believes that cell phone use--even in restaurants--helps people manage their busy lives. Tony's belief reflects the _____ component of his attitude. a. behavioral b. objective c. cognitive d. normative e. affective
c
Tony has a full course load and a full-time job. He has tried everything he can think of to help him deal with his stress, but nothing has worked and he has developed a negative attitude. What method relies on fostering positive emotions, using mindfulness, flourishing, and developing a positive organizational climate? Muscle relaxation Meditation Cognitive restructuring Holistic wellness Biofeedback
c
When issues are complex, better solutions are needed, commitment is needed, and time is available, the ________ conflict-handling style is appropriate. a. Dominating b. Obliging c. Integrating d. Compromising e. Avoiding
c
Which of the following is NOT an example of a crucial conversation? a. A negative performance review b. Ending a relationship c. Conveying routine feedback d. Confronting a teammate who is frequently late to meetings e. Critiquing a colleague's report
c
Why are ethics considered so important when studying organizational behavior? a. Unethical behavior makes it easy to influence others and condust business. b. Unethical behavior can ensure loyalty, which helps the performance of individuals and teams. c. You will be confronted with ethical challenges at all levels of organizations and throughout your career. d. Unethical acts are not illegal and can benefit the company. e. Some unethical acts are necessary to work around unfair governmental regulations.
c
____ is the set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations. a. performance appraisal b. performance review c. performance management d. goal setting e. coaching
c
____ is the step of Kotter's eight-step model that involves eliminating barriers to change. Establishing a sense of urgency Communicating the change vision Empowering the broad-based action Generating short-term wins Anchoring new approaches in the culture
c
_____ groups are assigned by organizations or managers, while ________ groups form when the members' purpose of getting together is friendship or a common interest. ________ groups are assigned by organizations or managers, while ________ groups form when the members' purpose of getting together is friendship or a common interest. a. Organizational; individual b. Departmental; divisional c. Formal; informal d. Focus; interest e. Task; mainenance
c
_____ is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person. a. Onboarding b. Realistic job preview c. Mentoring d. Networking e. Socialization
c
_______ are the three elements of expectancy theory. a. expectancy, instrumentality, values b. expectancy, institution, values c. expectancy, instrumentality, valence d. expectancy, institution, variance e. expectancy, instrumentality, variance
c
_______ is the ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and actions. a. productivity b. emotional stability c. emotional intelligence d. core self evaluation e. self efficacy
c
________ is the interdisciplinary field dedicated to understanding and managing people at work. a. management theory b. management dynamics c. organizational behavior d. organizational dynamics e. organizational theory
c
what are the steps in the process of stereotype formation and maintenance in order?
categorization inferences expectations maintenance
guess the common perceptional errors: rate an employee average regardless of actual performance
central tendency
this phase of organizational socialization occurs when employees master important tasks and roles and adjust to their groups values and norms
change and acquisition
what are person factors?
characteristics that give individuals their unique identities
guess the type of leadership style: dominant style, driven ,influential, and determined to see their life mission come to fruition. Skilled communicators, able to articulate a compelling or captivating vision.
charismatic
____ goes beyond mentoring and training, is a customized process between 2+ people with the intent of enhancing learning and motivating change
coaching
_________ represents the psychological discomfort a person experiences when simultaneously holding 2 or more conflicting cognitions
cognitive dissonance
____ occurs when a perceived gap exists between what is desired and what is experienced
conflict
dependable, responsible, achievement-oriented, persistent are characteristics of...
conscientiousness
which personality characteristic has the strongest and most positive effects on performance across jobs, industries, and levels
conscientiousness
this attribution compares an individual's behavior with that of their peers
consensus
Kelley's Model of Attribution hypothesized that people make causal attributions by observing 3 dimensions of behavior, what are they?
consensus distinctiveness consistency
this attribution judges whether the individual's performance on a given task is consistent over time
consistency
what are some attributes of functional conflict?
constructive cooperative consultative interactions focus on the issues mutual respect give and take
identify internal factors such as needs and satisfaction that energize employee motivation
content theories
what are the 2 categories of motivation theories?
content theories process theories
_____ theory proposes that the effectiveness of a particular style of leader behavior depends on the situation.
contingency theories
guess the common perceptional errors: rate an employee average from a comparison with the exceptional performance of a few top performers
contrast effects
a broad personality trait comprised of 4 narrow and positive individual traits
core self evaluations (CSEs)
Common causes of workplace conflict include all the following EXCEPT ONE. a. Personality dififerences b. Unmet needs at work c. Perceived inequities of resources and policies d. Common methods for doing work e. Change
d
People with high levels of positive psychological capital tend to display a. Hope, extraversion, resilience, and optimism b. Hope, efficacy, respect, and optimism c. Health, extraversion, respect, and optimism d. Hope, efficacy, resilience, and optimism e. Health, efficacy, resilience, and obstinacy
d
The ________ approach attempts to identify the unique ways of acting displayed by effective leaders. a. Leader prototypes b. Trait c. Situational d. Behavioral styles e. Transformational leadership
d
Which of the following is NOT a layer of diversity? a. Organizational b. Personality c. Internal d. Attributional e. External
d
___ is NOT a content theory of motivation. a. acquired needs theory b. maslow's hierarchy of needs theory c. self-determination theory d. expectancy theory e. x and y theory
d
____ is a give-and-take decision-making process involving two or more parties with different preferences. For example, labor-management negotiations over wages, hours, and working conditions. a. Arbitration b. Conciliation c. Conflict d. Negotiation e. Dialectiscism
d
_____ are psysiological or psychological deficiencies that arouse behavior. a. attitudes b. values c. cognitions d. needs e. expectations
d
______ is the richest form of communication. a. Email b. Twitter c. Phone conversations d. Face-to-face exchanges e. Newsletters
d
_______ are powerful forms of social control that influence group and member behavior. ________ are powerful forms of social control that influence group and member behavior. a. Group and team cohesiveness b. Common identities c. Outcomes d. Group roles and norms e. Cross-functional rules
d
________ skills are increasingly needed in today's complex world in order to achieve superior performance where workers at all levels of the organization are called upon to think critically, take ownership of problems, and made real-time decisions. a. common sense b. service c. judgement d. problem solving e. whistle blowing
d
guess the type of leadership style: encourages participation and collaboration among team members. create a team culture where individuals feel they are valued and important
democratic
what is the organizational development process?
diagnosis intervention evaluation feedback
____ occurs when employment decisions about an individual are due to individual characteristics and attributes that are not related to the job.
discrimination
this attribution compares a person's behavior on one task with his or her behavior on other tasks
distinctiveness
the multitide of individual differences and similarities that exist among people
diversity
An enacted value is a. The explicitly stated qualities and norms preferred by an organization. b. The physical manifestation or an organization's culture. c. An organizational value that has been taken for granted. d. Related to the organizational structure. e. The qualities and norms that are exhibited or converted into employee behavior.
e
Brandon is Mark's manager. When the leader of Mark's team leaves, Mark is given additional responsibilities as acting team leader. Brandon wants him to take the team in a new direction. However, the company does not give Mark a raise or promise of a bonus. What mistake has Brandon, the change agent, made? Brandon has exhibited poor leadership style. Brandon had poor timing Brandon had a lack of tact. Brandon disrupted cultural traditions. Brandon failed to legitimize change.
e
Clemson's head football coach Dabo Swinney used what type of overall leadership behavior to lead his team to win two national championships in three years? a. Relationship-oriented b. Transformational leadership c. Passive d. Empowerment e. Task-oriented
e
Imelda's life is difficult right now. Her husband and she recently decided to divorce and she is now a single parent of two preteenagers. They are good kids, but it is difficult taking care of them and managing her full-time job as a middle manager. Imelda has started taking work home at night and finishing projects at night after her children are in bed. Imelda is likely exhibiting a. hope b. efficacy c. effectiveness d. health e. resilience
e
In order to go on spring break in March, Michelle must have $2,000 in her savings account by February 1 at 5:00 p.m. in order to purchase the plane ticket. Which type of SMART goal is this? a. Specific b. Measurable c. Attainable d. Results-Oriented e. Time-Bound
e
Keyshawn is a player on a professional football team. Because of this, his plays every week are scrutinized by fans and media, as well as his own coaches. Sometimes, their comments are very negative and even personal. Keyshawn will handle this better if he has a high level of ________ intelligence. a. naturalist b. bodily kinesthetic c. spatial d. interpersonal e. intrapersonal
e
Melissa has been out of work for eight months and is worried about providing for her family. She takes a job at a fast-food restaurant, even through the position is a step down from her previous job. According to Maslow's theory, Melissa is motivated by ________ needs. a. love b. esteem c. self-actualization d. safety e. physiological
e
People with an internal locus of control a. have lower work motivation b. earn lower salaries c. tend to be more anxious d. derive less job satisfaction from performance e. have stronger expectations that effort leads to performance
e
The two basic types of goals are a. learning and behavioral b. behavioral and performance c. performance and objective d. project and objective e. performance and learning
e
Which of the following situations is MOST likely to produce workplace conflict? a. Joe finishes his part of the project and then passes it to Marge for her part of the assignment. Each recognizes their role. b. The sales force at DNY Company follows clear and reasonable policies and rules. c. Claire and Michele are on a tight deadline. Their manager comes in and says that they have an extra week to complete the assignment. d. John, Paul, and Peter have each been given additional resources for their three projects. e. Maria cannot finish her report until Juan provides the financial spreadsheet. Juan prefers to submit his work at the last minute and isn't responding to Maria's text messages.
e
____ is widely practiced by employees and in workplaces everywhere. Many companies are now even sponsoring this type of training for their employees. a. walking meditation b. breathing meditation c. psychological capital d. positive deviance e. mindfulness
e
______ is an alternative dispute resolution technique in which disagreeing parties agree ahead of time to accept the decision of a neutral party in a formal courtlike setting, often complete with evidence and witnesses. a. Ombudsmanship b. Facilitation c. Peer review d. Mediation e. Arbitration
e
______ is the act of sharing information and coordinating efforts to achieve a collective outcome. ________ is the act of sharing information and coordinating efforts to achieve a collective outcome. a. Contracting b. Capacity c. Composition d. Charting e. Collaboration
e
______ is the personality trait with the strongest positive relationship with job performance. a. extraversion b. emotional stability c. proactivity d. agreeableness e. conscientiousness
e
________ is the key professional networking tool for job search and is used by as many as 77 percent of recruiters. a. Instagram b. Facebook c. Twitter d. YouTube e. LinkedIn
e
__________ teams are created with members from different disciplines within an organization, such as finance, operations, and R&D. a. High extraversion b. High introversion c. Self-managed d. Virtual e. Cross-functional
e
what are situation factors?
elements outside us that influence what we do, the way we do it, and the ultimate results of our actions
the ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions
emotional intelligence
complex, relatively brief responses aimed at a particular person, information, experience, or event
emotions
this phase of organizational socialization occurs when employees come to learn what an organization is really like. Use onboarding programs
encounter
what is the model for "monitor employee perceptions of fairness and interact with them so they feel fairly treated"
equity
stress associated with positive emotions and outcomes called...
eustress
possessed by people who believe their performance is the product of circumstances beyond their immediate control.
external locus of control
t/f: resistance is reduced when there is a negative relationship
f positive trusting
t/f: if something is unethical it is also illegal
false
t/f: personality tests are valid predictors of job performance
false
t/f: there is only 1 best style of leadership in all situations
false
t/f: managers need to monitor and evaluate only the outcomes, as that is a most critical component of effective performance management
false monitor both progress and outcomes
t/f: distributive is win-win
false, distributive=win-lose involves a single issue, fixed pie, one person gains at expense of another
_____ exist from outcomes to inputs and processes
feedback loosp
what is the dialectic method?
fostering a structured debate of opposing viewpoints
guess the common perceptional errors: rate an employee positively across all dimensions of performance because the employee is so likeable
halo effect
how does emotional stability show up in the workplace?
higher job performance more organizational citizenship behaviors few counter-productive work behaviors
in the workplace, someone with internal locus of control will possess...
higher motivation higher expectations exert more effort when given difficult tasks
What are the benefits of positive organizational behavior?
higher overall job performance less burnout increased committment higher job satisfaction fewer sick days
when performance management is done well, what can this lead to?
higher profitability higher productivity higher employee engagement higher customer service lower turnover
What does the Behavioral Styles Approach attempt to do?
identify the unique ways of acting displayed by effective leaders.
the realize diversity, equity, and inclusion aspirations, leaders will need to identify opportunities to make progress in the following areas...
in their organizations in their communities in the broader society in terms of psychological safety
what are the 3 levels at work in organizational behavior?
individual group/team organization
leader behavior that organizes and defines what group members should be doing to maximize output/productivity.
initiating structure
what are the 4 phases of mentoring?
initiation cultivation separation redefinition
inputs lead to --> ___ --> outcomes
inputs --> processes --> outcomes
____ are the key links between attitudes and planned behavior
intentions
what is most important when using OB to solve problems?
interdependence of person factors and environmental characteristics
these are an example of what type of locus of control? -i make things happen -i determine my future -i accept personal responsibility for failures
internal
possessed by people who believe they control the events and consequences that affect their lives. Tends to attribute positive outcomes to their own abilities and blame negative events on personal shortcomings.
internal locus of control
what 2 things do soft skills include?
interpersonal skills and personal attributes
_____ is an affective or emotional response toward various facets of one's job. The extent to which an individual likes his or her job.
job satisfaction
what are some skills a leader must have?
lead at scale coordinate + inspire networks of teams build a keen awareness of both themselves and the operating environments around them
what are some traits for leaders vs. managers?
leaders=inspire, influence, create the vision and strategic plan. do the right thing. Focus on vision, mission, goals, objectives. managers=implement, plan, organize, control. doing things right. focus on productivity and efficiency.
guess the common perceptional errors: rate employee high on all dimensions regardless of actual performance
leniency
this describes how much personal responsibility someone takes for their behavior and its consequences.
locus of control
the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person
mentoring
which type of intelligence addresses interpersonal and intrapersonal intelligence?
multiple intelligence
_______ may be thought of as a give-and-take decision making process involving 2+ parties with different preferences
negotiation
what are some warning signs of conflict escalation?
number of issues grow issues move from specific to general number of parties grow goals/tactics change
describes an interdisciplinary field dedicated to understanding and managing people at work.
organizational behavior
____ is related to measures of organizational effectiveness
organizational culture
the set of shared, taken for granted, implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments
organizational culture
_____ refers to the extent to which people perceive that they are treated fairly at work.
organizational justice
the process by which a person learns the values, norms, and required behaviors which permit them to participate as a member of an organization.
organizational socialization
leaders seen as effective when employees view them as a source of satisfaction or as paving the way to future satisfaction.
path goal theory
a cognitive process that enables us to interpret and understand our surroundings. affects actions and decisions.
perception
a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating and providing consequences for performance expectations.
performance management
pay for performance works best when...
performance measures are accurate, consistent, and aligned with values, goals and outcomes. merit pay is used to differentiate top performers. multiple measures of performance are used.
abstract ideals that guide our thinking and behavior across all situations
personal values
relatviely stable and stem from our parents values, our experiences, religious and spiritual beliefs
personal values
what are some common causes of conflict?
personality differences irritating workplace behaviors unmet needs perceived inequities of resources/policies unclear roles competing responsibilities change poor management poor communication difference in work methods
the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.
practical intelligence
explain the process by which internal factors and situational factors influence employee motivation
process theories
this theory describes how various person factors and situation factors, including environmental factors, in the organizing framework affect motivation.
process theories of motivation
guess the common perceptional errors: rate an employee only on the last portion of the review period
recency effects
how do leaders do "path goal theory"
reducing roadblocks providing guidance and support linking rewards to goal accomplishment
primary purpose is to enhance employees' skills and to create positive work relationships
relationship oriented behaviors
the capacity to consistently boucne back from adversity and to sustain yourself in the face of challenges.
resilience
at the individual level. Pertain to a specific job or situation.
roles
what 2 key componenets fall under personal competence?
self awareness self management
a belief about your chances of successfully accomplishing a specific task
self-efficacy
a general belief about your self-worth. It is relatively stable across your lifetime, can be improved.
self-esteem
what are some tips for effective listening?
show respect listen be mindful keep quiet ask questions paraphrase/summarize remember what was said involve your body
what are ethical dilemmas?
situations with 2 choices, neither of which resolves the situation in an ethically acceptable manner. not always a pure choice between right and wrong. places people in an uncomfortable position.
what 2 key components fall under social competence?
social awareness relationship management
what relates to human interactions and includes both interpersonal skills and personal attributes and are among the most valued skill by employers
soft skills
When do typical crucial conversations occur?
stakes are high opinions vary emotions are strong
an adaptive response to environmental demands that produce adaptive responses. physical, emotional, behavioral
stress
t/f: changing culture starts with one of the 3 levels of organizational culture; artifacts, espoused values, basic underlying assumptions
t
t/f: culture change considers how closely the current change aligns with the organization's vision and strategic plan
t
t/f: leaders are the architects and developers of organizational change
t
t/f: use a structured approach when implementing culture change
t
What 2 leadership styles does Fiedler's contingency model identify?
task motivated relationship motivated
the primary purpose of this type of behavior is to assist others in accomplishing their goals and those of the work unit. Ensure that people, equipment, and other resources are used efficiently.
task oriented behavior
a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
team
the Future of Jobs report by the World Economic Forum provides compelling evidence that does what?
that firms tend to weigh soft skills as more critical in the hiring process
perceptions are based on the 3 characteristics of?
the perceiver the target the situation
_____ attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers.
trait approach
focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance
transactional leadership
guess the type of leadership style: Inspire people through their clear vision. Excel in effective communication and focus on instilling purpose in employees and customers. Motivate their team, changemakers. They understand they cannot achieve their mission without their staff. Develop excellent team culture, high levels of job satisfaction.
transformational
t/f: managing diversity gives an organization the ability to grow and maintain a business in an increasingly competitive marketplace
true
t/f: integrative is win-win
true numerous interests are considered, satisfy both parties
What is Lewin's Change Model?
unfreezing changing refreezing
____ occurs when the demands or pressures from work and life are mutually incompatible
work-life conflict
what does it mean to have a proactive personality?
you are someone who is relatively unconstrained by situational forces and who affects environmental change.