Chapter 11 Flashcards
What is counterproductive behaviour? What are some counterproductive behaviours?
Definition: Behaviours that detract from organizational performance
Counterproductive Behaviour: Absenteeism, Tardiness, Workplace aggression & violence, sexual and racial harassment, theft & sabotage, turnover
2 main categories of individual difference
Personality: The relative stable set of psychological attributes that distinguish one person from another
Attitudes: A person’s beliefs and feelings about specific ideas, situations, or people
five fundamental personality traits. (the big five)
Agreeableness: A person’s ability to get along with others.
Conscientiousness: The number of things a person tries to accomplish
Emotionality: The degree to which people tend to be positive or negative in their outlook and behaviours toward others.
Extraversion: A person’s comfort level with relationships
Openness: Reflects how open or rigid a person is in terms of his or her beliefs
Other Personality Traits (beside the big five)
Locus of control:
The extent to which people believe that their behaviour has a real effect on what happens to them
Self-efficacy:
A person’s belief about his/her capabilities to perform a task
Authoritarianism:
The extent to which a person believes that power and status differences are appropriate within social systems such as organizations
Machiavellianism:
Behaviour that is designed to gain power and control
Self-esteem:
The extent to which a person believes that he or she is a worthwhile and deserving individual.
Risk propensity:
The degree to which a person is willing to take chances and make risky decisions
three components of attitudes
Cognition:
The knowledge a person has about someone/something.
Affect:
A person’s feelings toward someone/something
Intention:
Guides a person’s behaviour
two key work related attitudes
Job satisfaction:
The extent to which people have positive attitudes toward their jobs.
Organizational commitment (job commitment):
An individual’s identification with the organization and its mission
Two key methods for facilitating the match between people and the jobs that they are performing
Psychological Contracts:
The set of expectations held by an employee concerning what he or she will contribute to an organization (contributions) and what the organization will provide the employee (inducements) in return.
Person-job Fit:
The extent to which a person’s contributions and the organization’s inducements match one another
Four major approaches that reflect a chronology of thinking about motivation
Classical theory
Early behavioural theory
Behavioural theory in the mid twentieth century
Contemporary motivational theories
What is the theory of motivation that presumes workers are motivated almost solely by money?
The classical theory
What is the difference between Theory X and Theory Y?
Theory X:
A management approach based on the belief that people must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative
Theory Y:
A management approach based on the belief that people what to be productive because they are naturally energetic, responsible, and cooperative
In the hierarchy of needs, what are the five basic needs?
- Physiological needs: Those concerned about survival
- Security needs: The needs for stability and protection from the unknown
- Social needs: The needs for friendship and companionship
- Esteem needs: The needs for status, recognition, and self-respect
- Self-actualization needs: Needs for self-fulfillment
What is the two factor theory?
A theory of human relations developed by Frederick Herzberg that identifies factors that mist be present for employees to be satisfied with their jobs and factors that, if increased, lead employees to work harder.
This theory suggests that managers must first ensure that hygiene factors are acceptable(to avoid worker dissatisfaction) and then offer motivating factors (to improve satisfaction and motivation)
3 needs in David McClelland’s acquired needs theory
Achievement, Affiliation, Power
What is the Expectancy Theory?
The theory that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining.
This theory helps to explain why some people do not work as hard as they can when their salaries are based purely on seniority.
Four basic options of Reinforcement/Behaviour Modification
- Positive reinforcement
i. Apply positive consequences when employees exhibit desired behaviour - Punishment
i. Apply negative consequences when employees exhibit undesirable behaviours - Omission
i. Withhold positive consequences when employees exhibit undesirable behaviour - Negative reinforcement
i. Withhold negative consequences when employees exhibit desired behaviours
Types of modified work schedules
- Flextime
§ A method of increasing employees’ job satisfaction by allowing them some choice in the hours they work. - Compressed workweeks
§ Employees work fewer days per week but more hours on the days they do work - Telecommuting
§ Allowing employees to do all or some of their work away from the office. - Workshare programs
§ Work-sharing/job sharing
□ A method of increasing employee job satisfaction by allowing two people to share one job.
What is leadership?
The process of motivating others to work to meet specific objectives
What is the difference between leadership and management?
- Leadership is necessary to create and direct changes and to help the organization get through though times
- Management is necessary to achieve coordination and systematic results and to handle administrative activities during times of stability and predictability
- A person can be a manager, a leader, or both
five types of power
- Legitimate power (synonym of authority)
○ The power granted through the formal organizational hierachy
○ Managers have legitimate power because this power gives them the right to assign tasks to subordinates - Reward power
○ The power to give or withhold rewards such as salary increases, bonuses, promotions, praise, and interesting job assignments - Coercive power
○ The power to force another person to comply by means of psychological emotional, or physical threat - Expert power
○ Derived from information or expertise that the manager possesses - Referent power
○ The most abstract form of power
○ Based on identification, imitation, loyalty, or charisma of the leader
What is the leadership approach focused on determining what behaviours are employed by leaders
The behavioural approach
What is the situational approach to leadership?
A leadership approach in which appropriate leadership behaviour varies from one situation to another
What is the leadership approach focused on identifying the essential traits that distinguished leader
The Trait Approach
What is the set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively?
Transformational Leadership
What is transactional leadership?
The set of abilities that involves routine, regimented activities that are necessary during periods of stability
Elsa believes that “the ends justify the means.” Elsa is driven by a strong need for power and control. Which of the following best describes this philosophy?
Machiavellianism
Timothy works for a company that asks employees to work 4 days a week (10 hours per day) rather than the traditional 5 days a week (8 hours per day). The company Timothy works for has implemented (a) ________.
compressed workweek
What is a leader’s ability to comprehend and take advantage of the complexities of the internal and external environments in order to become more competitive?
Strategic leadership
What represents the highest level according to Maslow’s hierarchy of human needs model?
Self-actualization needs
What defines emotional intelligence (emotional quotient)?
The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills
As a result of several highly public business scandals, many organizations now place an emphasis on ________, requiring leaders to take personal responsibility for decisions.
ethical leadership
Thisany was upset because when she compared her efforts (inputs), like hours worked and projects completed, with her colleague Latisha, to the rewards (outputs) like pay and recognition, she felt like the ratio was unfair. This example demonstrates the ideas behind __________.
equity theory
What is the description of risk propensity?
The extent to which a decision maker is willing to gamble when making a decision
Which leadership approaches identifies the key qualities, such as self-confidence or job knowledge, that differentiate leaders?
The trait approach
What is expert power?
The power derived from information
What is locus of control?
The extent to which people believe that their behaviour has a real effect on what happens to them.
Carrie asks to be part of a new project because she values the praise she will receive from her manager. Carrie’s manager has________ .
reward power
The tendency for worker productivity to increase when they feel they are getting special attention from management is known as the ________.
Hawthorne effect
What is a method of increasing employee job satisfaction by allowing them some choice in the hours?
Flextime
Frederick Herzberg identified factors that must be present for employees to be satisfied with their jobs and factors that, if increased, lead employees to work harder. This is known as the ____________.
two-factor theory
Which kind of leadership involves regular, structured activities and is comparable to management?
Transactional leadership
What describes a power based on identification, imitation, loyalty, or charisma?
Referent power
_________ refers to a system of collaborative goal setting that extends from the top to the bottom of an organization.
Management by objectives (MBO)
What is the broad concept that encompasses both international differences and diversity-based differences with the organization?
Culture
Julia has a very strong belief in her capability to perform almost any task. Julia has a high level of ________.
self-efficacy
Which is the description of the path-goal theory?
The theory of leadership that is a direct extension of the expectancy theory of motivation
_________ is based on the authority inherent in the organizational hierarchy.
Legitimate power
Individuals with the ability to influence others with an interpersonal attraction that inspires support and acceptance display ______.
charismatic leadership
What is virtual leadership?
Leadership in settings where leaders and followers interact electronically rather than in face-to-face settings
Which of the following BEST describes the work related behaviors expected of employees? A. Cognitive dissonance B. Authoritarianism C. Organizational citizenship D. Attitudes E. Performance behaviors
Performance behaviors
Dave knows he needs to lose weight to stay healthy, but he just can't resist those hot dogs from the gas station. He feels guilty every time he eats them, but can't seem to make himself stop. Which of the following is Dave experiencing? A. Performance behavior B. Cognitive dissonance C. Authoritarianism D. Counterproductive behavior E. Organizational citizenship
Cognitive dissonance
Becky has designed a training seminar to help employees better understand their levels of emotional intelligence. The goal of the seminar is to help employees improve their social skills, communication styles, and interaction preferences. Which of the following can Becky use to help employees assess personality traits in themselves and others? A. Psychological contracts B. Hawthorne effect C. The Myers-Briggs framework D. Locus of control E. Risk propensity
The Myers-Briggs framework
A psychological contract requires \_\_\_\_\_\_\_\_\_\_\_\_\_\_ on the part of the employee and \_\_\_\_\_\_\_\_\_\_\_\_\_ on the part of the organization, although the terms of this contract are not always explicitly negotiated. A. contributions; inducements B. contributions; intention C. inducements; contributions D. intention; authoritarianism E. contributions; agreeableness
contributions; inducements
George thinks that all his employees are lazy and the only way to get them to work is either to reward them for good work or to punish them for poor work. George believes in which theory of motivation? A. Theory X B. Scientific management C. Equity theory D. Two-factor theory E. Expectancy theory
Theory X
The set of forces that cause people to behave in certain ways is known as \_\_\_\_\_\_\_\_\_. A. stimulus B. performance appraisal C. inducement D. motivation E. incentive
motivation
Gerry, the Engineering Manager for Magnificent Mustangs, used to have to get several approvals for any expenses over $10,000. Most of the equipment and parts necessary for his department are well over this amount, and the purchasing process was very slow. Gerry and his boss agreed that Gerry should have more say in how he manages his budget, so his boss agreed that Gerry can now approve expenditures up to $100,000. This is an example of which of the following? A. Punishment B. Management by objectives C. Participative management D. Positive reinforcement E. Social learning
Participative management
June doesn't have direct authority; however, because she is knowledgeable and always willing to help, those in her department look to her for direction and advice. June generally assigns tasks and encourages her coworkers to achieve. Which of the following BEST describes June's role? A. Power B. Manager C. Leader D. State of certainty E. Intuition
Leader
During periods of economic recession, companies may be unable to reward their employees with monetary incentives. As a result, the company may experience \_\_\_\_\_, such as increased absenteeism or turnover. A. organizational citizenship B. emotionality C. performance behaviours D. counterproductive behaviours
counterproductive behaviours
Julie is trying to convince one of her employees, Jason, to adopt new technology. Jason has been highly resistant to change in the past and is generally unwilling to consider new ways of doing things. Jason's inflexibility describes a low level of \_\_\_\_\_\_\_. A. conscientiousness B. agreeableness C. extraversion D. openness E. emotionality
openness
explain charismatic leadership
- Type of influence based on the leader’s personal charisma
- Charismatic leaders: Have a high level of self confidence and a strong need to influence others
Some will inspire blind faith in their followers
