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Org Leadership > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Gaining power and influence: two basic factors to determine power

A

Personal attributes: expertise, attraction, effort, legitimacy
Position characteristics: centrality, flexibility visibility, relevance

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2
Q

Personal attributes

A

Expertise: work related knowledge
Attraction: charisma
Effort: desirable quality
Legitimacy: taking action congruent withthe prevailing value system

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3
Q

Position characteristics

A

Centrality: access to info in a communication network
Flexibility: freedom to exercise judgement
Visibility: interacting with influential people
Relevance: working on central objectives

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4
Q

Sources of personal power

A

Reward power: ability to dispense valued rewards
Coercive power dispense punishments
legitimate power: “right” of supervisor to influence subordinate
Referent power: desire to be liked, admiration
Expert power: knowledge, experience, ability

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5
Q

Transform power into influence -strategies

A

Retribution: forcing others to do what you want
Reciprocity: motivate others to do what you want
Reason: demonstrate sensibility of doing what you want

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6
Q

Retribution strategy

A

Direct approach: Coercion (threaten)

Indirect approach: Intimidation (pressure)

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7
Q

Reciprocity strategy

A

Direct approach: Bargaining (exchange)

Indirect approach: Ingratiation (obligate)

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8
Q

Reason strategy

A

Direct approach: present facts or needs

indirect approach: appeal to personal values

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9
Q

Motivational theory: Hackman & oldham

A

Skill variety, Task identity, Task significance → experienced meaningfulness of work motivation
Autonomy → experienced responsibility for outcomes of work
Feedback →knowledge of actual resultsof work activities
Outcomes:high internal work motivation,high qualityperformance,high satisfaction with work, low absenteeism and turnover

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10
Q

Expectancy theory:

A

A cognitive theory for motivation where people are assumed to be rational decision makers

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11
Q

Components of expectancy theory

A

Job outcomes: things organizations provide their employees, pay, vacation, etc.
Valences: employees feelings about outcomes
Instrumentality: performance related to outcome
Expectancy: effort leads to performance
Force: pressure to be motivated
Force = expectancy x sum of valences x instrumentalities

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12
Q

Equity theory (social)

A

Quantify our inputs and outcomes in common scale units, comparing inputs/ outcomes ratio with others
Person: the one doing the comparing
Other:the individual that one chooses to compare to
Inputs: all assets one brings to the job
Outcomes: all the benefits derived from work

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13
Q

Inequity reduction

A 
Change inputs
Change outcomes
Get other to change inputs or outcomes
Quit job for more equitable one
Distort own and others outcomes
Change comparison
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14
Q

Leading positive change

A
  1. Establish a positive climate
  2. Create readiness
  3. articulate vision
  4. Generate commitment
  5. Institutionalize the change
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15
Q

Types of planned change

A

Incremental: improve on current ways of doing things fine tune
Fundamental: do things fundamentally differently. Change assumptions.

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16
Q

Climate of positivity

A
  1. create positive energy networks
  2. establish compassion forgiveness
  3. identify strengths
17
Q

Small wins

A

Concrete, complete, implemented outcome of moderate importance

18
Q

Theory of reasoned action

A

Beliefs → Attitude → Intention → Job Performance
An individual’s decision to engage in particular behavior is based on the outcomes the individual expects will come as a result of performing behavior

19
Q

Human Capital Management - drivers

A
  1. Leadership practices: communication, inclusiveness, supervising system
  2. Employee engagement:job design, commitment, time:
    3.knowledge accessibility:availability, collaboration,informationsharing
  3. Workforce optimization: process, conditions,accountability, hiring
    5, Learning capacity:innovation, training, development, value and support
20
Q

HCM maturity

A

Level 1: little or no attempt to address HCM area or factor
Level2: makes cursory, nonsystematic attempts
Level 3: demonstrates adequate,or baseline, capacity for foundation
Level4: beginning to systematically extend capability in HCM area
Level 5: Organization consistently demonstrates superior capability in optimizing HCM

21
Q

HR impact

A

HR Management → organizational strategy,type of human capital, and employee behavior→ organizational performance

22
Q

Human Capital

A

Employees training/knowledge, experience, judgments, insights, relationships
- can be a sustainable competitive advantage due to valuable, rare, cannot be imitated, and there are no good substitutes

23
Q

Performance criteria

A

Theoretical/ conceptual:theoretical construct, and abstract idea that can never be measured. Need to find a way to operationalize.
Actual: actual measures of the conceptual criterion

24
Q

Venn diagram

A

Conceptual criterion→ criterion deficiency: stuff that should be in actual criterion buts left off, example: only caring about quantity and not quality
Criterion relevance→validity of measurement and does what is intended, overlap
ActualCriterion → Criterion contamination: something in measurementthat shouldn’t be there. Can be random or systematic, but always error

25
Q

Job analysis

A

Formal process for obtaining detailed info about jobs

Object is to identify significant tasks, qualifications, tools and equipment, and the environment

26
Q

Rater motivation

A

Not uncommon for most employees to receive favorable ratings(leniency error)
Reasons: no rewards/sanctions for accuracy,needed bysubordinate for promotion, reflect the manager’s performance, avoid negative reactions, politics

27
Q

HR selection methods - criteria for evaluation

A

Reliability: consistency
Validity: inferences from measurement. Is there a true relationship?
Criteria vs. Content validity: linear correlation of y= mx +b used to predict performance

28
Q

Criterion- Related validity

A

Job relatedness: Is there a linear regression correlation between the criteria the job and performance

29
Q

Criteria vs. Predictor

A

False negative: below predictor cutoff, above criteria cutoff,the ones that got away
False positive:above predictor cutoff, below criterion, bad ones that got in
True negatives: below cutoff for predictor and criterion, bad eggs ruled out
True positives:scored well in predictor and criterion, past cutoffs,good selections
*use valid selection methods, adjust predictor cutoffs, coefficient close to 1(slope)

30
Q

Work sample test

A

High fidelity simulations - candidate asked to actually perform a representative sample of work
* among the most valid predictors
- effective primarily in blue-collar jobs where applicants are experienced
- excellent face validity and applicant acceptance
Face validity: applicant’s perception of the test

31
Q

Two ways to demonstrate discrimination

A
  1. Disparate treatment:intentional discrimination individual intentionally treated different
  2. Adverse impact: decision has an adverse impact on one group compared to another
    - employer may not have intended to discriminate, but a practice has the effect of disadvantaging a certain group
32
Q

Adverse impact

A

Selection rate for one group is less than 80% of the rate for the highest scoring group.
Male selection ratio:.40
Female selection ratio:.33
.33/.40 =.83 >.80 so there is no adverse impact

33
Q

Title 7

A

Unlawful for employment practice to:

  1. Fail or refuse to hire or discharge a discriminated group
  2. Limit, segregate, or classify individual to deprive of employment opportunity
34
Q

Sexual Harassment

A
  1. Quid Pro quo: an exchange offered
  2. Hostile environment: any conduct related to employee’s sex
    Avoided by policy statements, training, reporting mechanism, acting promptly
35
Q

Enforcement agencies

A
  1. Equal employment opportunity commission: receives complaints, issues guidelines,enforces EEO laws
  2. Office of federal contract compliance program: enforces executive orders
  3. OSHA

Org Leadership (2 decks)

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